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

I am pleased to formally nominate Charles Dickson for recognition as part of the community impact 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.

BTTC's Corporate & Social Responsibility Steering Group is a volunteer-led team that has transformed CSR from a compliance requirement into a core business function that delivers measurable social, environmental and economic value. Established in 2024, the team took ownership of embedding sustainability, social value and inclusion into BTTC's strategic goals, creating a business-wide framework aligned to the UN Sustainable Development Goals and focused on leaving a lasting legacy for the communities in which the company operates. The group's greatest strength is its initiative. Rather than waiting for direction, team members identified gaps, developed solutions and drove change across the business alongside their day-to-day consultancy roles. They created BTTC's CSR strategy, implemented governance and reporting structures, established a comprehensive Indigenous Relations Strategy in Canada, developed an EDI roadmap, introduced social value measurement systems and led the company's carbon reduction programme. The group proactively sought out opportunities to create community impact through partnerships with charities, educational institutions, Indigenous organisations and local stakeholders, ensuring BTTC's growth directly benefited the communities it serves. The impact has been transformative, reaching far beyond the CSR team itself. In 2025 alone, BTTC generated £4.9 million in social value, a 36% increase on the previous year. The team delivered 614 hours of employment support, 35 hours of meaningful work placements and 325 weeks of graduate development programmes. They directed more than £1.6 million of spending towards local SMEs, helping to strengthen local economies and support sustainable supply chains. Through volunteering programmes, employees contributed more than 160 hours to community projects, with over 80% of BTTC employees participating in outreach and volunteering initiatives. The team also donates 1% of pre-tax profits to employee-selected charities and established five annual Indigenous Achievement Scholarships through Indspire, providing CAD $25,000 of funding to support Indigenous students pursuing careers in construction, project management and civil engineering. The team's attitude and influence have helped create a culture where social responsibility belongs to everyone. Through regular communications, awareness campaigns and employee engagement activities, they have inspired colleagues across the business to actively contribute to community initiatives. Their enthusiasm, resilience and commitment have significantly increased participation in volunteering, sustainability and fundraising activities, turning CSR into a source of pride for employees. By leading through example and consistently embodying BTTC's values of respect, integrity and collaboration, they have become role models throughout the organisation. Innovation has been central to the group's success. Rather than simply following industry norms, they introduced the National TOMs framework to measure and quantify social value, providing a robust and transparent way of demonstrating impact. This allows BTTC to focus investment where it delivers the greatest benefit and to track progress against meaningful outcomes. The team also developed innovative approaches to carbon reduction, combining behavioural change programmes, sustainable travel initiatives and operational improvements that enabled BTTC to achieve carbon neutrality while reducing emissions by 48% and halving per-employee emissions. Their work on Indigenous relations has also been pioneering for a consultancy of BTTC's size, achieving Phase 2 of the PAIR programme and creating long-term pathways for education, employment and community engagement. Through exceptional initiative, demonstrable impact, a positive and inclusive attitude, and innovative approaches to solving social and environmental challenges, the BTTC Corporate & Social Responsibility Steering Group has delivered lasting benefits for employees, communities and the environment. Their work has created meaningful and sustainable change, making them a highly deserving recipient of the RailStaff Community Impact Team Award.

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

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

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.

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

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

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

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

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

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

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

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.

From the very first time I met Pete when he started as a team leader at Colchester as someone who is pretty nervous around new colleagues he made me feel at ease and comfortable to talk to really quickly. Pete is very committed to his career whilst always being true to himself and has always set a high example of a what a fantastic member of the railway is. I as many others I am sure feel safe to confide in Pete and to ensure we feel looked after at work. Any concerns are listened to and addressed with always such positivity and a caring light. Pete has been also very supportive when aware of my pregnancy throughout the entire time - I am on maternity now but when I think about returning to work I feel at ease knowing I have the Ipswich management and team leaders as we do that is Pete and Terry to come back to. As a first time mum the thought of eventually spending less time with my baby than I’m used to is both emotional and daunting, but knowing there is that support waiting for me makes a huge difference Pete has always treated every individual equally. With respect, support and integrity - we can always depend on him to keep things neutral. I couldn’t think of anyone better at this time to nominate!

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.

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

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

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.

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

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.

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

<p>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 &amp; 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."<br></p>

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.

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

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.

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.

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."

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

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

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

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

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.

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.

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.

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.

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

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.

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.

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

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!

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

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.

When Jason joined Arup in September 2022, he made a significant career change. Having established himself as a signalling specialist with Network Rail, he stepped into Arup’s Construction (Design and Management) community as a trainee, moving from a familiar technical discipline into a role requiring new expertise in design risk management, Principal Designer duties and the practical application of Safe by Design principles. Jason brought strong railway engineering knowledge, but still had to build credibility, relationships and confidence in a new specialism. He immersed himself in CDM requirements and explored how design decisions affect health, safety and wellbeing throughout an asset’s lifecycle. Rather than simply completing allocated tasks, he sought opportunities to learn from specialists, apply his experience in a new context and become a dependable source of practical advice. Over the last four years, Jason has progressed from learning the fundamentals to supporting some of the UK’s largest and most complex rail projects. On the Transpennine Route Upgrade, he is now a recognised point of contact for engineers and project teams seeking guidance on designer duties, design risk management and Safe by Design. His development demonstrates personal initiative and a commitment to improving outcomes beyond his own role. Jason works across civil, structural, geotechnical, track, signalling, electrical, mechanical and systems disciplines, helping engineers integrate safety into design decision-making. He encourages teams to eliminate hazards and reduce risks at source, so issues are addressed early rather than becoming embedded within designs. As a regular contributor to interdisciplinary design reviews and development workshops, he helps teams explore interfaces, emerging risks and technical challenges. He prompts consideration of how one discipline’s decisions may affect construction, maintenance, operation or another design area. This constructive challenge has supported consistent application of Safe by Design principles and made risk management part of routine design development rather than a late-stage compliance exercise. Jason’s impact extends to communication between designers, contractors and project stakeholders. On a programme as large as the Transpennine Route Upgrade, effective management of health and safety information is essential. Through consistent engagement, he helps ensure design assumptions, residual risks and key safety decisions remain visible across locations and work packages. This supports the project’s golden thread of information and improves shared understanding of risk throughout the design and delivery community. He has also taken ownership of health and safety file development and risk assessment close-out activities, coordinating the review and closure of many thousands of individual risk records and actions. Although much of this work takes place behind the scenes, it is fundamental to discharging Principal Designer duties and ensuring robust, auditable information is available at project completion. Jason has become a trusted member of the project team in this area. He keeps actions moving, follows up consistently and helps maintain the accuracy of critical safety information. His contribution directly reduces the risk of unresolved issues being carried forward and gives teams greater confidence that evidence is complete, current and ready for assurance. Beyond his core responsibilities, Jason has looked for better ways to share health and safety knowledge. Recognising that effective learning depends on engagement as well as compliance, he has supported Safety Step Up initiatives and helped develop interactive approaches to safety discussions. His involvement in Safety Snap sessions has enabled teams to discuss themes, share lessons learned and reflect on project experiences in an accessible format. By encouraging participation rather than passive receipt of information, he has helped embed stronger safety conversations into everyday project activity. Jason has also demonstrated innovation through his involvement in deploying Arup’s AI Sandbox capability. Working with a Data Science Apprentice, he explored how emerging technology could capture and share lessons learned more effectively. This practical collaboration highlighted opportunities to make project knowledge easier to access and reuse. It shows that Jason does not simply follow established processes; he is willing to test new tools where they can solve recurring problems and add value to project delivery. What distinguishes Jason is not only the pace of his technical development, but the attitude he brings to his work. Colleagues value his approachable manner, practical perspective and reliability. He builds relationships across disciplines, creates space for constructive discussion and supports others in understanding their responsibilities. He follows through on commitments and remains willing to learn, even as others increasingly turn to him for guidance. His progression from receiving instruction to providing advice is especially notable because it has taken place in a demanding multidisciplinary environment. Jason has shown resilience when dealing with complex issues, large volumes of risk information and competing priorities. He responds positively, works collaboratively and maintains focus on the quality of the outcome. In doing so, he sets a strong example for other emerging professionals: expertise can be developed quickly when curiosity is matched by ownership, discipline and respect for others. Jason’s contribution is already influencing how teams approach design safety. His work helps disciplines engage earlier, communicate more clearly and close risks more effectively. It improves the quality and traceability of safety information, supports better-informed design decisions and strengthens collaboration between those responsible for design and delivery. These are not isolated achievements; together they contribute to a safer, more consistent way of working on a major national infrastructure programme. Within four years, Jason has transformed from a trainee entering a new discipline into a trusted practitioner who advises multidisciplinary teams, facilitates design risk discussions and supports delivery of Principal Designer duties on major infrastructure projects. He has done so by identifying where he can help, taking responsibility for challenging work and turning technical requirements into practical actions that teams can understand and apply. Jason’s transition from signalling specialist to Principal Designer practitioner demonstrates initiative, measurable impact, a positive attitude and an appetite for innovation. He has helped develop safer designs, supported the management of complex risk information and improved knowledge sharing across the business. His fresh perspective combines first-hand railway engineering experience with a growing mastery of design risk management, enabling him to bridge disciplines and influence decisions in a credible, constructive way.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Natalie Lewis is being nominated for Rising Star of the Year in recognition of the exceptional impact she has made since joining CrossCountry in September 2025 as a Transport Management Graduate. Joining the railway industry with limited prior rail experience but a genuine passion for transport, Natalie has embraced every opportunity to learn, develop and contribute. As part of CrossCountry's two-year Graduate Programme, and alongside her Level 4 Passenger Transport Operations Manager apprenticeship, she has quickly built an impressive understanding of both the business and the wider railway industry. Her enthusiasm, professionalism and determination to succeed have enabled her to make a positive impression wherever she has worked. Since joining CrossCountry, Natalie has undertaken placements across a variety of business areas, including Autumn Control, Recruitment, Customer Experience and Franchise. In each role she has demonstrated a willingness to learn, strong relationship-building skills and an ability to add value from the outset. Colleagues consistently comment on her positive attitude, professionalism and the quality of her work. What makes Natalie stand out is her ability to rapidly absorb new knowledge and apply it in a practical way. During her Customer Experience placement, she took the lead on reviewing and acting upon feedback gathered through CrossCountry's accessibility mystery shopping programme, working directly with external suppliers and helping ensure valuable customer insights were translated into meaningful improvements. Natalie has also shown a remarkable ability to develop technical skills. Having no previous experience of Power BI, she quickly taught herself the platform and created a suite of dashboards for the Customer Relations team, enabling colleagues to better understand Service Quality Regime feedback and identify opportunities for improvement. This work delivered tangible benefits to the business and demonstrated her willingness to embrace new challenges outside her comfort zone. Beyond her formal responsibilities, Natalie has actively sought opportunities to broaden her understanding of the railway. She has developed a strong understanding of the relationship between CrossCountry and the Department for Transport Operator function, helping prepare her for subsequent placements, while also spending time at both Central Rivers and Tyseley maintenance depots to gain a deeper appreciation of engineering and fleet operations. She has also worked with colleagues from Chiltern Railways to better understand customer experience and station operations, demonstrating a curiosity and commitment to learning that extends far beyond the requirements of the graduate programme. Natalie is a strong advocate for inclusion, collaboration and continuous improvement. She treats everyone with professionalism and respect, builds positive relationships wherever she works and contributes to creating an inclusive and supportive working environment. She is approachable, conscientious and consistently willing to go above and beyond what is asked of her. In less than a year, Natalie has established herself as a highly valued colleague and a fantastic ambassador for the CrossCountry Graduate Programme. Her ability to learn quickly, deliver meaningful results and build strong relationships, combined with her passion for the railway industry, mark her out as a future leader. The progress she has made in such a short period of time has been exceptional, making her a highly deserving recipient of the Rising Star of the Year Award.

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

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.

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

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 &amp; Western. Although relatively new to his role, Rhys has demonstrated exceptional initiative in taking ownership of the Adaptation Pathways programme across the Wales &amp; 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.

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.

