It's a landmark year for Britain's railways. The 200th anniversary promises to be truly exciting for a transport innovation which changed the world. As we reflect on the achievements of the last two centuries, our industry gears up for a seismic shift in public policy, one which we all hope is going to deliver the best outcomes for operators, and of course, for paying customers.
In our region the anniversary is even more poignant. North East England gave railways to the world and it's something that we're rightly proud of. It's against this backdrop that we look to the future – hopefully it's one that promises to be bright.
When I started work as the Managing Director at Nexus I was struck by how many people from outside North East England don't know that we have a Metro system up here. It's an undoubted success story. A regional icon. A light rail system which has driven social mobility and cut congestion for 45 years and counting. It's a shining beacon of what can be achieved against all the odds when there's political will to make a difference. A lesson from history - good public transport is the key to success, helping to deliver jobs and growth, and providing vital links across our communities.
If you haven't been to our region before I'd recommend a trip up to experience the new Tyne and Wear Metro trains. Their impact is a microcosm of what we want to see all over the country – modernisation. The new trains have been built for us by Stadler, the Swiss train manufacturer, a firm which is up there among the best train makers in the world. We're getting 46 in total and are pressing ahead with their introduction into customer service this year and next. They're a game changer in terms of comfort, accessibility and reliability. This is the biggest project that we've undertaken since the Metro was built and bringing it to fruition is a key aim over the next two years.
Our other major focus is our MetroGo project – which is a new signalling system on Metro. It's absolutely vital. Signalling is the safety-critical system which underpins the operation of Metro. Without signals we can't run our trains. We've had the same signalling technology since the late 1970s and it needs to be replaced. We are working with analogue technology in a digital era.
We need this new technology to ensure the long-term future and sustainability of Metro and it is the key to any further network expansion, which is vital for local growth, jobs, and connectivity. Extending Metro to Washington, one the UK's largest towns without a railway, remains a longer-term strategic goal too.
Driving diversity
The transport industry needs more diversity and to ensure customers are represented in the workforce. This is a major priority for me at Nexus. Our focus is shifting, from talking about transport and networks, to prioritising people, both the people who use our transport and the people whose skill and dedication keeps them running. A diverse workforce that feels included leads to more engaged and involved colleagues and in turn, offers a better service and experience to our customers, and that's ultimately what it's all about.
We have introduced a robust People and Culture Strategy and a Diversity and Inclusion Strategy, developed with colleagues, these drive our approach. Despite being a very male dominated industry, since 2020, female senior leadership has increased at Nexus from 0 to 50%, that's a stat I'm particularly proud of.
A new approach to employer branding, resourcing and onboarding has also been positively felt across Nexus. We have been able to attract and hire in employees from a diverse range of industries. Our apprentices are performing incredibly well and there has been more career pathways developed through secondments, promotions and project work and there is more positive work to come.
Long term and local thinking
However, all of these improvements and aspirations will only deliver to their full potential if we reset the foundations, certainly in transport but also across the many sectors and opportunities that transport enables. The current outlook across our industry remains challenging.
For a brighter future, short term thinking and funding must be replaced by longer term, aligned and integrated plans for development which are supported by committed funding. The current approach is inefficient and drives suboptimal, siloed decisions. It encourages sticking plasters not solutions. Rather than centralised initiatives, the long term funding and aligned, cross sector plans should be determined at a regional level. Finally, as a delivery organisation and an operator, I want to be accountable. If the customer benefit is proven and the funding is confirmed, I am keen to be allowed to get on and deliver with a light touch oversight.
Combined, this will genuinely mean we can deliver the best services possible for the people who need us, and customer confidence will return. The North East is on this journey and is definitely recognising where we need to be – I truly believe the future is bright.
