The UK rail industry is going through a huge transformation. Whether it’s driving digital signalling and decarbonisation, or boosts to customer experience and infrastructure renewal, the challenges that lie ahead require new technologies and new talent.
In order to ensure that transformation can be delivered, the next generation of the rail workforce needs to be agile, diverse, digitally skilled, and connected to the communities that are being served by the network. This progress will not come by accident, however, as there needs to be a sector-wide investment in everything from skills and inclusive recruitment, as well as lifelong learning.
Rail Technology Magazine hosted the Rail Talent 2030 online conference to bring experts together to discuss these very issues, and make sure that everyone is aligned with the key priorities for building tomorrow's rail workforce.
Liz Baldwin – Southern Integrated Delivery Director, Southern Renewals Enterprise
To begin the day, we delved into the future of the rail industry, focusing on the essential topic of talent recruitment and workforce development. This first session saw keynote speaker Liz Baldwin, Director of Southern Integrated Delivery, share her insights into the pressing need for a skilled workforce in an industry that is undergoing significant transformation.
As the UK rail network faces challenges such as digital signalling, decarbonisation, and changing passenger expectations, Liz emphasised the importance of people as the driving force behind these changes. She passionately argued that technology alone cannot move trains; it is the people who operate and maintain the systems that keep everything running smoothly.
One of the key themes of the discussion was the urgent need to attract the next generation into rail careers. Liz highlighted that, while the industry has made strides in recruiting professional roles, there is still a significant gap in providing career pathways for frontline staff. She advocated for a proactive approach to recruitment that reaches out to young people at an early age, even as young as primary school, to spark interest in rail careers.
Diversity and inclusion were also at the forefront of this conversation. Liz shared her commitment to ensuring that the rail industry is representative of the communities it serves. With statistics showing that 25.5% of her team are female and come from ethnic minority backgrounds, she acknowledged that while progress has been made, there is still much work to be done.
The keynote also addressed the role of digital skills in shaping the future of rail. Liz explained how digital upskilling is crucial for attracting young talent who are excited about the opportunities that technology can bring to the industry. By integrating artificial intelligence and digital tools into daily operations, the rail sector can not only improve efficiency but also create new and exciting career opportunities.
Finally, Liz discussed the importance of future leadership in navigating this changing landscape. She encouraged leaders to be inquisitive and open to change, recognising that their actions will either attract or deter potential talent. By embracing innovation and fostering an inclusive culture, the rail industry can position itself as a desirable career choice for the next generation.
Recruiting the next generation
In the first leaders’ debate of the day, we look at the crucial topic of attracting the next generation to the UK rail industry. With an ageing workforce and fierce competition from other sectors, it is imperative that we inspire young people to consider rail as a career destination of choice. The expert panel, featuring Sophie Willmott from Transport for London, Jenni Anderson from the Talent Foundry, Chrisma Jain from Network Rail, and Gloria Gaspard also from Transport for London, shed light on the barriers that prevent young talent from entering the industry.
One of the main issues discussed was the outdated perceptions surrounding rail careers. Sophie highlighted that many young people are unaware of the diverse roles available within the industry, from engineering to customer service, and how these positions can impact society positively. Gloria added that the emotional aspect of making a difference in one’s career is a significant motivator for today’s youth, and it is essential to communicate how rail contributes to sustainability and innovation.
The panel also emphasised the importance of engaging with schools and educators. Jenni pointed out that teachers often lack connections to industries outside of their immediate networks, which limits students’ exposure to potential career paths in rail. By building strong partnerships between schools and rail employers, we can ensure that young people are informed about the exciting opportunities available to them.
The discussion also touched on the role of influencers and social media in shaping perceptions. Sophie suggested that leveraging current role models can help amplify the message about the rewarding careers in rail. As we navigate the preferences of younger generations, it is clear that authenticity and relatability are key to attracting their interest.
As we move forward, the panel agreed that a strategic approach is vital. This includes addressing the skills gap and ensuring that the rail industry is not only seen as a traditional field but also as a tech-enabled, green, and purpose-driven sector. The future workforce will require a blend of technical knowledge and human skills, and it’s crucial that we prepare young people for these evolving demands.
In conclusion, the panel’s insights provided a roadmap for how the rail industry can position itself as a leading career choice for young people. By changing perceptions, enhancing engagement with schools, and showcasing the diverse roles available, we can inspire the next generation to embark on fulfilling careers in rail.
Inclusion and diversity on the tracks
The topic of the second panel discussion of the day was inclusion, diversity, and equality in the rail sector, featuring insights from Raye Fullard, Diversity and Inclusion Manager at the Rail Delivery Group, and Dr. Holly Foss, Equality, Diversity and Inclusion Chair at the School of Engineering, Birmingham Centre for Railway Research and Education.
The conversation began with the recognition that a modern rail network must reflect the society it serves – not just in its destinations but also in its workforce, leadership, and culture. Both experts agreed that inclusion isn't merely a "nice to have" but a strategic imperative. Diverse teams, as they highlight, are proven to make better decisions and solve complex problems more effectively.