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

Samira Dembele is a Rail Enforcement Officer (REO) for Southern Rail and has been part of the Rail Enforcement Team for just under a year. This is her first role within the railway, yet in that relatively short time, she has demonstrated remarkable growth, resilience and commitment to the role. Samira joined the team at just 21 years old. However, her maturity, life experience and personality shone through during the assessment and interview stages. It was immediately apparent that she had a great deal to offer, and she has continued to prove that since joining the team. The role of a Rail Enforcement Officer is complex and challenging. Officers are required to act as a high-visibility deterrent to antisocial behaviour (ASB) and minor crime, often placing themselves in vulnerable and volatile situations. The role requires officers to constantly conduct dynamic risk assessments, not only for their own safety but also for the wellbeing of colleagues and passengers. Combined with the wider challenges of working within the railway environment and supporting low-level policing activities, there is a significant amount to learn, particularly for someone new to the industry. From the outset, Samira has demonstrated tenacity, strength of character and a genuine willingness to learn. Over the past year, her confidence has grown considerably, both in her professional abilities and in herself. She is well on her way to becoming an outstanding Rail Enforcement Officer. Samira never shies away from a challenging situation. She approaches new experiences with enthusiasm, positivity and a determination to succeed. I have been particularly impressed by the way she interacts with colleagues and members of the public, especially during confrontational situations. She remains calm under pressure and has a relaxed, reassuring manner that resonates with others and helps to defuse difficult circumstances. Despite her age, Samira has an exceptional ability to relate to other people, but especially other young people, and I have personally witnessed her make a meaningful and positive difference. One particularly memorable example occurred at London Victoria, where Samira played an instrumental role in supporting a young, vulnerable female experiencing a mental health crisis. While her partner contacted the relevant authorities, Samira used her excellent communication skills and personal experiences to build a rapport with the young woman. Her ability to connect with her, provide reassurance and establish trust was invaluable during what was clearly a distressing situation. This demonstrated not only her interpersonal skills but also her empathy, maturity and ability to remain composed when supporting someone in crisis. Since joining the team, Samira has successfully completed every course she has attended, achieving excellent results. The REO role involves a substantial amount of training, both internally and externally, including mandatory courses delivered by the British Transport Police. To have absorbed and applied so much knowledge within her first year is a significant achievement and reflects her dedication to professional development. Samira has also taken the initiative to broaden her knowledge and experience by actively requesting patrols with different team members, demonstrating a proactive approach to learning from others and developing her operational skills. Beyond her core responsibilities, Samira has embraced opportunities to support the wider railway community. She participated in railway safety talks as part of the Junior Citizens Scheme in Reigate, Surrey, delivering presentations to multiple groups of schoolchildren about railway safety. She also volunteered to take part in an internal career clinic run by GTR, helping to promote the Rail Enforcement Officer role to other internal candidates. These contributions demonstrate her willingness to go above and beyond her day-to-day duties and her commitment to making a positive contribution to both the organisation and the wider community. One of Samira’s most impressive achievements to date was her involvement in planning and managing an operation targeting ASB and fare evasion at Norbury station. This was a significant responsibility for an officer with relatively limited experience in the department. Samira conducted preliminary evidence gathering at the station to establish the scale and nature of the ASB, using her findings to provide a clear justification for the operation. She then liaised with multiple internal departments and the police, produced a comprehensive operational order for everyone involved, and took responsibility for monitoring and managing the operation as it progressed. Following its completion, she collated the results and distributed the relevant information to the appropriate parties. The operation was a success, with multiple sanctions issued for fare evasion. More importantly, no zero-harm incidents were recorded, demonstrating the safe and effective management of the operation. Managing an operation of this nature would be a considerable challenge for any officer, particularly at a station as demanding as Norbury. For Samira to undertake this responsibility so early in her career is a testament to her commitment, capability and willingness to step outside her comfort zone. The effort, preparation and professionalism she demonstrated throughout the process were truly admirable. Samira’s personality is perfectly suited to the role. She is approachable, friendly and consistently brings a positive attitude to the workplace. She always has a smile on her face and a kind word for those around her. She is not afraid to engage with people, and she has adapted remarkably well to the fast-paced and often unpredictable nature of the railway environment. I am incredibly proud of everything Samira has achieved during her first year with the company. She has shown resilience, compassion, initiative and a genuine commitment to learning and improving. She has already made a positive impact on colleagues, passengers and the wider community, and I have no doubt that she will continue to develop into an exceptional Rail Enforcement Officer. Samira has demonstrated that age and experience do not define a person’s potential. Her attitude, character and dedication have allowed her to rise to every challenge presented, and she continues to impress those around her. She is a credit to the Rail Enforcement Team and to Southern Rail, and I wholeheartedly believe she deserves recognition for her achievements and the promise she has shown in her first year.

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

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.

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

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.

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

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”.

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

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.

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.

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

ScotRail have embarked on significant engineering apprentice onboarding in the last couple of years. We have employed a significant number, never seen before to encourage fresh mindsets, innovation, forward thinking and investing in the future through a people strategy program. We established a new management and team leader frame work to enable this to be fruitful. The Engineering Apprenticeship Development Manager (EADM) and his associated team of x4 team leaders (EATL's) have been instrumental in the success that we have seen to date with this program. They have all used their experiences in the workplace, embarked on personal learning/coaching training to enable them to be as supportive as possible to the apprentice development. We have now taken on 24 apprentices for the last 3 years. A structured training plan was initially constructed to fully pinpoint learning and development opportunities within the workplace, stretching individuals like never before. The team have also taken ownership of building relationships with established internal teams and the technical colleges to assist heavily in the first year academic development. They have also seen through innovative methods, the apprentices within additional years develop greater underpinning knowledge than we have seen in decades. The team have supported the young learners with both hands on expertise and technical/academic know-how to foster the best relationships and bonds that allow for appropriate growth. In terms of early impact results, they have had increasingly supportive feedback from the technical maintenance depots of which they support the geographical challenges around Shields/ Corkerhill/ Haymarket and Inverness depots. We have seen for the first time ever, an engineering apprentice (still in study) rewarded with a ScotRail employee of the month award and we have been requested by the learning body Skills Development Scotland to push forward several nominated apprentices for Scottish Apprentice of the year awards. The team are also heavily involved in the recruiting of these young talented individuals and have a diverse approach to onboarding with a equality, diversity and inclusion outlook.

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.

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

Kelly Dodsworth consistently goes above and beyond her role to make the railway a more inclusive, supportive and people-focused place to work. One of Kelly’s most significant achievements has been her work championing kinship carers within the railway. As a kinship carer herself, Kelly recognised that colleagues caring for children within their wider family could face unique challenges that were not always understood or recognised in the workplace. Rather than accepting that as the status quo, she used her own experience to raise awareness, challenge thinking and champion change. Her work has helped drive the development of a formal kinship care policy, creating greater recognition and support for kinship carers across the organisation. This is just one part of Kelly’s wider commitment to supporting colleagues. She has also been a passionate menopause champion, helping to normalise conversations around women’s health and encouraging a workplace where people feel able to ask for support without embarrassment or stigma. As a Sexual Harassment at Work Advisor, Kelly provides support and guidance to colleagues facing one of the most sensitive and difficult issues they may experience at work. She approaches this role with compassion, discretion and a genuine desire to ensure people know they are not alone. Kelly’s contribution also extends beyond the workplace. She regularly gets involved in charitable and community initiatives, including dressing up as the Easter Bunny and the Grinch to help raise awareness and deliver donations to Leeds Children’s Hospital. While it may involve a rather large costume and a fair amount of embarrassment, it reflects Kelly’s willingness to get involved, bring people together and make a positive difference. What makes Kelly stand out is that she doesn’t simply identify things that could be better, she acts on them. Whether championing kinship carers, supporting colleagues through difficult experiences, opening up conversations around menopause, or bringing some festive fun to support children and families, Kelly consistently puts people first. Her contribution demonstrates initiative, compassion, leadership and a genuine commitment to creating positive change, both within the railway and in the communities it serves. Kelly doesn’t just want the railway to be a better place to work, she actively works to make it one.

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

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

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.

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.

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

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.

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.

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.

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

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

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.

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

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.

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.

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.

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.

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

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

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.

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.

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

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

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.

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

Following the devastating loss of her close friend and Lumo colleague Kieran Dunlop to brain cancer, Customer Experience Team Manager Danielle Daglish turned grief into an extraordinary determination to make a difference. Danielle became a driving force behind fundraising in Kieran’s memory, helping inspire colleagues to take on the Yorkshire Three Peaks and supporting Brainstrust. Recognising the power of Kieran’s story, she also helped coordinate an emotional video explaining why the challenge mattered, giving the fundraising a voice and encouraging others to support it. Her determination did not end with the walk. More than £15,000 has now been raised for charity, creating a lasting legacy for Kieran. Danielle’s resilience, compassion and creativity have united colleagues around a shared purpose and turned personal loss into positive action. She exemplifies Lumo’s values and shows how one person’s initiative can inspire an entire team. Video: https://www.youtube.com/watch?v=I4-IZJmK...

I nominate Dave for this award in recognition of his outstanding commitment to supporting the local community through his innovative and charitable initiative with Pedal Power. Demonstrating exceptional initiative and a genuine desire to make a positive difference, Dave identified an opportunity to transform a recurring station issue into a meaningful community benefit. Recognising that abandoned bicycles left at the station often were forgotten about, he took it upon himself to establish a relationship with Pedal Power, creating a sustainable solution that benefits both the railway and the wider community. Through Dave's efforts, abandoned bicycles that would otherwise have little future purpose are now donated to Pedal Power, where they can be refurbished, repaired, and redistributed to people who can benefit from them. This initiative not only reduces waste but also helps provide access to affordable and sustainable transport, supporting individuals and families within the local community. What makes this achievement particularly noteworthy is that the initiative was driven entirely by Dave's own determination and commitment. He recognised a problem, identified an opportunity to help others, and took the necessary steps to build a partnership that continues to deliver lasting benefits. His actions went far beyond the expectations of his role, demonstrating how a single individual can have a significant positive impact through creativity, perseverance, and community spirit. The scheme has created value for multiple groups. It has helped improve station environments through the responsible management of abandoned bicycles, supported a respected local charity in its work, and enabled bicycles to be reused by people who may otherwise struggle to access them. Most importantly, it has forged a valuable connection between the railway and the communities it serves. Dave's commitment reflects the very best of the rail industry. He has shown that charitable impact is not solely measured through fundraising but also through finding practical ways to support local organisations and make a real difference in people's lives. His initiative has created an ongoing legacy that continues to benefit the community long after the bicycles have left the station.

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

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.

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

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

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.”

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

Charity Award nomination – Leanne Leanne is an Embrace Ambassador for Forever Stars and has dedicated herself to supporting families affected by baby loss. Leanne became involved with Forever Stars in 2016 after losing her twin boys, Thomas and Jack, at 16 weeks and 4 days. Because of their gestation, their loss was classed as a miscarriage. Losing Thomas and Jack changed everything for Leanne and her partner, Paul. Like so many parents experiencing loss, they found themselves in a side room on the maternity ward, surrounded by the sound of babies crying, while Paul slept on the floor beside her. When they returned home, Leanne knew she wanted to turn the pain of losing her boys into something positive. Following a visit from their bereavement midwife, Leanne and Paul decided to raise money for Forever Stars to help provide a new radio for the maternity unit. That was the beginning of a commitment that has continued for almost a decade. Since then, Leanne has raised thousands of pounds through countless fundraising activities, including cake sales, raffles, tea parties, stalls, sponsored 5Ks and charity events. One of her most popular fundraising ideas has been selling bacon and sausage cobs at work — proving that even the simplest idea can make a meaningful difference. Leanne has also supported charity balls, comedy nights and Christmas fayres and has taken on personal challenges, including the 26-mile One Step At A Time Walk, all to raise awareness and funds for Forever Stars. When the Forever Stars Serenity Garden was vandalised, Leanne immediately set up a JustGiving page to help support its restoration. Her contribution has also been recognised within the railway community. In 2024, Leanne won the EMR Charity Champion Award, with the company subsequently making a donation to Forever Stars. She was also nominated for and won the Notts County Foundation Captain’s Corner Award. Today, Leanne is an Embrace Ambassador, supporting a dedicated workshop and support group for parents who have experienced baby loss and do not have other living children. Through Embrace, she provides a safe and understanding space where parents can talk openly about grief, relationships, returning to work, family and friendships without having to explain or justify how they feel. What makes Leanne’s contribution so special is that this is far more than fundraising. She has taken an incredibly personal experience and used it to support others who may be facing the same devastating journey. She gives her time, energy and personal experience to ensure other families feel less alone. Leanne is a true credit to herself, the railway industry and, most importantly, the families she continues to support through Forever Stars. Her dedication demonstrates exactly how an individual within the rail industry can make a lasting difference to the wider community.

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

Since 2017, Pat Cox has led an extraordinary Christmas fundraising initiative that has brought joy and hope to hundreds of children receiving treatment at Leeds Children's Hospital. What began as a simple act of kindness has grown into an annual event that is eagerly anticipated by hospital staff, patients, families and the wider community, while also becoming a highlight of the calendar for colleagues across Northern. The inspiration behind the fundraiser came from a deeply personal experience. When Pat's daughter was an inpatient at the hospital over Easter, she received an Easter egg from a charitable donation. The gesture may have seemed small, but it meant the world to her during a difficult time. Reflecting on that experience, she wondered how wonderful it would be if every child spending Christmas in hospital could receive a gift. Seeing first-hand the difference that one simple act of kindness had made, Pat turned that idea into reality. Together with his daughter, Pat organised a Christmas toy collection for Leeds Children's Hospital. The response was overwhelming. What started with just two small bags of toys quickly evolved into an annual tradition that has continued to grow year after year. Today, Pat's Christmas Toy Run is a major community event. Through his enthusiasm, commitment and remarkable powers of persuasion, he secures donations from railway colleagues, trade unions, local businesses, rugby clubs and members of the public. The event now delivers enough gifts to fill two sleighs, ensuring that every child spending Christmas at the hospital receives a present. Each year, Pat coordinates a festive procession from Leeds Station to Leeds Children's Hospital, led by Santa and his helpers, with support from railway staff, emergency services and volunteers. The sight of Santa Claus and Mrs Claus arriving with sleighs overflowing with gifts, escorted by police officers and firefighters, creates magical memories for children and their families during what can be an incredibly challenging time. The smiles on their faces are a powerful reminder of the difference Pat's efforts make. Over the past nine years, Pat has helped raise approximately £90,000 in donations, transforming the Christmas experience of countless young patients. As the fundraiser approaches its tenth year, he is aiming to surpass £100,000 raised, a remarkable milestone that reflects both the generosity of the community and Pat's unwavering dedication. Pat's commitment, compassion and ability to bring people together for a common cause have made a lasting impact on thousands of children and their families. His selfless efforts embody the very spirit of charitable giving, making him an exceptionally deserving recipient of this award.

