The establishment of Great British Railways provides a unique opportunity to reshape and, in certain areas, reset the rail industry
We are at a pivotal moment for the UK rail industry. With the creation of Great British Railways (GBR) and the imminent renationalisation of passenger services, the sector has an opportunity to set itself on a firm footing for years to come – laying the foundations of long-term success.
But while much of the discussion has centred on structural reform – who owns and runs services, new routes and upgrades of existing ones – one of the most critical factors has been largely overlooked so far: culture. Yet without addressing the sector’s deep-rooted cultural challenges, even well-designed and well-intentioned reforms are likely to fall short of their full transformative potential.
The sector’s working culture, the values the industry upholds and the mentality with which we approach challenges must all be at the forefront of our minds as we embark on this process of reform and renewal. Rail needs more than policy tweaks – it needs a fundamental shift in mindset, leadership and workforce engagement to ensure the sector is well placed for success.
Breaking down barriers
For too long, the UK rail industry has been hindered and held back by entrenched ways of working. Silos between service operators, infrastructure managers, regulators and policymakers have fostered inefficiencies, while also hindering innovation and cross-sector collaboration. These cultural barriers have also contributed to employee disengagement and the talent shortages that now pose a serious and urgent problem for the entire industry.
We need to ensure that UK rail is aligned with the long-term interests of passengers, as well as its employees. Indeed, there is much common ground between them – both sides of the equation want to see a railway that works well for everyone concerned. Another key cultural challenge hindering this, however, is fragmentation. The division between train operating companies, Network Rail and government agencies has created an environment where competing priorities undermine collaboration.
This disjointed approach has exacerbated inefficiencies in service delivery, in addition to impacting investment decisions and hampering long-term planning. Integrating services under the GBR umbrella has the potential to address some of these issues, but cultural resistance to integration and cooperation must also be addressed. If different arms of the industry continue to operate in isolation from each other, true transformation will remain out of reach.
A new leadership approach
Leadership within the UK rail industry also needs to rethink its approach. Specifically, there is a real need to go beyond top-down decision-making. Many of the biggest challenges facing the sector require broader, cross-functional collaboration, yet its leaders too often remain isolated within their particular sphere of responsibility.
The transition to GBR presents us with the opportunity to rethink leadership roles and what they should involve, making them more inclusive, dynamic and responsive. A culture of transparency and accountability should be embedded at all levels – leadership included. Decision-makers must therefore be willing to engage with and really listen to frontline staff, taking their views seriously, as they have insights derived from real-world experience that could be invaluable in helping the industry to identify practical solutions. Employees at every level must feel that their contributions matter and that they have a genuine stake in the success of the sector.
Also, while senior leadership is tasked with deciding priorities and setting the tone, middle-ranking managers too have an important role to play in driving cultural change. These managers are responsible for translating strategic goals into day-to-day practice, which is vital if new initiatives are to gain traction. Investing in leadership training and equipping mid-ranking managers with the tools to foster a positive workplace culture is an essential part of UK rail’s broader transformation.
Embracing change
One of the most persistent challenges in the rail industry has been a hesitance to embrace change. While other industries have rapidly adapted to new technologies and modes of working, rail has been comparatively slower to modernise. Digital transformation, data-driven decision-making and customer-focused service models must be at the centre of how the industry serves passengers.
In this area too, there needs to be a cultural shift in how innovation is viewed. Experimentation and (calculated) risk-taking should be encouraged rather than frowned on. Trialling new service models, incorporating sustainable practices and leveraging technologies such as artificial intelligence should all have a role to play in the rail industry’s future strategy.
There are valuable lessons to be learned from other industries such as aviation, logistics and retail, which have made a great success of implementing customer-centric, technology-driven innovations. Applying best practices drawn from these sectors can help UK rail modernise its own service delivery, improve efficiency and – crucially – enhance the passenger experience.
Diversity and inclusion
Diversity and inclusion represent yet another vital aspect of the rail industry’s much-needed culture shift. Despite real efforts to boost recruitment among younger and marginalised groups, rail remains a male-dominated industry where women, people from ethnic minority communities and younger workers all remain underrepresented.
This lack of diversity doesn’t just mean that the rail workforce isn’t always truly representative of the public the industry serves. It also limits the sector’s ability to attract new talent – which, with an ageing workforce and burgeoning skills shortages, it urgently needs to do – and stifles the fresh perspectives needed to fuel progress.
Rail must become a career destination of choice for a much broader demographic
Rail must become a career destination of choice for a much broader demographic. Diversity and inclusion must be regarded as more than a mere tick-box exercise, or an obligation – it is a legal, practical and moral necessity. This means actively investing in outreach programmes and other initiatives that reach marginalised groups. Rail has certainly made some progress in this area – for example, the work being done in partnership with The Purpose Coalition, Rebuilding Futures Alliance and Beyond Barriers – and there are many industry leaders firmly committed to diversity, but there is much further still to go.
