We might not have all the pieces, but we have enough to make a very good start. Let’s begin transforming the UK rail industry
On 15th September 1830, a journey between two neighbouring cities took place and changed the world. The opening of the Liverpool and Manchester Railway, though marred by the tragic death of Liverpool MP William Huskisson, proved to be a catalyst for an industrial, social and economic revolution. Travel between these two dynamic cities was greatly simplified, helping to redefine the way they – and, in time, the rest of the country – connected, moved and worked.
Nearly two centuries later, the world is inevitably very different. But the significance of that first inter-city passenger railway, and the pioneering spirit behind it, has a very contemporary resonance. A series of initiatives, including Rocket: All Aboard – led by Manchester Histories and its CEO, Karen Shannon – are reflecting on two centuries of rail in Britain. The National Railway Museum, meanwhile, is marking its own 50th anniversary, another reminder of UK rail’s rich history.
These milestones are more than mere exercises in nostalgia. They invite us to
address a fundamental question in the here and now: how can the railway serve as a transformative force for the next 200 years? What will it take to achieve that? Because while the past was defined by engineering brilliance and industrial ambition, the future will depend on something more fundamental – people.
A legacy that shaped a nation
The original Liverpool to Manchester line did much more than move passengers from A to B. It linked the world-leading textiles powerhouse of Manchester with the bustling seaport of Liverpool, the gateway to the Atlantic. It thus enabled goods to reach markets faster and more efficiently, catalysing new patterns of work, commerce and urban development. It changed the way people thought about distance and possibility. Rail became a vehicle for economic mobility and social change.
That same route – still in use and still among the busiest in the UK – remains a crucial artery in the North’s transport network. Once again, it is at the heart of a project designed to remake the future. The Liverpool Manchester Railway Board, chaired by former rail minister Huw Merriman and backed by Greater Manchester mayor Andy Burnham and Liverpool City Region mayor Steve Rotheram, is championing a new high-speed connection between the two cities. The vision is straightforward: faster, more frequent journeys and closer economic integration to stimulate regional investment.
But translating that vision into reality is proving challenging to say the least. Northern Powerhouse Rail, the wider programme of which this project is one part, has faced delays and shifting political priorities. While the government has reiterated its commitment to the scheme, uncertainty over timelines and funding persists. It is a reminder that, as in 1830, ambition isn’t enough on its own. Also required are leadership, collaboration and, above all, people with the requisite skills, passion and perseverance to make change happen.
Rail at a crossroads
The UK rail industry is at a moment which could prove pivotal for its long-term future. On one hand, it remains a vital public service, moving millions of people and billions of pounds’ worth of freight every year. On the other, it is grappling with profound structural and cultural challenges that threaten to undermine its resilience.
The most visible of these is economic. Years of inadequate investment, compounded by shifting travel patterns and the post-pandemic rebound in passenger numbers, have added to the pressure on UK rail and raised questions about where its funding is going to come from. Political uncertainty has further complicated long-term planning, with projects like HS2 scaled back and infrastructure upgrades repeatedly having the can kicked down the road (or railway).
Technology is another critical factor. Decarbonisation, digital signalling, automation and the need for seamless integration with other modes of transport are all reshaping what a modern railway must deliver. Yet innovation involves more than introducing new systems; it needs a workforce equipped to operate and maintain them. Here, too, rail faces a major challenge. Significant numbers of the industry’s existing workforce are approaching retirement, with skills shortages already being felt in areas such as signalling, engineering and project management. This risks hindering our progress.
Then there’s the public the industry serves. Passenger expectations have shifted dramatically in a relatively short space of time. Travellers today expect reliability, comfort and environmental sustainability as well as improved value for money. They want rail to be part of a coherent, joined-up system, not an outdated relic from a bygone era. Meeting those expectations requires more than operational tweaks; it calls for a culture shift across the entire sector.
Anniversaries matter because they give us the opportunity to pause and reflect
There is a common thread that connects these multi-faceted challenges. They aren’t just technical or financial, but about people: the people who build, operate and use the railway. There is often a tendency to assume that new technology can work miracles all by itself. But if UK rail is to thrive for another 200 years or more, it is people who must be its primary focus.
Putting people at the heart of rail
The launch video for Rocket: All Aboard includes a simple but profound line: “It’s not just about trains – it’s about us.” Indeed it is. That message should be the rallying cry for the modern rail industry as it faces up to the challenges of today and braces itself for those of the future.
First and foremost, it’s about the workforce. The skills challenge we currently face isn’t unique to rail, but this industry does feel it especially acutely. Addressing it will require strategic nous and a coordinated effort, including investing in STEM, creating clearer career pathways and embracing diversity as a source of new ideas. Attracting younger workers, particularly those with digital and green technology expertise, is vital. So too is reskilling the existing railway workforce.