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.

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

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

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

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

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

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

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

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.

I am delighted to nominate Andre Risden for the Customer Service Person Award. In his role as a Passenger Host within Revenue Protection, Andre shows that protecting revenue and providing excellent customer service can—and should—go hand in hand. Revenue protection can involve difficult and sensitive conversations, but Andre approaches every passenger calmly, respectfully and without judgement. He understands that not everyone travelling without the correct ticket has deliberately tried to avoid paying. A passenger may be confused by ticket restrictions, unfamiliar with the railway or already dealing with a stressful journey. Andre takes time to listen, establish what has happened and explain the available options clearly. He remains professional and consistent while treating each person as an individual. What makes Andre stand out is his ability to turn potentially confrontational situations into constructive conversations. He does not simply identify a problem and move on. He helps passengers understand ticket validity, route restrictions and how to purchase the correct fare in future. His manner allows him to protect the railway’s revenue without making passengers feel embarrassed or dismissed. This requires patience, confidence and excellent judgement. Andre also looks beyond the revenue element of his role. He remains alert to passengers who may be lost, vulnerable or in need of additional assistance. Whether someone requires directions, journey information or reassurance during disruption, he takes ownership and helps them find a solution. Even when the railway is busy and pressure is high, he remains approachable and makes time for people. His positive attitude also benefits those around him. Andre supports colleagues, shares his knowledge and helps create a professional working environment. He is someone the team can rely on when a situation becomes challenging. Rather than adding to the pressure, he remains composed and helps others focus on achieving the best outcome. Andre demonstrates initiative through the way he identifies potential difficulties early and acts before they escalate. His communication skills help prevent misunderstandings, reduce conflict and keep interactions moving safely and efficiently. This has a real impact on passengers, colleagues and the wider operation. What I particularly admire about Andre is that his customer service feels genuine. He does not treat passengers as transactions or ticket numbers. He treats them as people. At the same time, he never loses sight of his responsibility to protect revenue and apply the rules fairly. Andre represents the best of customer-facing rail colleagues: professional, compassionate, proactive and dependable. He shows every day that firm and fair revenue protection can be delivered with dignity and respect. For these reasons, I believe Andre Risden would be a highly deserving winner of the Customer Service Person Award.

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

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

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

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

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

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

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

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”.

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”.

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

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

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.

would like to nominate Lorrae for Customer Service Person of the Year in recognition of her exceptional commitment to customers, her colleagues and the highest standards of customer service. Lorrae consistently goes above and beyond to make customers feel valued, welcome and supported. She approaches every situation with patience, professionalism and genuine compassion. Whether dealing with a routine enquiry or a challenging situation, she remains calm, approachable and determined to help. What makes Lorrae particularly special is the empathy she shows towards others. Having herself survived domestic abuse, she has demonstrated incredible courage, resilience and strength. Despite the personal challenges she has overcome, she continues to show kindness and compassion to the people around her. Her experiences have helped shape someone who understands the importance of listening, supporting others and treating everyone with dignity and respect. Lorrae is also an outstanding colleague. She is always willing to help, encourage and support others, and her positive attitude makes a real difference to the team. Her journey is an inspiring example of resilience, but it is her everyday actions, dedication and genuine care for customers and colleagues that make her so deserving of this recognition. For her professionalism, compassion, strength and unwavering commitment to providing excellent customer service, I believe Lorrae is an outstanding candidate for Customer Service Person of the Year. She truly represents the very best of customer service and is an inspiration to those around her.

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

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.

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

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.

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.

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.

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.

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

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

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."

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.

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

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.

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

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

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

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

The impact of the Heathrow Express Train Services Team extends far beyond maintaining a train service. Through proactive leadership, expert operational decision-making and an unwavering focus on passengers, the team has repeatedly transformed potentially severe operational disruptions into controlled, customer-focused responses. During the closure of Heathrow's main vehicle tunnel in August 2025, the team rapidly mobilised to manage the sudden influx of passengers into the rail network. Their swift intervention prevented dangerous overcrowding, maintained passenger flow through stations and ensured customers could continue their journeys safely and with confidence. By taking ownership of the situation before additional support arrived, they protected both customer safety and the airport operation from wider disruption. During the extensive tunnel closure in June 2026, the team worked around the clock to maintain service delivery despite station closures and significant operational challenges. Through continuous communication, alternative working arrangements and collaborative leadership, they ensured passengers continued to receive timely information and access to rail services during a period of unprecedented disruption. Their efforts protected customer confidence in Heathrow Express and helped maintain Heathrow's reputation for resilience during a major infrastructure incident. When Transport for London industrial action took place between 21 and 24 April, the team ensured Heathrow Express remained a reliable transport option for airport passengers. They proactively supported customers, assisted station teams in managing increased passenger volumes and helped maintain the full operation of services. As a result, thousands of passengers travelling to and from the airport had access to a dependable alternative at a time when many expected significant travel disruption. The team has also demonstrated remarkable leadership during critical incidents involving passenger welfare and public safety. During an onboard medical emergency in December 2025, they worked seamlessly with emergency services while supporting affected customers and colleagues with professionalism, compassion and dignity. During two suspected chemical incidents, they acted decisively to protect colleagues from potential harm, maintain safe operations and reassure passengers during periods of uncertainty. Their calm and measured responses reinforced confidence in Heathrow's ability to manage complex emergencies safely and effectively. The team's impact is not limited to responding to incidents. Following each disruption, they actively review lessons learned, challenge existing practices and implement improvements that enhance future resilience. This approach has strengthened operational readiness, improved stakeholder coordination and increased the organisation's ability to respond effectively to future challenges. What truly differentiates the team is not simply their ability to respond to disruption, but their determination to improve every time disruption occurs. Rather than relying solely on established processes, the team continuously reviews incidents, identifies opportunities for improvement and adapts working practices to achieve better outcomes for passengers and colleagues. The team has developed a culture of proactive operational learning, using real-life incidents to improve communication channels, stakeholder engagement, contingency planning and disruption management. This has enabled faster decision-making, more effective coordination across Heathrow departments and clearer information for customers during periods of uncertainty. Their ability to combine operational expertise with innovative thinking has improved Heathrow's resilience and created a more responsive service model, ensuring passenger needs remain at the centre of every operational decision. The Heathrow Express Train Services Team consistently demonstrates exceptional initiative, impact, attitude and innovation. They do not wait to be directed; they anticipate risks, lead solutions and take ownership during Heathrow's most challenging operational events. From maintaining 94% reliability and supporting over 78,000 passengers during the TfL strikes to leading responses to major infrastructure failures and critical incidents, they have repeatedly delivered outstanding outcomes for passengers, colleagues and the wider airport operation. Their professionalism, resilience and commitment to continuous improvement embody the very best of Heathrow and make them highly deserving of recognition for the Customer Service Team Award.

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

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.

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

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.

<p>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 a demanding operational role, she consistently steps forward to support areas that matter, particularly around women’s health, inclusion and colleague wellbeing. She sees opportunities to improve support for others and actively contributes to making meaningful change happen. A clear example of this is her significant contribution to the development of LNER’s Menopause Toolkit. Working collaboratively with EDI colleagues and brand team, Clare helped shape a resource that is practical, accessible and relevant for colleagues. She also played a role in supporting the development of the Menopause Action Plan, helping ensure menopause remains a visible and important part of LNER’s inclusion agenda. The impact of her work is wide-reaching. Clare was instrumental in the delivery of the Women to Women Mentoring Programme, supporting its development and implementation, helping to source mentors, support participants and contribute to the programme's success. The initiative has enabled women across the business to build confidence, develop their careers and strengthen their professional networks. Clare’s influence also extends beyond LNER. As a committee member for Women in Rail and through her involvement in the launch of a national book club, she has helped create opportunities for learning, discussion and connection across the rail industry. Alongside her many contributions, Clare is known for her collaborative and inclusive approach. She works constructively with colleagues, encourages open dialogue and helps create an environment where people feel valued and supported. Her commitment is driven not by profile or recognition, but by a genuine desire to contribute to lasting, meaningful change for others. 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 demonstrates what genuine allyship looks like by supporting both women and men. Clare has consistently contributed to discussions and initiatives focused on important and often challenging topics, including menstruation, menopause, and violence against women and girls. Through her involvement, she has helped support efforts to raise awareness, encourage open conversations and strengthen the practical support available to colleagues. More recently, she has been involved in work relating to safeguarding for vulnerable passengers, bringing a thoughtful and constructive perspective, asking important questions and helping to ensure customer experiences and needs are considered throughout the development process. She has also contributed to conversations around guidance and support aimed at helping passengers access assistance and feel safer when travelling. Clare has made these contributions alongside her day job, demonstrating a genuine commitment to supporting others and improving experiences for colleagues and customers alike. She approaches her work with authenticity, collaboration and a willingness to help wherever she can. Combined with her ability to positively influence those around her and contribute to meaningful change, this makes her a highly deserving nominee.<br></p>

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

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

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

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

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)!

Neil Grabham and the Merseyrail Team: Transforming Lives and Social Mobility. Neil Grabham and his team at Merseyrail demonstrated exceptional initiative, leadership and social purpose by partnering with the Rebuilding Futures Alliance (RFA) to launch its first employment cohort. Designed by UK rail experts, the RFA model seeks to address one of the industry’s greatest strategic risks, its growing skills gap, while creating social mobility for people too often excluded from sustainable employment. Combined these two challenges create arguably the biggest risk to the future success of GBR. The first cohort included young care leavers and individuals with low-level convictions. Some were considered at heightened risk of entering or returning to crime because of their circumstances, lifestyles, limited access to positive opportunities and purpose. Neil and the board at RFA recognised their potential and understood that, with the right employment, culture and support, Merseyrail could change the direction of their lives and prove that the RFA's business-led, data driven model, worked. This was not simply a recruitment initiative. It was a pioneering demonstration of how responsible business leadership can simultaneously strengthen the rail workforce, reduce inequality and generate lasting socioeconomic value. Initiative: Neil and his team took genuine ownership from the outset. Rather than simply offering vacancies, they worked collaboratively with the RFA and its supporting partners to understand each candidate’s barriers, strengths, experience and aspirations. Neil challenged conventional recruitment practices and demonstrated that inclusive employment should be embedded within operational workforce planning, rather than treated as a separate corporate responsibility activity. Merseyrail became the first employer to trial the RFA model at cohort level, turning an ambitious concept into a practical, measurable and scalable employment pathway. The HR team played a particularly important role. They listened to the candidates’ experiences and, where possible, aligned employment opportunities with their skills, capabilities and potential. This person-centred approach enabled Merseyrail to attract talent that might otherwise have remained hidden or been permanently excluded through traditional recruitment processes. Impact : The trial generated an independently measurable social value impact of approximately £240,000 per annum. However, its true value extends far beyond any financial calculation. Meaningful employment has given candidates financial independence, stability, confidence and a renewed sense of purpose. It has reduced their exposure to the circumstances that can lead to offending, exploitation and long-term economic inactivity. The wider benefits resonate through families, neighbourhoods and public services, helping to reduce pressure on the criminal justice, welfare, healthcare and social care systems while creating safer and more resilient communities. The candidates are not merely participating in the workplace; they are succeeding within it. Members of the first cohort are now receiving recognition through awards across the rail industry. In one remarkable example, a candidate helped to save a man’s life after spotting him on the railway track in Liverpool. This powerful act demonstrates the human impact of Neil’s decision: an individual once at risk of being excluded from society is now protecting the public and making an invaluable contribution to the railway. The benefits to UK rail are equally significant. By opening sustainable career pathways to underrepresented talent, the trial provides a practical response to the sector’s skills shortage, broadens its future workforce and strengthens the communities the railway serves. It shows that social value and operational performance are not competing priorities; when properly integrated, they reinforce one another. The first cohort is now preparing to mentor a second cohort of ten RFA candidates. This creates a sustainable cycle of opportunity in which those whose lives have been transformed become role models for others. Their lived experience will provide new candidates with trusted guidance, practical encouragement and visible proof that lasting change is achievable. The success of Neil’s trial has also provided the evidence and confidence required to take the RFA model beyond Merseyrail. It has contributed to securing a contract with Great British Railways, a 6-year direct award from NHS England and pilot programme within aerospace, alongside growing interest from the retail sector. A local Merseyrail trial has therefore become a catalyst for national and cross-sector change and thanks to the RFA Tracking System the rich data-insights are now collated by the Cabinet Office. Neil and his team created a positive, respectful and resilient culture in which candidates were judged by their ability and potential, rather than defined by their past or personal circumstances. Their approach combined empathy with high expectations. Standards were not lowered; instead, candidates were given the understanding, structure and opportunity required to achieve them. This strengthened confidence, supported workplace integration and demonstrated to colleagues the commercial and social value of inclusive recruitment. Neil’s commitment extended beyond the successful trial. Inspired by its outcomes, he joined the RFA Board, bringing his operational expertise, industry influence and thought leadership to the organisation’s wider mission. His decision reflects a determination not only to change lives within Merseyrail, but to help employers across the country adopt a more inclusive and socially responsible approach. The partnership introduced an innovative employment model that brought together employer leadership, specialist third-sector support, candidate preparation, sustained in-work assistance and measurable social value within one coordinated framework. The progression of the first cohort into mentors represents a particularly important innovation. It embeds lived-experience leadership within the programme, supports retention and creates a model capable of sustaining and multiplying its impact. Neil Grabham and the Merseyrail team have demonstrated that inclusive employment is not an act of charity, it is an effective workforce, economic ED&I strategy. Their leadership has changed individual lives, created £240,000 in annual social value, strengthened the talent pipeline for UK rail and established a model now influencing employment practices across multiple sectors. This is far more than a successful local trial. It is compelling evidence that courageous leadership, inclusive culture and purposeful collaboration can create lasting social and economic change across UK rail and wider society. UK Rail, its all about the people and in Neil's own words this was "Purpose in Action".