Attracting diverse talent into the rail industry requires a renewed effort to emphasise the sheer variety of career opportunities available. From driving and engineering to data analytics, marketing and customer service and beyond, few sectors offer the huge range of careers that rail does. But this is often not recognised by the public. Outreach drives and partnerships with schools and colleges can help shift perceptions and inspire the next generation of rail workers to join the industry. Also, embracing different ‘routes to market’, such as the use of social media channels, can help showcase the wide variety of roles available and help to project a more positive image of the sector.
Employee wellbeing
Workplace culture has a huge bearing on job satisfaction and employee retention. Ultimately, if you don’t find your job fulfilling or you aren’t happy with the culture in your workplace, you probably won’t stick around for too long. If rail is to bring in the talent that it needs, therefore, it must place employee satisfaction and wellbeing at the heart of its cultural transformation.
This goes beyond financial incentives. Employers in the rail industry must focus on creating healthy working environments for all, offering career development opportunities and fostering a genuine sense of belonging. Mental health support, more flexible working arrangements and professional growth programmes should be standard practice, not optional extras.
A workplace culture that promotes psychological safety – where employees feel comfortable speaking up, sharing ideas and generally being prepared to challenge the status quo – leads to higher engagement. Encouraging open discussions can help to prevent grievances from festering before coming to the boil, driving meaningful improvements in job satisfaction.
Time to act
The UK rail industry cannot afford to wait and hope for change to happen organically, of its own accord. It must be actively pursued, championed by ambitious and dynamic leadership, and embedded into every aspect of the sector’s operations.
The establishment of Great British Railways provides us with a unique opportunity to reshape and, in certain areas, reset the rail industry. But success hinges on more than structural reform – it will inevitably depend on a collective commitment to changing the way rail operates, engages with its workforce and serves communities across the length and breadth of the UK. Cultural transformation, then, is not a luxury – it is a necessity and a matter of great urgency. If UK rail is to remain relevant and resilient in the years to come, the time for change is now. It is up to the industry’s leaders to grab the opportunity that they are being presented with.
ABOUT THE AUTHOR: Nina Lockwood is CEO of Intuitive Talent Solutions and has specialised in recruiting talented leaders for over 20 years. For seven years, Nina has chaired the Outstanding Personal Contribution category for the National Rail Awards and judged the Outstanding Teamwork category. She also sits on the Women in Rail North West Committee and is a mentor for the Women in Transport Mentoring Scheme.
This story appears inside the latest issue of Passenger Transport.
Culture: the missing piece in rail reform
by Passenger Transport on Apr 17, 2025 • 6:49 pm No CommentsThe establishment of Great British Railways provides a unique opportunity to reshape and, in certain areas, reset the rail industry
We are at a pivotal moment for the UK rail industry. With the creation of Great British Railways (GBR) and the imminent renationalisation of passenger services, the sector has an opportunity to set itself on a firm footing for years to come – laying the foundations of long-term success.
But while much of the discussion has centred on structural reform – who owns and runs services, new routes and upgrades of existing ones – one of the most critical factors has been largely overlooked so far: culture. Yet without addressing the sector’s deep-rooted cultural challenges, even well-designed and well-intentioned reforms are likely to fall short of their full transformative potential.
The sector’s working culture, the values the industry upholds and the mentality with which we approach challenges must all be at the forefront of our minds as we embark on this process of reform and renewal. Rail needs more than policy tweaks – it needs a fundamental shift in mindset, leadership and workforce engagement to ensure the sector is well placed for success.
Breaking down barriers
For too long, the UK rail industry has been hindered and held back by entrenched ways of working. Silos between service operators, infrastructure managers, regulators and policymakers have fostered inefficiencies, while also hindering innovation and cross-sector collaboration. These cultural barriers have also contributed to employee disengagement and the talent shortages that now pose a serious and urgent problem for the entire industry.
We need to ensure that UK rail is aligned with the long-term interests of passengers, as well as its employees. Indeed, there is much common ground between them – both sides of the equation want to see a railway that works well for everyone concerned. Another key cultural challenge hindering this, however, is fragmentation. The division between train operating companies, Network Rail and government agencies has created an environment where competing priorities undermine collaboration.
This disjointed approach has exacerbated inefficiencies in service delivery, in addition to impacting investment decisions and hampering long-term planning. Integrating services under the GBR umbrella has the potential to address some of these issues, but cultural resistance to integration and cooperation must also be addressed. If different arms of the industry continue to operate in isolation from each other, true transformation will remain out of reach.
A new leadership approach
Leadership within the UK rail industry also needs to rethink its approach. Specifically, there is a real need to go beyond top-down decision-making. Many of the biggest challenges facing the sector require broader, cross-functional collaboration, yet its leaders too often remain isolated within their particular sphere of responsibility.