Raye emphasised the importance of having a well-structured EDI programme that involves everyone in the organisation, not just the HR department. She pointed out that when employees feel they have a stake in EDI initiatives, they are more likely to commit to the outcomes. Dr. Holly Foss added that EDI strategies must take a multi-faceted approach, focusing not only on minority and underrepresented groups but also challenging the behaviours of majority groups to foster a truly inclusive environment.
As the discussion progressed, the panel addressed the role of charters in promoting EDI. While charters can serve as a valuable tool for visibility and commitment, they must be accompanied by tangible actions to ensure they are not just empty promises. The importance of leadership buy-in is also highlighted, as leaders must model inclusive behaviours and create a culture of psychological safety where all employees feel empowered to contribute.
One of the key takeaways from the session was the need for innovative recruitment strategies to attract a diverse talent pool. Both Raye and Holly stressed the significance of advertising job opportunities in various spaces to reach underrepresented groups and the potential of apprenticeships as a pathway into the industry.
Finally, the discussion concluded with a call to action for the rail sector to embrace EDI not just as a compliance measure but as a means to drive innovation and improve overall business performance. By fostering an inclusive culture, the rail industry can better serve its communities and reflect the diverse society it operates within.
Digital upskilling and AI tools in rail work
As the rail industry stands in the midst of a digital revolution, the conversation around digital upskilling and the integration of AI tools has never been more relevant. In the next leaders’ debate, we explored the transformative changes taking place in the rail sector, featuring insights from industry leaders Paul Leach, Ben Wagenaar, and Jenny Clementson.
The discussion opened with an examination of the current digital landscape within the rail industry. With the introduction of AI, data analytics, and predictive maintenance, the question is no longer whether the workforce will change, but how we can equip individuals to lead this transformation. The panel highlighted the critical importance of designing digital tools with people in mind, ensuring that technology enhances human judgement rather than replaces it.
Ben Wagenaar shared his experiences at HS2, where successful digital adaptation has led to significant project optimizations and cost savings. He emphasised that the key to success lies not just in adopting new technologies, but in fostering a culture of collaboration and critical thinking among the workforce. This sentiment was echoed by Jenny Clementson, who stressed the need for competencies in digital citizenship, ethics, and the social sciences to be included in upskilling programmes.
A significant theme throughout the debate was the importance of critical thinking. As AI becomes increasingly integrated into decision-making processes, the ability to question and critique technology is paramount. The panel discussed various strategies for building digital confidence, including the use of sandboxes and trial environments where employees can engage with new tools without fear of repercussion.
Moreover, the conversation touched on the importance of engaging with educational institutions to inspire the next generation of rail workers. By collaborating with educators, the industry can ensure that students are equipped with the necessary digital skills and domain knowledge to thrive in an evolving landscape.
Looking to the future, the panel acknowledged the challenges posed by AI in terms of entry-level job opportunities. However, they argued that the focus should be on reimagining these roles to provide meaningful experiences that allow individuals to develop critical skills and domain knowledge.
Future leadership in a changing sector
In this enlightening leaders’ debate, panellists delved into the pressing topic of leadership in the rail industry, a sector undergoing significant transformation. With insights from industry leaders Liz Herridge, Neil Robertson, Noel Travers, and Elle Elliot, we explored the essential qualities that define effective leadership today.
As the rail industry faces rapid changes driven by digital transformation and evolving workforce expectations, the need for authentic leadership has never been more critical. Liz Herridge emphasised that being your authentic self is paramount for leaders, especially in times of uncertainty. This authenticity fosters trust and connection among team members, enabling them to navigate the complexities of the sector together.
The discussion also highlighted a fundamental shift in leadership style over the past decade. Elle Elliot pointed out that the focus has moved from control to empowerment. Leaders are now expected to create environments where employees feel valued and engaged, allowing them to contribute meaningfully to the organisation's goals. This human-centred approach not only enhances morale but also drives productivity.
The episode further examined the lessons learned from British Rail's approach to talent development. Noel Travers shared his experiences from his 40-year career, stressing the importance of diverse experiences in shaping well-rounded leaders. He advocated for a systematic approach to developing talent within the industry, ensuring that emerging leaders have access to the right training and opportunities.
As we navigate the complexities of change management, Neil Robertson urged the need for robust communication strategies. He emphasised that leadership during change is not just about having all the answers but fostering an open dialogue that encourages feedback and collaboration. This approach not only helps in managing transitions but also builds a resilient workforce capable of thriving in uncertain times.
Finally, the conversation touched on the importance of well-being and creating safe spaces for growth. Liz highlighted that organisations must allow employees to learn from failures without fear of repercussions. By cultivating a culture of trust and open communication, organisations can empower their teams to innovate and excel.
As the entire day’s discussions proved, the rail industry must be a destination for top quality talent. To listen to the full sessions, and make sure that you don’t miss out on any of the insights passed on by our expert panels, listen on demand here.