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

Raye Fullard has been a driving force for equality, diversity and inclusion at Rail Delivery Group (RDG) and across the wider rail industry, demonstrating exceptional initiative, innovation and commitment to creating lasting cultural change. Since becoming Diversity and Inclusion Manager, Raye has taken ownership of embedding inclusion into every aspect of organisational life. Rather than treating EDI as a standalone programme, they developed RDG's first Inclusion Strategy, creating a clear roadmap that places inclusion at the heart of decision-making, employee experience and organisational culture. They have built strong partnerships across the business, ensuring leaders, managers and employees understand their role in creating an inclusive workplace. A key part of Raye's approach has been empowering others. They provide strategic support to RDG's staff networks, helping network leads develop plans, increase visibility and create meaningful opportunities for employees to shape the organisation. Under their guidance, staff networks have become an influential voice for colleagues, helping ensure that lived experience directly informs organisational priorities and decision-making. The impact of this work has been significant and measurable. RDG's most recent pulse survey found that 93% of respondents agreed that RDG is an inclusive organisation. This reflects years of sustained effort to build an environment where people feel valued, respected and able to contribute fully. Raye has also strengthened the employee experience through initiatives such as EDI induction sessions for all new starters, ensuring inclusion is embedded from day one and that employees are aware of the support, communities and development opportunities available to them. Raye's influence extends far beyond RDG. As Deputy Chair of the EDI Charter for Rail, they play a leading role in driving collaboration across the industry and supporting organisations on their inclusion journeys. Their work has helped position diversity and inclusion as a strategic priority for the rail sector and has encouraged organisations to share learning, challenge barriers and work collectively towards positive change. They are also a passionate advocate and visible role model. Raye has shared their expertise and lived experience through speaking engagements at industry events, including Neurodiversity in Rail and Rail Talent 2030, helping to raise awareness, challenge assumptions and inspire action. Through these opportunities, they have amplified the importance of inclusion and encouraged others to recognise the value of diverse perspectives across the rail industry. Raye's innovative approach to inclusion is particularly noteworthy. They contributed to the development of a virtual reality learning experience focused on allyship and active bystander intervention, using immersive technology to help employees understand different perspectives and build the confidence to challenge inappropriate behaviour. This creative approach moved beyond traditional training methods and demonstrated how innovation can be used to create meaningful behavioural change. Their commitment to preserving and celebrating diverse voices is further demonstrated through their role on the advisory board for the National Railway Museum's People, Pride and Progress LGBTQ+ oral history project. By helping capture and share the experiences of LGBTQ+ people within the railway, Raye has contributed to preserving an important part of the industry's history while promoting greater understanding and inclusion for future generations. Throughout a period of significant change across the industry, including the transition towards Great British Railways, Raye has continued to champion inclusion and belonging. Through their involvement in the Inclusion, Wellbeing and Belonging Community of Practice, they have worked collaboratively with colleagues across the sector to ensure people remain at the centre of organisational change and that inclusion continues to be a priority during periods of uncertainty. Above all, Raye brings an infectious enthusiasm, resilience and authenticity to everything they do. They are widely recognised as someone who listens, supports others and creates spaces where people feel able to bring their whole selves to work. Their ability to connect people, inspire allyship and turn ideas into action has helped create meaningful change both within RDG and across the wider rail industry. Raye's contribution goes far beyond delivering initiatives. They have helped shape a culture where inclusion is everyone's responsibility, where diverse voices are heard and valued, and where people are empowered to thrive. Their combination of strategic leadership, innovative thinking, industry influence and unwavering commitment to equality, diversity and inclusion makes them an outstanding candidate for this award.

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

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

I'd like to nominate Sammie and Kat for all of the brilliant work which they do with Network Rail's Inspire Network. Inspire is Network Rail's Women and Gender Equality Employee Network. Despite both holding down very busy jobs within the Advanced Timetabling Team at Network Rail, Sammie and Kat find the time to do some brilliant work for Inspire. Sammie (Co-Chair) and Kat (National Events Co-Lead) are instrumental in organising the network's annual conference. Right from sourcing a suitable venue to organising speakers and all of the logistics that go with putting on a big event with both in-person and virtual attendees. They have played a big part in staging regular Women in Rail sessions, showcasing some of the brilliant people working in the industry in a bid to inspire others. They were also involved in staging events for National Inclusion Week, which saw a series of inspiring and thought-provoking talks. On a day-to-day basis, Sammie and Kat are always ready to volunteer to help others and get involved in activities which will benefit others in the team. Kat is Your Voice champion, taking ownership of all actions coming out of the annual company-wide survey. Sammie plays a huge part in both the team and department-wide annual awards, set up in a direct response to calls for more recognition for staff. Sammie is also a White Ribbon champion and has organised collections and / or volunteering days for local charities including MK Act and Girl Pack. On top of all that, they are two of the nicest people you could hope to meet and a pleasure to have as colleagues.

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

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

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.

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.

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.

Ali is the embodiment of people-focused leadership. She consistently goes above and beyond to ensure every member of her team feels valued, supported and able to perform at their very best. Her commitment to wellbeing is not just part of her role it is something she passionately champions every day. Whether supporting colleagues through challenging times, promoting positive mental health initiatives, or creating opportunities for open and honest conversations, Ali puts the welfare of her team at the heart of everything she does. As the lead for engagement, wellbeing and security within the depot, Ali takes immense pride in creating an environment where people can thrive. She understands that high-performing teams are built on trust, inclusion and mutual respect, and she works tirelessly to foster that culture. Her impact is evident in the way her team respond, support one another and feel genuinely connected to their workplace. One of Ali’s greatest strengths is her ability to create an environment where people feel comfortable being completely themselves at work. She values individuality, celebrates diversity and ensures every colleague feels respected, heard and included. Through her authentic and compassionate leadership style, she has built a culture where people feel psychologically safe and empowered to bring their whole selves to work every day. Ali has achieved an exceptional 96% Line Manager Engagement score in consecutive staff surveys, a remarkable achievement that reflects the trust, confidence and respect her team have in her leadership. Maintaining such a high score year after year demonstrates that her success is not a one-off result but a sustained commitment to creating an outstanding working environment. Ali’s dedication, professionalism and genuine care for her colleagues make her a role model and a pilar that holds the depot together.

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.

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

Health & Wellbeing Person Award – Annette Fletcher, Western Route Network Rail Occupational Health Nurse Annette Fletcher represents occupational health at its very best: proactive, compassionate, practical and focused on making a tangible difference to the health and wellbeing of the people who keep our railway running. Initiative: For the past 12 months, Annette has not only supported Western Route but stepped forward to provide Occupational Health cover during a vacancy in Wales. Despite this increased responsibility, she has continued to take health directly to our frontline. Rather than waiting for colleagues to seek support, Annette goes to sites and workplaces across Works Delivery and Maintenance teams , engaging people in an environment where conversations about health become accessible, relevant and trusted. Impact: Perhaps the most powerful demonstration of Annette’s impact followed the CPR and defibrillator training she delivered to frontline colleagues. When a colleague subsequently suffered a cardiac arrest on site, members of the team were able to put that training into practice, providing immediate assistance and helping stabilise their colleague until they could be airlifted to hospital. Few examples demonstrate more clearly why accessible, practical health training matters. Annette’s influence extends far beyond emergency response. Using her professional competence, she provides cholesterol, blood-pressure and blood-sugar checks for Network Rail colleagues and suppliers, offering confidential guidance where results indicate that further professional assessment may be appropriate. She supports colleagues individually and confidentially and contributes her expertise to Occupational health risk assessments, helping ensure occupational-health considerations are embedded within how work is planned and managed. Innovation: Annette makes occupational health meaningful to frontline teams. She translates subjects such as respiratory health, manual handling and HAVS into practical conversations about the consequences of poorly managed exposure and, importantly, what individuals and teams can do differently. Her approach even extends to correctly measuring colleagues’ feet and educating teams about how poorly fitting safety footwear can contribute to discomfort, musculoskeletal problems and increased slip, trip and fall risk. These are simple interventions, but they address real problems experienced by people doing physical work every day. Attitude: What distinguishes Annette is not simply what she delivers, but how she delivers it. She brings professional credibility together with kindness, determination and good humour. She creates an environment where colleagues feel comfortable discussing health concerns confidentially, while maintaining the energy and resilience to support teams across two Routes. Annette does not treat Occupational Health as a service people have to find. She takes it to them. She educates, listens, identifies risk early and gives people practical tools that can protect health — and, as the cardiac-arrest response demonstrated, potentially save a life. For her sustained commitment to our people, her willingness to step beyond the boundaries of her own role and the Western Route, and the humanity she brings to every interaction, Annette Fletcher deserves recognition through the Health & Wellbeing Person Award.

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.

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

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

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

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.

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.

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

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

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.

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

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.

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

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

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

<p>Steve has made an exceptional impact on the health and wellbeing of his colleagues through his role as a Mental Health First Aider.</p><p> Steve is a passionate advocate for mental wellbeing and has become a trusted source of support for colleagues in Cardiff Central. He consistently goes above and beyond his day-to-day responsibilities to ensure those around him feel supported, valued, and able to access help when they need it most. His commitment to creating a positive, caring, and inclusive workplace culture has had a profound and lasting impact on the teams he works with. As a Mental Health First Aider, Steve is often one of the first people colleagues turn to during difficult times. Whether offering a listening ear, providing guidance towards appropriate support services, or simply checking in on someone's wellbeing, he approaches every interaction with empathy, professionalism, and genuine compassion. His ability to create a safe and supportive environment allows colleagues to speak openly about their challenges, helping to remove the stigma that can often surround mental health. Steve's dedication extends far beyond responding to those who seek support. He actively promotes wellbeing across the workplace, encouraging open conversations about mental health and ensuring colleagues understand that support is available. By leading through example, he has helped foster a culture where people feel comfortable reaching out for help and looking out for one another.</p><p>The positive influence Steve has had on individuals and teams cannot be overstated. His kindness, understanding, and unwavering commitment to the wellbeing of others have made a real difference to the lives of many colleagues. Through his actions, he has strengthened team morale, improved wellbeing awareness, and helped create a workplace where people genuinely feel cared for and supported. Steve embodies the very spirit of this award through his selfless dedication to supporting others, and he is thoroughly deserving of recognition for the outstanding contribution he continues to make to the health, wellbeing, and resilience of our colleagues.&nbsp;</p>

Health & Wellbeing Team Award Nomination – GWR ACTIVE Team I would like to nominate the GWR ACTIVE Team, led by founder Joe Dell and co-lead Jon Rapson, together with the four regional leads, for the Health & Wellbeing Team Award. GWR ACTIVE was created after recognising that colleagues wanted more opportunities to become active, connect with one another and improve their physical and mental wellbeing. What began as a small group has now grown into a community of more than 200 members on Strava, with colleagues from across GWR regularly sharing their activities, encouraging one another and celebrating each other’s achievements. Joe, Jon and the regional leads did not simply join an existing initiative. They invested countless hours of their own personal time to build ACTIVE from the ground up. They have worked tirelessly to turn an idea into a thriving and inclusive community that now reaches colleagues across the entire business. The team organises walks, parkruns, running events and challenges that are accessible to colleagues of all ages, abilities and fitness levels. These have included parkruns at Swindon, Battersea, Cardiff, Chippenham and Lydiard Park, as well as group walks from Reading to Midgham along the Kennet and Avon Canal and from Bath to Bristol. They have also supported challenges and events including RED January, Rail 200, charity activities and the Gloucester to Paddington platform walk. Through GWR’s sponsorship arrangements, the team has secured complimentary places for colleagues at events such as the Plymouth Running Festival and the Torbay Half Marathon and 10K Festival, giving people opportunities they may never otherwise have experienced. The success of GWR ACTIVE is not simply measured by miles walked or run. Its greatest achievement is the supportive culture it has created. It has encouraged colleagues who previously lacked confidence or felt that physical activity was not for them to take their first steps, set personal goals and become part of a welcoming community. The team recognises and celebrates effort rather than speed or distance. The monthly Strava prize draw rewards members for engaging with and encouraging others, ensuring that everybody has an equal opportunity to be recognised. This innovative and inclusive approach has helped maintain engagement and allows colleagues to feel valued regardless of their level of fitness. GWR ACTIVE has had a genuine and lasting impact on the physical and mental wellbeing of colleagues. It has helped people become healthier, build confidence, create friendships and connect with colleagues from different parts of the business. For some, it has provided motivation during difficult periods and helped them feel less isolated. All of this has been achieved through the enthusiasm, commitment and personal time of Joe, Jon and the regional leads. They continually promote new opportunities, organise events and motivate colleagues while ensuring that ACTIVE remains welcoming and accessible to everyone. They have demonstrated outstanding initiative by creating ACTIVE from the ground up, measurable impact through the growth and engagement of the community, an incredibly positive and inclusive attitude, and genuine innovation in the way they encourage and reward participation. Joe Dell, Jon Rapson and the entire GWR ACTIVE leadership team have gone above and beyond to champion the health and wellbeing of GWR colleagues. Their passion and dedication have created something truly special, making them thoroughly deserving recipients of the Rail Staff Awards Health & Wellbeing Team Award.