It’s also about leadership and collaboration. Major projects like the new Liverpool-Manchester line cannot succeed without unity of purpose between local authorities, central government, transport bodies and the private sector. Leaders need to look beyond short-term political cycles and develop a shared vision for the future of rail, one that places social value and long-term impact at its core. The partnership between Huw Merriman, Andy Burnham and Steve Rotheram is a good example of collaborative leadership, but it must be replicated and scaled nationwide.
Also, critically, it’s about passengers and their communities. Too often, strategies for rail are developed from the inside out, as it were – focusing on assets, services and infrastructure. By contrast, a people-centred approach starts with understanding how people live, travel and connect, then designing services around those needs. That involves thinking about accessibility, affordability, reliability and inclusivity. It also means recognising rail’s role beyond transport, as a driver of regional regeneration and opportunity, and in raising quality of life.
Lessons from history
When the Liverpool and Manchester Railway opened in 1830, it was more than an impressive feat of engineering. It was an integral part of a much broader transformation. The arrival of the railway changed the way people lived and worked. It powered industries, created jobs and expanded horizons from the local to the international. In short, it changed lives in a fundamental way.
This is the benchmark we should set for ourselves today. The new generation of railway projects, from HS2 to Northern Powerhouse Rail and beyond, must aim not only to move people more quickly and reliably from place to place, but to improve the society in which they are embedded. This means we need to think differently about what we value and how; not narrowly in terms of journey times and balance sheets, important though they are, but also skills, inclusion and connectivity.
It also means redefining success itself. Success is a workforce that reflects the diversity of the public it serves. It’s leadership that prizes collaboration and the long-term horizon above competition and short-termism. It’s passengers choosing rail as their preferred mode of transportation – because they want to, not because they have no feasible alternative. It’s a railway that, like that of the 19th century, drives social and economic progress for generations to come.
The next 200 years
Anniversaries matter because they give us the opportunity to pause and reflect, both on where we’ve been and where we might be going. As the celebrations of 200 years of rail in Britain draw to a conclusion, the industry stands on the brink of a new era, one that presents incredible opportunities; to connect communities, to drive decarbonisation, to foster investment and boost productivity, to transform – once more – how people live and move.
But realising that potential won’t come from steel and sleepers on their own. It’ll come from people: the engineers and planners designing the network of the future, the drivers and guards delivering daily services, the station staff helping passengers make their way, the industry leaders and politicians shaping strategic decisions, and the passengers on whose trust and loyalty the entire industry’s fate ultimately rests.
Rail transformed this country once before. If we value the contributions of our people – at all levels – as they ought to be valued, it can do so once again.
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.
‘It’s not just about trains – it’s about us’
by Passenger Transport on Oct 20, 2025 • 11:38 am No CommentsWe might not have all the pieces, but we have enough to make a very good start. Let’s begin transforming the UK rail industry
On 15th September 1830, a journey between two neighbouring cities took place and changed the world. The opening of the Liverpool and Manchester Railway, though marred by the tragic death of Liverpool MP William Huskisson, proved to be a catalyst for an industrial, social and economic revolution. Travel between these two dynamic cities was greatly simplified, helping to redefine the way they – and, in time, the rest of the country – connected, moved and worked.
Nearly two centuries later, the world is inevitably very different. But the significance of that first inter-city passenger railway, and the pioneering spirit behind it, has a very contemporary resonance. A series of initiatives, including Rocket: All Aboard – led by Manchester Histories and its CEO, Karen Shannon – are reflecting on two centuries of rail in Britain. The National Railway Museum, meanwhile, is marking its own 50th anniversary, another reminder of UK rail’s rich history.
These milestones are more than mere exercises in nostalgia. They invite us to
address a fundamental question in the here and now: how can the railway serve as a transformative force for the next 200 years? What will it take to achieve that? Because while the past was defined by engineering brilliance and industrial ambition, the future will depend on something more fundamental – people.
A legacy that shaped a nation
The original Liverpool to Manchester line did much more than move passengers from A to B. It linked the world-leading textiles powerhouse of Manchester with the bustling seaport of Liverpool, the gateway to the Atlantic. It thus enabled goods to reach markets faster and more efficiently, catalysing new patterns of work, commerce and urban development. It changed the way people thought about distance and possibility. Rail became a vehicle for economic mobility and social change.
That same route – still in use and still among the busiest in the UK – remains a crucial artery in the North’s transport network. Once again, it is at the heart of a project designed to remake the future. The Liverpool Manchester Railway Board, chaired by former rail minister Huw Merriman and backed by Greater Manchester mayor Andy Burnham and Liverpool City Region mayor Steve Rotheram, is championing a new high-speed connection between the two cities. The vision is straightforward: faster, more frequent journeys and closer economic integration to stimulate regional investment.
But translating that vision into reality is proving challenging to say the least. Northern Powerhouse Rail, the wider programme of which this project is one part, has faced delays and shifting political priorities. While the government has reiterated its commitment to the scheme, uncertainty over timelines and funding persists. It is a reminder that, as in 1830, ambition isn’t enough on its own. Also required are leadership, collaboration and, above all, people with the requisite skills, passion and perseverance to make change happen.