The transition to GBR presents us with the opportunity to rethink leadership roles and what they should involve, making them more inclusive, dynamic and responsive. A culture of transparency and accountability should be embedded at all levels – leadership included. Decision-makers must therefore be willing to engage with and really listen to frontline staff, taking their views seriously, as they have insights derived from real-world experience that could be invaluable in helping the industry to identify practical solutions. Employees at every level must feel that their contributions matter and that they have a genuine stake in the success of the sector.
Also, while senior leadership is tasked with deciding priorities and setting the tone, middle-ranking managers too have an important role to play in driving cultural change. These managers are responsible for translating strategic goals into day-to-day practice, which is vital if new initiatives are to gain traction. Investing in leadership training and equipping mid-ranking managers with the tools to foster a positive workplace culture is an essential part of UK rail’s broader transformation.
Embracing change
One of the most persistent challenges in the rail industry has been a hesitance to embrace change. While other industries have rapidly adapted to new technologies and modes of working, rail has been comparatively slower to modernise. Digital transformation, data-driven decision-making and customer-focused service models must be at the centre of how the industry serves passengers.
In this area too, there needs to be a cultural shift in how innovation is viewed. Experimentation and (calculated) risk-taking should be encouraged rather than frowned on. Trialling new service models, incorporating sustainable practices and leveraging technologies such as artificial intelligence should all have a role to play in the rail industry’s future strategy.
There are valuable lessons to be learned from other industries such as aviation, logistics and retail, which have made a great success of implementing customer-centric, technology-driven innovations. Applying best practices drawn from these sectors can help UK rail modernise its own service delivery, improve efficiency and – crucially – enhance the passenger experience.
Diversity and inclusion
Diversity and inclusion represent yet another vital aspect of the rail industry’s much-needed culture shift. Despite real efforts to boost recruitment among younger and marginalised groups, rail remains a male-dominated industry where women, people from ethnic minority communities and younger workers all remain underrepresented.
This lack of diversity doesn’t just mean that the rail workforce isn’t always truly representative of the public the industry serves. It also limits the sector’s ability to attract new talent – which, with an ageing workforce and burgeoning skills shortages, it urgently needs to do – and stifles the fresh perspectives needed to fuel progress.
Rail must become a career destination of choice for a much broader demographic. Diversity and inclusion must be regarded as more than a mere tick-box exercise, or an obligation – it is a legal, practical and moral necessity. This means actively investing in outreach programmes and other initiatives that reach marginalised groups. Rail has certainly made some progress in this area – for example, the work being done in partnership with The Purpose Coalition, Rebuilding Futures Alliance and Beyond Barriers – and there are many industry leaders firmly committed to diversity, but there is much further still to go.
Attracting diverse talent into the rail industry requires a renewed effort to emphasise the sheer variety of career opportunities available. From driving and engineering to data analytics, marketing and customer service and beyond, few sectors offer the huge range of careers that rail does. But this is often not recognised by the public. Outreach drives and partnerships with schools and colleges can help shift perceptions and inspire the next generation of rail workers to join the industry. Also, embracing different ‘routes to market’, such as the use of social media channels, can help showcase the wide variety of roles available and help to project a more positive image of the sector.
Employee wellbeing
Workplace culture has a huge bearing on job satisfaction and employee retention. Ultimately, if you don’t find your job fulfilling or you aren’t happy with the culture in your workplace, you probably won’t stick around for too long. If rail is to bring in the talent that it needs, therefore, it must place employee satisfaction and wellbeing at the heart of its cultural transformation.
This goes beyond financial incentives. Employers in the rail industry must focus on creating healthy working environments for all, offering career development opportunities and fostering a genuine sense of belonging. Mental health support, more flexible working arrangements and professional growth programmes should be standard practice, not optional extras.
A workplace culture that promotes psychological safety – where employees feel comfortable speaking up, sharing ideas and generally being prepared to challenge the status quo – leads to higher engagement. Encouraging open discussions can help to prevent grievances from festering before coming to the boil, driving meaningful improvements in job satisfaction.
Time to act
The UK rail industry cannot afford to wait and hope for change to happen organically, of its own accord. It must be actively pursued, championed by ambitious and dynamic leadership, and embedded into every aspect of the sector’s operations.
The establishment of Great British Railways provides us with a unique opportunity to reshape and, in certain areas, reset the rail industry. But success hinges on more than structural reform – it will inevitably depend on a collective commitment to changing the way rail operates, engages with its workforce and serves communities across the length and breadth of the UK. Cultural transformation, then, is not a luxury – it is a necessity and a matter of great urgency. If UK rail is to remain relevant and resilient in the years to come, the time for change is now. It is up to the industry’s leaders to grab the opportunity that they are being presented with.
ABOUT THE AUTHOR: Nina Lockwood is CEO of Intuitive Talent Solutions and has specialised in recruiting talented leaders for over 20 years. For seven years, Nina has chaired the Outstanding Personal Contribution category for the National Rail Awards and judged the Outstanding Teamwork category. She also sits on the Women in Rail North West Committee and is a mentor for the Women in Transport Mentoring Scheme.
This story appears inside the latest issue of Passenger Transport.
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