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.

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

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

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.

The Contact Systems Monitoring Team is a first of its kind, 24/7 overhead line control room focused on transforming the management and protection of overhead line equipment (OLE) across a live rail network. It drives innovation by adopting advanced digital technologies, shifting infrastructure monitoring from traditional reactive methods to a predictive, data-led approach. Central to this transformation are two remote condition monitoring systems: PANDAS and PantoInspect. PANDAS uses artificial intelligence and machine learning, supported by cameras mounted within the panwell of operational trains, to continuously monitor pantograph interaction with the overhead line. It detects abnormal impacts and emerging defects, generating alerts supported by video evidence and acceleration data. It can also identify issues such as displaced droppers, vegetation intrusion, and variations in height and stagger. PantoInspect complements this capability as a fixed, high-resolution imaging system installed at seven key locations across the route. It captures detailed images of passing trains, enabling accurate assessment of pantograph condition, including carbon strip wear and alignment. Together, these systems create a comprehensive monitoring ecosystem, providing enhanced, real-time visibility of asset condition. The control room team analyses and triages alerts, escalating issues through incident control to maintenance teams for prompt intervention. This integrated process ensures defects are addressed early, reducing service disruption and improving overall reliability. Developed through the Performance Improvement Fund, the initiative established a dedicated team of technical specialists to address known vulnerabilities following major electrification incidents in the North Electrics. This approach demonstrates how innovative technology, combined with skilled operational delivery, is redefining infrastructure monitoring in the rail sector—enhancing safety, improving performance, and setting a new standard for a smarter, future-ready railway.

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

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.

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.

The East Coast Digital Programme (ECDP) System of Systems Integration Facility team is nominated for transforming how complex digital signalling is integrated, tested and de-risked. Based at Siemens Mobility in Chippenham, the team created a UK-first collaborative environment that brings together real onboard, trackside, control and telecoms equipment from multiple suppliers, supported by replica driving desks, simulation and real project data. Instead of waiting for interfaces to fail during scarce and disruptive access on the live railway, the team made integration problems visible earlier, repeatable and safer to resolve. Their achievement is not simply a sophisticated laboratory. It is a change in delivery culture: from isolated testing to shared problem-solving, from reactive fault-finding to prevention, and from one-off project learning to a reusable national capability. Initiative The team took ownership of a problem that had no standard playbook. ECDP combines in-cab signalling across different fleets and onboard suppliers with a single trackside railway, telecoms and key-management environment. Recognising that conventional subsystem testing would leave critical interface risks until late, the team independently shaped specifications, secured equipment and created the facility around end-to-end operational needs. They persuaded organisations that are normally competitors to bring their technology into one controlled environment and work collectively before trackside deployment. This ownership continued after the initial build. The team has progressively added project data, onboard units, telecoms connections and new test use cases. It also uses the lab to reproduce issues discovered on site, investigate causes and verify corrective action. When a turnback speed-unit issue arose on the Northern City Line, the environment was enhanced so the problem could be recreated and eliminated without relying on repeated live-rail investigations. This is initiative in its strongest form: anticipating integration risks, creating the means to expose them, and continually adapting the solution as the programme evolves. Impact The facility has shifted assurance activity away from the operational railway, where access is limited, expensive and disruptive to passengers and freight. Early campaigns identified a trackside-data compatibility issue that conventional trackside system testing had not detected. Because it was found in the lab, onboard and trackside specialists could investigate together and amend the data before site testing began, avoiding a potential delay during a critical access window. Scenarios can be reset and rerun in minutes rather than reconstructed over hours on site, enabling more learning from each campaign while reducing the number of people, vehicles and possessions required. The impact now reaches beyond the immediate engineering team. Replica driving desks and real route data give operators, train crews, maintainers and programme stakeholders an early view of how ETCS will behave in operational scenarios. The facility supports familiarisation, operational readiness and constructive challenge before commissioning. It has hosted engagement across train and freight operators, government, trade unions and the wider supply chain. The model is also being used to inform future digital railway programmes, turning an ECDP solution into a repeatable capability with the potential to reduce risk, cost and disruption across the sector. Attitude The team’s attitude has been central to the result. It created a psychologically safe, practical environment where suppliers can bring incomplete questions, unexpected behaviours and difficult interfaces into the open. Engineers from different organisations work side by side, focusing on evidence and resolution rather than contractual boundaries. That positive, resilient approach is especially valuable in safety-critical integration, where progress depends on patience, transparency and a willingness to learn. The team also makes the technology accessible. Through demonstrations, visits, industry briefings and collaboration with operators, it translates complex systems engineering into clear operational consequences. Team members share knowledge across disciplines and help stakeholders understand not only whether the system works, but how it will affect drivers, signallers, maintainers and passengers. Their behaviour models the values needed for successful railway transformation: safety, collaboration, technical integrity, inclusion and continuous improvement. Innovation The innovation is the combination of technology, method and culture. The facility can connect simulated railway and train behaviour to real ETCS components, real control and interlocking equipment, a real radio-block centre and test telecoms networks. Its flexible, remote testing environment allows real components to be added or removed according to the scenario, enabling comparison with site results and repeatable regression testing as data, software and equipment change. Most importantly, the team created a better delivery pattern. “Test before track” brings competing suppliers, operational users and programme data together early enough to influence outcomes. It converts the recurring frustration of late interface discovery into a controlled learning loop: integrate, simulate, expose, resolve, retest and reuse. This is a genuine game-changer because it protects precious railway access while building confidence before deployment. The team has created more than a lab; it has established a scalable blueprint for safer, faster and more collaborative digital railway integration.

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

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

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.

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

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

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.

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.

I am delighted to nominate the Helix Workflo team at Aureos for the Innovation & Technology Award. Helix has not simply digitised a structural examination form; it has created a connected, continuously improving workflow that helps us plan examinations, equip examiners with the right information, capture high-quality evidence, complete engineering reviews and monitor delivery through to client submission. Structural examinations generate substantial volumes of observations, defect information, recommendations and photographs, often at locations with little or no network coverage. The quality of what is captured on site is fundamental: the STE2 reviewing engineer needs clear, complete evidence to compare condition over time, assess the significance of defects and recommend appropriate action. Helix understood this operational challenge from end to end and designed its tools around the people doing the work. Through the Helix mobile app, our examiners can work offline while referring to relevant significant defects and recommendations from previous examinations. They can capture and organise large quantities of photographs and data against the examination record while on site. This gives the examiner better context at the point of work and gives the reviewing engineer a clearer, more consistent evidence trail. Queries and responses between examiners and engineers are more direct, helping to reduce avoidable review cycles and supporting right-first-time reporting. The mobile app has been a game-changer, but Helix’s innovation extends beyond the examination itself. Live maps show examination status, progress and dates across the programme, replacing fragmented updates with a shared operational view. Our delivery team can see where attention is needed and act earlier, improving planning, communication and confidence in framework delivery. What distinguishes the Helix team is its initiative and attitude. Its members take time to understand the entire process from planning and site delivery through STE2 review and submission and actively seek feedback from examiners, engineers and managers. They do not treat implementation as “set and forget”. They continually turn real user frustrations into practical improvements, including streamlined workflows and new reports. Small efficiencies are repeated across every examination, photograph, review and submission, so their value compounds throughout the framework. Helix is now developing a responsible next layer of innovation: AI-assisted pre-checks that can flag incomplete or unclear responses, poor-quality or potentially mismatched photographs, and inconsistencies between descriptions, images and previous records. It could prompt an examiner to clarify a defect’s location, extent, severity or change before the report reaches engineering review. Crucially, these checks will support, not replace, the examiner or STE2 reviewing engineer. Engineering judgement, recommendations and human assurance remain firmly with competent people. Helix deserves this award because its team combines creativity with practical rail knowledge, listens closely to frontline users and delivers improvements that make a safety-critical process clearer, faster and more reliable.

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

Revolutionising Legacy Stations Through Low-Cost IoT Summary The Asset Management team led by Tiffany Yeung (Asset Manager) at WM Trains has transformed the way legacy railway stations are managed by developing and deploying a low-cost Internet of Things (IoT) solution that delivers intelligent control, real-time insight and significant energy savings. Recognising that over 600 electric heaters across 70 stations operated without any form of remote monitoring or control, the team took ownership of a long-standing industry challenge. Rather than accepting the high cost and complexity of traditional Building Management Systems (BMS), they developed an in-house LoRaWAN-based solution that provides estate-wide visibility and control for a fraction of the cost. Following successful pilots at Gravelly Hill and Walsall stations, we have now expanded to 30+ stations and have identified a pathway to approximately £200,000 of annual energy savings, whilst reducing installation costs by 98% compared with traditional BMS solutions. Delivered largely using in-house resources, the project is expected to achieve full payback within nine months and provides the foundation for a future "Smart Estate" across all 155 stations and 6 depots. Initiative: Taking Ownership of a Long-Standing Problem The AM team identified a significant but largely invisible issue across the estate. Approximately 600 electric heaters, representing a combined heating load of 1.2MW, operated without any central monitoring, scheduling or performance oversight. This resulted in: -Heating operating in unoccupied locations. -Units running overnight and during non-operational hours. -Temperatures being manually set excessively high. -Heating and cooling systems occasionally working against each other. -No visibility of real-time energy consumption or equipment faults. Historically, addressing this issue would have required a traditional wired BMS solution costing hundreds of thousands of pounds and years to implement. Rather than accepting this limitation, the AM team challenged the established approach. Using only £800 of initial hardware, they rapidly developed and tested a prototype at Gravelly Hill station. Working directly with software providers and internal maintenance technicians, the team created a cost-effective, in-house capability to design, commission and continuously improve the system themselves. This removed dependence on consultants, reduced costs dramatically and enabled innovation at a pace rarely seen in the rail industry. The team went beyond their day-to-day responsibilities by developing the technical architecture, writing operating logic, commissioning installations and creating a scalable deployment model that can now be replicated across the network. Innovation: Creating a New Model for Smart Railway Stations The innovation is not simply the use of IoT technology. It is the way the team combined commercially available technology, internal expertise and operational knowledge to create a low-cost, scalable solution that challenges the traditional rail infrastructure model. Instead of expensive hardwired systems, the team deployed a wireless LoRaWAN network that overlays existing infrastructure with minimal disruption and cost. Key innovations include: -Occupancy-based heating control, ensuring heating only operates when areas are in use. -Predictive pre-heating, allowing key operational spaces to reach optimal temperature before staff arrive. -Integrated heating and cooling control, preventing simultaneous operation and eliminating waste. -Real-time air conditioning fault diagnostics, reducing the need for reactive site visits. -Three-phase electrical load monitoring, providing visibility of live power demand. -Leak detection and open-window monitoring, improving asset protection and energy efficiency. -In-house software governance, enabling rapid adjustments and continuous improvement without consultant fees. Most importantly, the team established an internal capability to innovate, test and deploy solutions independently. A typical station installation now costs less than £1,000 using internal labour and can be completed within a single day. What would traditionally require extensive consultancy support, specialist software and major capital investment has been delivered by the Asset Management team using agile development and operational expertise. Impact: Delivering Measurable Business Benefits The project has already demonstrated significant financial, operational and strategic benefits. Financial Impact Following the successful pilots at Gravelly Hill and Walsall, modelling across the initial 70-station rollout identified a pathway to approximately £193,000 annual savings, including: -£172,800 through automated shutdown of heating during overnight closures and non-operational periods. -£20,160 through eliminating seasonal "ghost loads" caused by heating systems operating during warmer months. Combined annual savings are projected at approximately £200,000 per year. Against a total programme cost of £140,000, the project is expected to achieve payback within approximately nine months, significantly outperforming typical rail infrastructure investments. Operational Impact The solution provides capabilities that previously did not exist across the estate: -Real-time asset performance monitoring. -Remote HVAC fault diagnosis. -Improved temperature consistency and occupant comfort. -Reduced maintenance callouts. -Enhanced energy governance. -Data-driven asset management decisions. Stations can now be modernised with no passenger disruption, no extensive wiring works and minimal operational impact. Strategic Impact The team has created far more than an energy-saving project. They have established a digital backbone that can support future estate-wide innovation. Once a LoRaWAN gateway is installed, additional applications can be added at minimal cost, including: -Water leak detection. -Flood monitoring. -Asset tracking. -Environmental monitoring. -Occupancy analytics. -Future CCTV integration. The success of the initiative has attracted interest from Network Rail's Asset Management team who have since invited WM Trains to trial the approach at London Euston as a potential model for wider industry adoption. Attitude: Driving Positive Change Across the Business Throughout the programme, the Asset Management team demonstrated a collaborative, resilient and solutions-focused mindset. Rather than treating the project as a standalone engineering exercise, the team actively involved maintenance technicians, station teams and technology partners in the development process. Knowledge was shared openly, ensuring that innovation became embedded within the wider organisation rather than remaining with a small group of specialists. The team consistently challenged traditional thinking while maintaining a practical focus on delivering value for passengers, colleagues and the business. Their enthusiasm for continuous improvement has helped create a culture where problems are viewed as opportunities for innovation rather than constraints. By proving that transformational change can be delivered quickly, economically and using internal capability, the team has become a role model for innovation across WM Trains and the wider rail industry through sharing of Best Practise.