Rail at a crossroads
The UK rail industry is at a moment which could prove pivotal for its long-term future. On one hand, it remains a vital public service, moving millions of people and billions of pounds’ worth of freight every year. On the other, it is grappling with profound structural and cultural challenges that threaten to undermine its resilience.
The most visible of these is economic. Years of inadequate investment, compounded by shifting travel patterns and the post-pandemic rebound in passenger numbers, have added to the pressure on UK rail and raised questions about where its funding is going to come from. Political uncertainty has further complicated long-term planning, with projects like HS2 scaled back and infrastructure upgrades repeatedly having the can kicked down the road (or railway).
Technology is another critical factor. Decarbonisation, digital signalling, automation and the need for seamless integration with other modes of transport are all reshaping what a modern railway must deliver. Yet innovation involves more than introducing new systems; it needs a workforce equipped to operate and maintain them. Here, too, rail faces a major challenge. Significant numbers of the industry’s existing workforce are approaching retirement, with skills shortages already being felt in areas such as signalling, engineering and project management. This risks hindering our progress.
Then there’s the public the industry serves. Passenger expectations have shifted dramatically in a relatively short space of time. Travellers today expect reliability, comfort and environmental sustainability as well as improved value for money. They want rail to be part of a coherent, joined-up system, not an outdated relic from a bygone era. Meeting those expectations requires more than operational tweaks; it calls for a culture shift across the entire sector.
There is a common thread that connects these multi-faceted challenges. They aren’t just technical or financial, but about people: the people who build, operate and use the railway. There is often a tendency to assume that new technology can work miracles all by itself. But if UK rail is to thrive for another 200 years or more, it is people who must be its primary focus.
Putting people at the heart of rail
The launch video for Rocket: All Aboard includes a simple but profound line: “It’s not just about trains – it’s about us.” Indeed it is. That message should be the rallying cry for the modern rail industry as it faces up to the challenges of today and braces itself for those of the future.
First and foremost, it’s about the workforce. The skills challenge we currently face isn’t unique to rail, but this industry does feel it especially acutely. Addressing it will require strategic nous and a coordinated effort, including investing in STEM, creating clearer career pathways and embracing diversity as a source of new ideas. Attracting younger workers, particularly those with digital and green technology expertise, is vital. So too is reskilling the existing railway workforce.
It’s also about leadership and collaboration. Major projects like the new Liverpool-Manchester line cannot succeed without unity of purpose between local authorities, central government, transport bodies and the private sector. Leaders need to look beyond short-term political cycles and develop a shared vision for the future of rail, one that places social value and long-term impact at its core. The partnership between Huw Merriman, Andy Burnham and Steve Rotheram is a good example of collaborative leadership, but it must be replicated and scaled nationwide.
Also, critically, it’s about passengers and their communities. Too often, strategies for rail are developed from the inside out, as it were – focusing on assets, services and infrastructure. By contrast, a people-centred approach starts with understanding how people live, travel and connect, then designing services around those needs. That involves thinking about accessibility, affordability, reliability and inclusivity. It also means recognising rail’s role beyond transport, as a driver of regional regeneration and opportunity, and in raising quality of life.
Lessons from history
When the Liverpool and Manchester Railway opened in 1830, it was more than an impressive feat of engineering. It was an integral part of a much broader transformation. The arrival of the railway changed the way people lived and worked. It powered industries, created jobs and expanded horizons from the local to the international. In short, it changed lives in a fundamental way.
This is the benchmark we should set for ourselves today. The new generation of railway projects, from HS2 to Northern Powerhouse Rail and beyond, must aim not only to move people more quickly and reliably from place to place, but to improve the society in which they are embedded. This means we need to think differently about what we value and how; not narrowly in terms of journey times and balance sheets, important though they are, but also skills, inclusion and connectivity.
It also means redefining success itself. Success is a workforce that reflects the diversity of the public it serves. It’s leadership that prizes collaboration and the long-term horizon above competition and short-termism. It’s passengers choosing rail as their preferred mode of transportation – because they want to, not because they have no feasible alternative. It’s a railway that, like that of the 19th century, drives social and economic progress for generations to come.
The next 200 years
Anniversaries matter because they give us the opportunity to pause and reflect, both on where we’ve been and where we might be going. As the celebrations of 200 years of rail in Britain draw to a conclusion, the industry stands on the brink of a new era, one that presents incredible opportunities; to connect communities, to drive decarbonisation, to foster investment and boost productivity, to transform – once more – how people live and move.
But realising that potential won’t come from steel and sleepers on their own. It’ll come from people: the engineers and planners designing the network of the future, the drivers and guards delivering daily services, the station staff helping passengers make their way, the industry leaders and politicians shaping strategic decisions, and the passengers on whose trust and loyalty the entire industry’s fate ultimately rests.
Rail transformed this country once before. If we value the contributions of our people – at all levels – as they ought to be valued, it can do so once again.
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.
DON’T MISS OUT – GET YOUR COPY! – click here to subscribe!