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.

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.

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

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

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

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

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

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.

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.

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

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

<p>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 &amp; 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 &amp; Technology Team of the Year Award.&nbsp;<br></p>

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.

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

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.

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

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.

I nominate Dan for this award in recognition of his outstanding commitment to developing colleagues and leading the training programme for Cardiff Dispatchers ahead of the introduction of the new Class 398 fleet. The introduction of the Class 398 fleet represented one of the most significant operational changes in recent years, requiring Dispatch colleagues to develop new knowledge, understand new procedures, and build confidence in working safely and effectively with a completely new type of train. Recognising the importance of this transition, Dan took ownership of the Dispatcher training programme, ensuring colleagues were equipped with the skills and competence needed to support the fleet's successful introduction. Dan's commitment to the project was exceptional. Faced with challenging deadlines and the need to train a large number of colleagues whilst maintaining operational performance, he consistently went above and beyond. He worked unsociable hours, extended his working days, and made himself available whenever required to ensure training remained on track. His determination and willingness to make personal sacrifices were instrumental in delivering the programme successfully. What made Dan's contribution particularly impactful was his ability to engage and support colleagues throughout the learning process. He recognised that a brand-new fleet could create uncertainty and that individuals learn at different speeds. Through his approachable manner, patience, and extensive knowledge, he created a positive learning environment where Dispatchers felt confident asking questions and seeking additional support. He took the time to ensure colleagues fully understood both the technical and practical aspects of dispatching the Class 398 fleet, rather than simply delivering training and moving on. Dan's role extended beyond that of a trainer. He became a trusted mentor and source of reassurance during a period of significant change. His enthusiasm for the project and belief in the importance of investing in people helped build confidence across the Dispatcher team, ensuring colleagues were fully prepared and ready to embrace the new fleet from day one. The success of the training programme was reflected in the smooth implementation of the Class 398 fleet and the confidence demonstrated by Cardiff Dispatchers as they adapted to new ways of working. Dan's efforts directly contributed to operational readiness, safety, and the long-term development of the team, leaving a lasting legacy that will continue to benefit the organisation well into the future. His dedication and hard work did not go unnoticed, earning him well-deserved recognition for the exceptional effort he invested in making the programme a success. However, the true measure of his contribution can be seen in the skills, confidence, and knowledge he has helped develop in others. Dan embodies everything this award seeks to celebrate. Through his leadership of the Class 398 Dispatcher training programme, his commitment to mentoring and professional development, and his willingness to go the extra mile to ensure success, he has made an outstanding contribution to developing talent within the rail industry.

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

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

I would like to nominate Dave Kimber, a driver instructor at GWR. Dave’s work is about developing people. That includes trainee drivers coming through the grade, and it also includes qualified drivers who need proper support after an incident. The second part is easy to miss if you only look at course lists and pass rates. Getting someone back in the cab to a standard that is safe, consistent and confident takes time. It takes patience. It takes a method that fits the person in front of you, not a pack that is the same for everyone. A lot of instruction can become routine. Dave has not let it. He uses a mix of training and coaching rather than one fixed style. Some of it is classroom. Some of it is practical. Some of it is one-to-one. He will change the approach depending on what the driver actually needs that day. That sounds simple written down. In practice it is the difference between someone nodding along and someone actually understanding the job. He has also put time into supporting the wider teams, not only the driver he is sat with. Dave makes short videos and uses phrases that help people grasp a point quickly and hold onto it later. Anyone who has trained drivers knows how much information has to stick under pressure. A clear clip or a line that people can remember in the cab is worth more than another slide. Other teams have been able to use that material too, which means the benefit is not locked in one depot or one course. With trainee drivers, you see it as they come on. They need knowledge, judgement and habits, not just the ability to get through an assessment. Dave stays with that process. He explains things in a way people can use. He checks understanding rather than assuming it. He will go again if something has not landed. That is how trainee drivers build a proper foundation instead of carrying gaps forward into the job. With qualified drivers after an incident, the work is different. Experience is already there, but confidence and consistency can take a knock. Some people need the technical points rebuilt. Some need space to talk the event through and then put the skill back together in a structured way. Dave does not rush that. He coaches them through it and stays with them until the standard is right. The aim is not just to get a box ticked so someone can return. The aim is that they return able to do the work well. That is what investing in people looks like in this part of the industry. Training, mentoring and professional growth are not separate from safety. If drivers understand the job more clearly, remember the key points, and get proper support when something has gone wrong, the workforce is stronger for it. Dave’s methods are practical and current. They are built around how people actually learn, not around how a course has always been delivered. The outcome is the part that matters. Trainee drivers progress with a better grip of the role. Qualified drivers get back to a standard that holds. Wider teams have material they can use. None of that happens by accident. It happens because Dave puts the effort in, adapts the method, and does not walk away when someone needs more than a standard session. GWR, like every operator, needs instructors who can develop talent properly. Dave does that work every day. He should be recognised for it.

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.”

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.

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

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

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

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.

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

I first worked with Mohammed Al-Sharif in 2019 on HS2 Enabling Works. I asked him to mentor me because I could see how seriously he took developing people. Seven years later, I can say that his mentorship genuinely changed the direction of my career. When I wanted to continue my education while working and supporting my young family, Mohammed found a fully funded scholarship for the MSc in Humanitarian Engineering at Warwick University. He helped me through the application, proof-read my work and provided a personal reference. I graduated on full scholarship in 2022. During the pandemic, I told Mohammed that his experiences had inspired me to move into rail. He helped me secure my first rail role with Story by improving my CV, conducting a mock interview and teaching me railway standards, procedures and bridge engineering. Even though we worked for different companies, I regularly called him for advice. He always made time. He also mentored me through my CIOB Chartership. I started my application with Mohammed one Saturday and, following three face-to-face sessions and calls throughout the week, submitted it the following Saturday. I became MCIOB in May 2022. When Mohammed became Senior Engineering Manager on the Camp Hill Line Stations project, he brought me into his engineering team and created a bespoke six-month development programme to train me as a Civils Construction CRE. We met weekly, reviewed my work and set targeted competence goals. I completed the programme as a fully competent CRE without further mentoring requirements. Mohammed then encouraged my wider development through the PWI Track Engineering Diploma, ALO Responsible Manager and Appointed Person training. What makes Mohammed exceptional, however, is that my story is not exceptional to him. Through The Chartership Forum, which he established as a pro-bono initiative, Mohammed has given free training, resources and one-to-one mentoring to engineers internationally. I have personally seen him develop colleagues including Warren Rigby, whom he trained as his Deputy CEM on the Clifton Rail Bridge project and supported professionally. Warren subsequently achieved IEng and won the ICE Tony Chapman Medal. Mohammed has supported people towards EngTech, IEng, CEng, Fellowship and other professional qualifications across ICE, IStructE, IMechE, PWI, APM and CIOB. I have watched him do this across BAM, VolkerWessels and Skanska, and outside work, without expecting anything in return. His impact is measured not just in certificates. People he has mentored have gained promotions, increased salaries, bought homes, supported their families and developed the confidence to mentor others. Mohammed was named YRP Mentor of the Year in both 2024 and 2026 and became an ICE Fellow aged 33. Those honors recognise something his mentees already know: developing people is not an additional responsibility to Mohammed. It is part of who he is. I am one of many engineers whose career and life are better because Mohammed chose to invest his time in us.

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

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

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

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

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

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

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

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.

I would like to nominate Aghedo, Early Shift Supervisor for Mitie at Clapham Junction, for a Railway Staff Award in recognition of his exceptional initiative, leadership, professionalism and decisive intervention during a serious medical emergency at the station. While a cleaning audit was taking place at Clapham Junction, an elderly gentleman approaching the Brighton Yard entrance with his wife suddenly collapsed following what was believed to be a suspected heart attack. It was an extremely serious and fast-moving situation where every moment mattered. Initiative Aghedo immediately recognised the seriousness of what was happening and took action without waiting to be instructed. Rather than simply observing the incident or assuming that somebody else would take responsibility, he stepped forward and helped coordinate the emergency response. His colleague, Collins, immediately went to the gentleman’s aid, placing him in the recovery position and administering chest compressions when required. At the same time, Aghedo contacted the emergency services and provided clear and accurate information about the casualty, the nature of the emergency and their location within the station. This demonstrated excellent initiative. In a busy railway environment such as Clapham Junction, communicating the correct location and information quickly is essential. Aghedo understood that his role was not simply to make an emergency call, but to ensure that the emergency services had the information they needed to respond as quickly and effectively as possible. Impact The impact of Aghedo’s actions was immediate and potentially life-saving. The information provided enabled the London Ambulance Service to respond rapidly, with ambulance crews arriving at the station within minutes. Until professional medical assistance arrived, Aghedo and Collins helped ensure that the gentleman was not left without support at a critical moment. Other people subsequently came together to assist, including colleagues from SWR, British Transport Police, retailers and members of the public. However, Aghedo and Collins were among those who responded immediately at the point when decisive action was most needed. Their intervention helped bridge the crucial period between the gentleman collapsing and the arrival of trained paramedics. Attitude and Leadership What particularly stands out about Aghedo’s actions was his attitude throughout the incident. He remained calm, focused and professional in circumstances that could easily have caused panic. He demonstrated compassion for a passenger in distress while also showing leadership and situational awareness. As a supervisor, Aghedo is expected to lead his team during normal railway operations. On this occasion, however, he demonstrated what leadership means when faced with an unexpected emergency. He did not hesitate, look for somebody more senior or step away from responsibility. He recognised what needed to happen and acted. His response also demonstrated that excellent customer service within the railway goes far beyond maintaining the physical environment of a station. At its heart, our responsibility is to the people who use the railway. Creative Thinking and Intervention Although emergency procedures provide a framework for responding to incidents, real emergencies rarely unfold in a predictable way. Aghedo demonstrated the ability to assess the situation quickly, prioritise what was most important and work effectively alongside others. While Collins concentrated on providing immediate physical assistance to the casualty, Aghedo focused on obtaining professional medical help and communicating the information required for an effective response. This division of responsibilities was particularly effective because it meant that several essential actions were taking place simultaneously rather than sequentially. As more people became involved, including SWR colleagues, BTP officers, retailers and members of the public, Aghedo continued to contribute calmly to a coordinated response. His actions demonstrate the importance of railway colleagues being prepared to work beyond normal organisational and job-role boundaries when passenger safety is at stake. Why Aghedo Deserves Recognition This incident demonstrates the very best qualities we want to see from people working across the railway: initiative, compassion, responsibility, teamwork and the confidence to act when somebody needs help. Aghedo was carrying out his normal duties when an entirely unexpected and potentially life-threatening situation developed in front of him. There was no time to prepare and no opportunity to plan his response. His actions were instinctive, decisive and focused on helping another person. It is easy to demonstrate leadership when circumstances are controlled. The true measure of leadership can often be seen when something unexpected happens and an individual must decide whether to stand back or step forward. Aghedo stepped forward. His actions, alongside the immediate first-aid intervention provided by Collins and the assistance of the wider railway community, helped support an elderly gentleman during an extremely critical period until professional medical teams arrived. Regardless of the eventual medical outcome, Aghedo did everything within his ability to give that passenger the best possible opportunity of receiving urgent assistance. For his initiative, the impact of his intervention, his calm and compassionate attitude, his ability to respond effectively to an unexpected situation and the leadership he demonstrated in a moment of genuine crisis, I believe Aghedo is thoroughly deserving of recognition through a Railway Staff Award. His actions are an excellent example of the professionalism, humanity and sense of responsibility that we should celebrate across the railway industry.

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

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

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

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

At 6:40am on 29 July 2025, Andrew Rawlinson and Fatihat Ajayi demonstrated exceptional courage, professionalism and teamwork when faced with a life-threatening emergency at the station. A male passenger collapsed on Platform 1 and was quickly identified as being in cardiac arrest. With no time to hesitate, Andrew and Fatihat immediately sprang into action. Recognising the severity of the situation, they commenced lifesaving CPR, called for emergency medical assistance and coordinated the response alongside colleagues to ensure the passenger received the best possible chance of survival. Throughout the incident, Andrew and Fatihat remained calm under immense pressure. While CPR was being administered, they helped organise the scene, ensuring emergency services could gain access quickly and efficiently. They also worked to preserve the passenger's dignity by helping create a protective shield around him, shielding him from public view during an incredibly vulnerable moment.

Outstanding Teamwork and Compassion at St Pancras Station to help a seriously ill pregnant lady Rail Enforcement Officers Arfath Rahman, Germel Panton and Lisa Hook were patrolling at St Pancras station when passengers alerted them to a female passenger who had become unwell on a Thameslink service. The incident occurred during the morning peak, when the train was full and standing. It was also during the extended heatwave in June, when temperatures inside the trains were exceptionally high. Despite the busy platform and significant background noise, Lisa immediately followed the correct procedures and used appropriate arm signals to instruct the driver not to depart. Arfath and Germel located the female passenger, who was pregnant and seriously unwell. As they attempted to assist her off the train to provide better care, she suddenly lost consciousness and collapsed. Faced with the challenge of manoeuvring through a packed train, Arfath and Germel carefully lifted and carried the passenger from the train, taking every precaution to protect both her and her unborn baby. They safely brought her onto the platform and laid her down, where she thankfully regained consciousness. Working closely with station staff and emergency services, the REOs ensured the passenger's dignity and privacy were maintained by erecting privacy barriers while she received assistance. The situation presented an additional challenge when it was discovered that the passenger had dropped her mobile phone during the collapse. As she was from Sweden and did not know her husband's telephone number by heart, contacting her loved ones initially proved difficult. Demonstrating initiative and compassion, Lisa used her personal WhatsApp to help the passenger contact her mother in Sweden. Her mother was then able to contact the passenger's husband and inform him of the situation. The REOs also contacted stations further along the line and successfully located the passenger's phone at Farringdon, which was later returned to her. The passenger was subsequently taken to hospital by ambulance for further medical treatment. Arfath, Germel and Lisa demonstrated exceptional resilience, compassion and teamwork throughout a challenging and fast-moving incident. They went above and beyond their immediate responsibilities, thinking creatively to reunite the passenger with her loved ones while also making every effort to recover her lost phone. Their actions demonstrated genuine care for passenger welfare, professionalism under pressure and a commitment to ensuring the passenger and her unborn baby received the support and care they needed. Later that afternoon, the REOs received a message from the passenger's husband, thanking them for their actions, compassion and care. Their response is an excellent example of how professionalism, initiative and humanity can make a meaningful difference to a passenger in need. This incident could have easily escalated and endangered not 1, but 2 lives. Thanks to the quick reactions of these REOs the best outcome was achieved.

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

I nominate Bec for this award in recognition of her exceptional dedication to supporting customers during some of the most challenging and distressing situations that can occur at a station. Throughout her time at Cardiff Central, Bec has consistently demonstrated outstanding compassion, professionalism, and courage when responding to medical emergencies. Time and again, she has been at the forefront of incidents involving customers requiring urgent medical attention, including occasions where CPR has been needed. In situations where every second matters, Bec remains calm, focused, and committed to ensuring customers receive the best possible care. What distinguishes Bec is her willingness to step forward when others may hesitate. Colleagues know they can rely on her during emergency situations, and she has become a trusted source of support whenever serious incidents occur at the station. Whether providing immediate assistance to a customer in distress, coordinating with emergency services, reassuring family members, or supporting colleagues affected by challenging incidents, Bec consistently goes above and beyond her role. Her calm and professional approach helps bring order to highly pressurised situations. By taking decisive action and prioritising the welfare of those involved, she has played a vital role in ensuring customers receive the urgent medical care they need as quickly as possible. Her actions not only provide practical assistance but also offer comfort and reassurance to those experiencing some of the most difficult moments of their lives. Beyond her direct support to customers, Bec has become someone colleagues naturally turn to during incidents. She is often the first to offer help, provide guidance, and ensure everyone involved feels supported. Her empathy and resilience help create a culture where people feel confident that they are never facing difficult situations alone. The impact of Bec's actions extends far beyond the immediate incident. For customers and their families, her support can make an immeasurable difference during a time of fear and uncertainty. For colleagues, her presence provides confidence, reassurance, and an example of the very best of customer care and professionalism. Bec embodies everything this award seeks to recognise: compassion, dedication, professionalism, and an unwavering commitment to the wellbeing of others. Her willingness to repeatedly place herself at the centre of challenging situations in order to help those in need is truly inspiring.

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

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

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

I would like to nominate Colin from the Mitie team at Clapham Junction for a Railway Staff Award in recognition of his exceptional courage, initiative, compassion and potentially life-saving intervention during a serious medical emergency at the station. While a cleaning audit was taking place at Clapham Junction, an elderly gentleman who was approaching the Brighton Yard entrance with his wife suddenly collapsed following what was believed to be a suspected heart attack. In a situation where every second mattered, Colin did not hesitate. He immediately went to the gentleman’s aid and took direct action to assist him, including placing him in the recovery position and administering chest compressions when required. At the same time, his colleague and Early Shift Supervisor, Aghedo, contacted the emergency services and provided the information necessary for the London Ambulance Service to respond quickly. Initiative What makes Colin’s response particularly deserving of recognition is the speed with which he acted. Faced with a passenger collapsing unexpectedly in front of him, Colin could easily have waited for somebody else to take control. Instead, his immediate instinct was to help. He recognised that the gentleman required urgent assistance and stepped forward without being asked or instructed. His focus was entirely on the welfare of the casualty. This was a genuine demonstration of initiative. There was no time for a meeting, discussion or detailed plan. Colin had to assess what was happening and make the decision to intervene immediately. Impact Colin’s intervention had a direct and potentially life-saving impact. The period immediately following a serious medical emergency can be critical. By providing physical assistance and chest compressions while Aghedo contacted the emergency services, Colin ensured that support was being given to the gentleman while professional medical help was on its way. The London Ambulance Service subsequently arrived within minutes, with multiple paramedic teams attending the incident. A number of other people also came together to assist, including SWR colleagues, British Transport Police officers, retailers and members of the public. It became an excellent example of different parts of the railway community working together during an emergency. However, before that wider response had fully developed, Colin was already there, providing direct assistance to a passenger who urgently needed help. His willingness to intervene helped bridge those vital moments between the gentleman collapsing and the arrival of professional medical teams. Attitude Colin demonstrated an exceptional attitude throughout the incident. A medical emergency of this seriousness can be distressing, particularly when it happens suddenly in a busy public environment. Colin remained focused on the needs of the casualty and showed compassion not only through his words but through his actions. He was prepared to get directly involved and provide assistance when it mattered most. His response reflects qualities that we should value throughout the railway industry: humanity, responsibility, courage, teamwork and a genuine commitment to the welfare of passengers. Colin’s actions also demonstrate that our responsibility to passengers extends far beyond our individual job descriptions. Although his normal duties relate to maintaining the station environment, when a passenger was in desperate need, Colin saw a person who needed help rather than questioning whether the situation fell within his normal responsibilities. Intervention and Response One of the strongest aspects of Colin’s nomination is the level of his personal intervention. He was not simply someone who witnessed the incident or raised the alarm. He became directly involved in assisting the casualty. While Aghedo concentrated on contacting the emergency services and communicating essential information, Colin concentrated on the gentleman himself. This meant that two critical elements of the emergency response were happening simultaneously: professional medical assistance was being summoned while immediate support was being provided at the scene. That teamwork was extremely important. Colin also demonstrated the ability to respond to a rapidly changing situation. There was no opportunity to know in advance what would happen or how serious the incident would become. He adapted to the circumstances in front of him and continued helping until further assistance arrived. Going Above and Beyond Colin’s actions went significantly beyond what would normally be expected during an ordinary working day. He came to work expecting to carry out his normal duties at Clapham Junction. Instead, he suddenly found himself dealing with an elderly gentleman experiencing a potentially life-threatening medical emergency. In that moment, Colin made a choice to step forward. Administering chest compressions to another person is a significant intervention. It requires someone to overcome the natural shock and pressure of the situation, remain focused and put another person’s welfare first. Colin demonstrated exactly those qualities. Why Colin Deserves Recognition Railway awards provide an opportunity to recognise people whose actions demonstrate the values we want passengers and colleagues to experience across our industry. Colin’s actions represent those values exceptionally well. He showed initiative by responding immediately. He made a significant impact by providing direct assistance during the crucial period before paramedics arrived. He demonstrated a calm, compassionate and selfless attitude. Most importantly, he was prepared to personally intervene when another human being urgently needed help. The outcome of a medical emergency is ultimately in the hands of medical professionals and circumstances beyond any individual employee’s control. What can be recognised, however, is whether someone did everything reasonably within their ability to help. Colin did exactly that. His actions, alongside Aghedo and the wider response from SWR, BTP, retailers, members of the public and the emergency services, demonstrate the very best of the railway community. For his courage, immediate intervention, compassion, teamwork and willingness to go above and beyond his normal responsibilities, I believe Colin is thoroughly deserving of recognition through a Railway Staff Award. He did not simply witness an emergency. He stepped forward when someone needed him most.

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

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.

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

I would like to nominate Dave for a Rail Staff Award in recognition of the exceptional actions demonstrated during a serious incident at Barnham Station on Wednesday 6th May 2026. After arriving on a service and while preparing to work the next service, Dave became aware of a highly aggressive and abusive individual on Platform 3. The individual was shouting, swearing, and behaving in a manner that suggested intoxication, creating a clear risk to station staff and members of the public. Shortly afterwards, Travel Safe Officers (TSOs) engaged with the individual and the situation quickly escalated into a physical struggle near the platform edge. Recognising the immediate danger, particularly given the close proximity to the live railway, Dave acted decisively and without hesitation. Demonstrating outstanding situational awareness, leadership, and professionalism, Dave ensured that train movements were halted to protect everyone involved. Dave then assisted the TSOs in safely and effectively restraining the individual, using appropriate conflict management techniques to help bring the situation under control. Throughout the incident, Dave provided calm direction and guidance to less experienced colleagues and took steps to reassure members of the public who had witnessed the event. Despite being subjected to verbal abuse and continued resistance from the individual, Dave remained composed, professional, and fully focused on safety at all times. His actions prevented the situation from escalating further and significantly reduced the risk of serious injury or a potentially fatal outcome. Dave's ability to assess risk, take control under pressure, support colleagues, and maintain a safe environment is a clear reflection of his professionalism, experience, and unwavering commitment to safety. His actions on this occasion were exemplary and fully deserving of recognition. I am proud to nominate Dave for this award and commend him for the outstanding contribution he made in ensuring the safety of colleagues, passengers, and the wider public.

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

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

<p>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.<br></p>

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

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

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

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.

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.

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

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

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

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

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

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

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

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.

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

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

I would like to nominate Mohamed Yuusuf for a Life Saver Award in recognition of his outstanding professionalism, compassion, and decisive actions while on duty at South Hampstead Station. A female passenger entered the station in a highly distressed state and disclosed that she was experiencing severe personal difficulties and was considering taking her own life. Mohamed immediately recognised the seriousness of the situation and calmly engaged with the passenger, ensuring her safety and preventing her from coming to harm. Throughout the incident, Mohamed demonstrated exceptional professionalism and empathy. He remained with the passenger, provided reassurance, and ensured she felt supported during an extremely vulnerable moment. He promptly contacted the emergency services and followed all relevant station procedures, ensuring the situation was managed safely and effectively. Mohamed also maintained communication with the passenger's family, and when the passenger's sister arrived at the station, he continued to support and ensure that the passenger felt safe. Well done Mohammed

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

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

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.

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

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

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

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.

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

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

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.

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.

I was returning home on the afternoon of the 13th August aboard the 13:45 from Cardiff to Nottingham, which I joined at New Street. My first bit of good fortune was to sit in the rear coach on a seat facing the aisle. After reversing this became the leading carriage. I can remember nothing else from then onwards. I apparently then suffered a cardiac arrest which was only realised when on arrival at Nottingham the driver could not exit the cab. The station staff were alerted and I was carried off the train, whilst waiting for the emergency services to arrive Darren and Simeon retrieved the defibrillator from platform 4 and performed CPR. My survival is entirely due to their persistence and bravery. Without their help this episode could have ended differently. Hence my nomination for an award. I was taken by ambulance to the Queens Medical Centre in an induced coma and did not regain consciousness until the following Monday by which time I had been transferred to the Nottingham City Hospital Critical Care Unit. I was discharged on the 25th August and now 5 weeks later are making a good recovery and expect to be able to resume normal duties quite soon.

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

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.

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

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.

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

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.

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.

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

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

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.

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

<p>I'm recognising William Hastings for his outstanding bravery, quick thinking, and compassionate response during a critical incident on the Lanark Branch overnight shift on the 1st of April this year. While carrying out a routine track inspection, William came across a seriously injured member of the public who had been struck by the last train of the night. Despite the shock of the situation, William remained calm and took immediate action to help save the person’s life. His response went far beyond the expectations of his role and showed incredible courage and care in a life-threatening situation. William’s actions had a direct and life-saving impact. The injured person had suffered severe trauma to their hand and arm and was at serious risk of bleeding to death and developing hypothermia due to prolonged exposure. William acted quickly, using his own jumper to stem the bleeding and applying first aid from the kit in his vehicle to stabilise the injury. Recognising the risk of cold exposure, he also retrieved additional clothing from the vehicle to help keep the individual warm while waiting for emergency services. He remained with the injured person, offering reassurance and care, and ensured that emergency medical assistance was called without delay. When paramedics arrived, they confirmed that William’s swift and calm response had been critical in saving the person’s life. Even after the emergency services had taken over, William’s focus remained on safety. Aware that the injured person had accessed the railway infrastructure, he immediately checked the integrity of the boundary measures in the area to identify any potential breach points. Although it was later confirmed that the individual had gained access from the station platform, William’s instinctive response — despite just having dealt with a traumatic event — was to prevent any further risk to others. His actions reflect a deep sense of responsibility and a commitment to protecting both the public and the railway network. William’s conduct is a powerful example of the vital role our frontline staff play in safeguarding lives and infrastructure. He exemplifies the highest standards of safety, vigilance, and humanity.<br></p>

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

Gary Rainbow is being nominated for the Lifetime Achievement Award in recognition of an exceptional career spanning more than four decades in the railway industry and a lasting contribution to CrossCountry, its people and the safe operation of the railway. For many colleagues across CrossCountry, Gary is simply part of the fabric of the business. Respected, trusted and admired in equal measure, he is one of those rare individuals whose knowledge, experience and character have made a lasting impression on generations of railway professionals. At a recent management conference, Gary received not one, but three spontaneous rounds of applause from colleagues, a reflection of the affection and respect in which he is held across the organisation. Gary's railway journey began in 1985 when he joined British Rail's Youth Training Scheme. He progressed through the ranks as a Secondman, qualified as a driver in 1989 and later became a Driver Instructor before moving into management. Since joining CrossCountry ahead of privatisation in 1996, he has played a pivotal role in supporting and developing traincrew, helping shape operating standards and maintaining the highest levels of safety and professionalism across the business. Over the years, Gary has held a number of influential roles, including Driver Team Manager, Driver Standards Manager and, since 2019, Head of Operational Standards. Throughout that time he has become widely regarded as CrossCountry's authority on operational standards, rules and regulations. His remarkable understanding of railway operations is matched only by his ability to explain not just what the rules are, but why they exist and how they have evolved. Colleagues frequently seek out his advice, knowing that Gary's expertise is built on decades of frontline experience, practical knowledge and sound judgement. Gary has witnessed and helped shape many significant moments in CrossCountry's history. He was involved in the introduction of the Voyager fleet, overseeing the very first Voyager entering passenger service in 2001 before supporting the rollout of the entire fleet. He has worked across a vast route network, operated a wide variety of traction and even undertook Royal Train duties during his driving career. Yet despite these impressive achievements, Gary remains modest, approachable and always willing to support others. Perhaps Gary's greatest legacy is the impact he has had on people. Throughout his career he has trained, mentored and influenced countless drivers, managers and operational colleagues. He cares deeply about maintaining the highest standards while ensuring future generations are equipped with the knowledge, skills and professionalism needed to deliver safe and reliable journeys for customers. His calm manner, patient guidance and willingness to share his expertise have earned him the respect of colleagues at every level of the business. Beyond his knowledge and accomplishments, Gary is known for his kindness, integrity and genuine care for those around him. He is a familiar face across the network, a friendly source of advice and reassurance, and someone who always makes time for others. While many people build successful careers, very few leave a legacy that spans generations of colleagues and decades of railway history. Through his leadership, expertise, mentoring and unwavering commitment to safety, Gary Rainbow has helped shape CrossCountry into the business it is today. He is a truly deserving recipient of the Lifetime Achievement Award.

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

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

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

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

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

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.

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

John has recently completed 20 years of service for TfW. It is with great pleasure that I nominate John for the Lifetime Achievement Award in recognition of his outstanding dedication and contribution to the rail industry throughout his career. John has spent many years serving the railway with professionalism, commitment, and an unwavering passion for the industry. As a Dispatcher at Cardiff, he is widely recognised as a fountain of knowledge whose experience and expertise are invaluable to both colleagues and passengers alike. His understanding of station operations, safety requirements, and the practical realities of frontline railway work has been built over decades of dedicated service. What makes John truly exceptional is his willingness to share that knowledge with others. He has played a vital role in supporting and training new starters, helping them develop the skills, confidence, and understanding needed to succeed in their roles. His patient and approachable nature means that colleagues naturally gravitate towards him for advice and guidance, knowing they will receive support from someone who genuinely cares about their development. Throughout his career, John has consistently championed high standards of safety and operational excellence. He understands the importance of getting the basics right and leads by example every day, ensuring that passengers receive a safe and reliable service. His commitment to doing things the right way has earned him the respect of colleagues across the business. Beyond his technical knowledge, John embodies the values of the railway. His dedication, reliability, and pride in his work have made a lasting impression on everyone he has worked with. The knowledge he has passed on to countless colleagues will continue to benefit the railway long into the future, creating a legacy that extends far beyond his own role. He represents the very best of the rail industry, and his lifelong commitment to serving passengers and supporting colleagues makes him a truly deserving recipient of this prestigious award.

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

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

I am nominating Paul Hunt for his 26 years service as Facilities Manager at Leeds Station, delivering soft services including Cleaning, Waste, Pest control and Landscaping. Paul has made a lasting, meaningful, and highly respected contribution to the rail industry over the course of a distinguished career. Throughout that time, Paul has consistently been someone colleagues, customers, and stakeholders could rely upon, regardless of the challenges being faced. Paul has always approached situations with a calm and measured attitude, demonstrating sound judgement, clear thinking, and an unwavering commitment to doing the right thing for both people and the railway. His professionalism, integrity, and dedication have made a significant and positive impact, particularly within the stations environment, where his influence has been felt by many. A defining characteristic of Paul’s career has been his steadfast commitment to safety. He has always placed the wellbeing of colleagues and rail customers at the forefront of every decision, ensuring that high standards were maintained and that risks were carefully considered and effectively managed. Paul’s meticulous approach to record keeping, governance, and operational discipline has provided confidence to those around him and has contributed to the safe and efficient operation of the railway. Paul has never been someone to step back when faced with a challenge. Instead, he has consistently taken ownership of issues, working collaboratively with colleagues to understand problems, identify solutions, and deliver practical outcomes. His ability to remain focused under pressure, coupled with a determination to see matters through to completion, has earned him a reputation as a trusted and dependable leader. Whether dealing with day-to-day operational matters or more complex strategic challenges, Paul has always demonstrated resilience, accountability, and a genuine desire to make a positive difference. His no-nonsense approach, combined with genuine care for others and a deep sense of professionalism, has earned the respect and admiration of colleagues across the industry. Paul has been a mentor, advisor, and role model to many, willingly sharing knowledge and experience to support the development of others. His collaborative style and willingness to engage constructively with people at all levels have helped build strong relationships and foster a culture of trust and mutual respect. Beyond his direct responsibilities, Paul’s contribution has helped drive positive change within the organisations and teams he has served. He has consistently demonstrated a commitment to continuous improvement, seeking better ways of working while never losing sight of the needs of customers, colleagues, and the wider railway. The values he has displayed throughout his career—dedication, integrity, service, and professionalism—have left a lasting legacy that will continue to benefit the industry for years to come. Paul’s career stands as an outstanding example of commitment to Leeds Station. The impact of his work, the respect he has earned from those around him, and the positive difference he has made throughout his career make him an exceptionally worthy recipient of recognition. It feels entirely fitting that Paul’s considerable contribution to the railway industry is acknowledged through such a prestigious award. Unfortunately earlier this year whilst at work Paul suffered a stroke and although making steady progress he is yet to return to his role but the good work and high level of service installed by Paul continues to be delivered by his team.

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."

For 24 years, Rachel has dedicated her career to making the railway stronger, fairer and better for everyone who works within it. She has a deep understand of the railway as a system as she has been on both sides of the 'fence'. Starting her career with CrossCountry as a train manager to now being the operations director for Wales and Borders Network rail. From her first days on the frontline to route-wide operational leadership, she has led with calm authority, practical wisdom and an unwavering commitment to people. Her journey has been built on resilience, hard work and authenticity. She earned respect not through titles, but through showing up, listening, and delivering when it mattered most. Whether leading large teams, driving performance, or supporting colleagues through change, she has become known as a trusted leader who keeps standards high while always putting people first. Through her career Rachel has made an exceptional contribution to championing women in the railway. In environments traditionally dominated by men, she has worked on recruitment, progression and leadership opportunities, mentored many individuals in her own time, and helped create pathways for future generations to thrive. Her approach to inclusion is practical and powerful seen in actions such as securing sanitary bins across remote operational sites, removing barriers many had simply accepted for too long. Alongside all the above Rachel is also a Trustee of the Severn Valley Railway Charitable Trust, and someone who somehow always finds the time and energy to give back to others. Her commitment to the railway goes far beyond her day job which is one of the many reasons she is so respected across the industry. Her legacy is one of service, humility and lasting change. She has transformed lives, inspired hundreds, and improved rail every single day. To me personally Rachel is an inspiration, she is unapologetically herself and is always authentic to who she is. She manages the perfect balance of being kind and empathetic, whilst holding others to account when its needed. She never fails to bring joy into a room and she's certainly someone you want at your table for an awards ceremony! I personally feel incredibly fortunate to have the opportunity to work so closely with her. I deeply admire Rachel's leadership qualities and now she always makes time for people (including myself). She continues to inspire me both professionally and personally and am excited to see what may be in store for the rest of her career!

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.

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

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

It is a privilege to nominate Tim for the Lifetime Achievement Award in recognition of his remarkable 35 plus years of dedicated service to the rail industry. Throughout his career as a Dispatcher, Tim has demonstrated an unwavering commitment to the railway, its passengers, and his colleagues. For more than three decades, he has been a trusted and dependable presence on the frontline, consistently embodying the highest standards of professionalism, safety, and customer service. His dedication to the industry has seen him support passengers and colleagues through periods of significant change, always adapting while maintaining an exceptional level of service. Tim's extensive knowledge and experience have made him a highly respected member of the railway community. Over the years, he has become a valued source of support and guidance for colleagues, willingly sharing his expertise and helping others develop their skills and confidence. His practical knowledge of station operations and dispatch procedures has been built through decades of hands-on experience, making him an invaluable asset to the teams he has worked with. What truly sets Tim apart is his enduring passion for the railway. Even after more than 35 years of service, he continues to approach his role with the same enthusiasm, dedication, and pride that have defined his career. His commitment to ensuring the safe and efficient dispatch of trains has contributed significantly to the smooth running of services and the positive experience of countless passengers. Tim's career is a shining example of long-term dedication and service. He has earned the respect and admiration of colleagues across generations through his reliability, professionalism, and willingness to help others. While his achievements may not always be in the spotlight, his contribution to the day-to-day success of the railway and the lives of those around him has been immeasurable. For more than 35 years of exceptional service as a Dispatcher, his unwavering commitment to safety and customer service, and the lasting impact he has made on colleagues and passengers alike, Tim is a truly deserving recipient of the Lifetime Achievement Award.

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

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

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

The Colchester to Norwich FDM Replacement project renewed communication equipment which formed the back bone of the signalling system on a 70 mile rail line that is vital to the communities of Norfolk and Suffolk. The legacy communication equipment dated from the 1970s and was life expired with the system being unreliable with spares were in short supply. The system to be replaced transmitted vital controls and indications for the signalling system along the entire line of route. As such the solution had to be both reliable and have a high degree of safety integrity. In order to deliver such a complex project a skilled team was built from multiple organisations. Design – AtkinsRéalis, Kier and Network Rail DDAT. Installation - AtkinsRéalis and Kier. Testing and commissioning – Trackwork. Engineering – AtkinsRéalis. Project and Programme Management – AtkinsRéalis and Network Rail. The solution was to recover the legacy equipment and replace it with a modern Internet Protocol (IP) based system. As no cost effective system was available on the UK market, the design team took the decision to utilise the high integrity data transmission functionality of the Frauscher Advanced Axle Counter system. While no axle counters were required by the project, the design team demonstrated ingenuity by repurposing the core of the Frauscher system to fit the needs of the project by using the data transmission on it’s own without the axle counter functionality. Due to the fact the Frauscher system was being used outside it's approved application, the project team worked with Frauscher in Austria to prove the amended system met both the safety and reliability requirements for this specific application. This was successfully achieved and the Product Approval of the system granted. As the footprint of the project was so large, a novel approach to the design, construction and implementation of the project was required. Alterations to the heart of the signalling system such as this would undoubtedly be disruptive to rail operations. To minimise this, existing access windows were utilised to limit disruption to passengers and freight. This resulted in around fifteen commissioning events to make use of these access windows. These commissionings had to be undertaken in a constrained sequence in order to ensure safe operation of the legacy and modern systems simultaneously as they were incrementally changed over. Once the access plan was in place, the design team tailored the designs to meet the access plan. By working as an integrated team and reversing the normal delivery process the team could deliver a solution that minimised disruption to the public and did not require rework to meet the constrained delivery plan. As system as large as this covering so many route miles would require a large amount of lineside cable. There was already a fibre optic cable owned by Network Rail in the area which was used for telecommunications purposes. By working collaboratively with their Network Rail colleagues the design team reached an agreement to utilise this exiting fibre optic cable for both signalling and telecoms functions, a first for the industry at the time. This collaborative approach saved an estimated five million pounds from the project costs. As well as demonstrating high levels of innovation and collaboration, the project team had to demonstrate resilience by dealing with a number of issues during the life of the project. From heavily degraded existing assets which required extra resource at short notice to ensure safe delivery of the works to complex and lengthy worksite deconfliction meetings the team displayed exceptional motivation and perseverance to ensure this project was successfully delivered. The maintainer was engaged throughout the project in order to keep them informed of the changes to the system. The project provided not only the standard diagnostic systems but also Frauscher’s new “Insights” web portal. This allows the maintenance teams to access the system status via a secure web portal without having to attend site. This greatly reduces fault response times and further increases availability of the system. This multi-year project achieved it’s final commissioning in June of this year and as such we believe it is the right time to highlight what has been achieved on the Colchester to Norwich project by multiple companies working together with a common objective. As well as a significantly more reliable railway for the communities of East Anglia, the project leaves as a legacy both a new approach to technology that is revolutionary in the UK rail industry and novel methods of planning and executing signalling projects which historically have been very traditional in their delivery methods.