If there's one thing we're well accustomed to in the rail industry, it's reform. There always seems to be some reform programme or other ongoing at any given time, each promising greater performance and accountability. The creation of Great British Railways is no exception, though it's a more ambitious reform than most. Much of the debate so far has focused on ownership models and contractual arrangements. These questions matter, but they're not the only ones with a major bearing on whether reform succeeds or fails.
So far, unfortunately, the human impact of change has been much less prominent in the discussion: how it will feel to work under the new system, and how people will experience leadership in practical, everyday terms as services are transferred from private to public ownership. But while the issue of culture might not have ranked all that highly in the conversation thus far, it will have a real impact on whether the rail workforce, at all levels, engages positively with the reform process or quietly disengages from it.
A degree of uncertainty is inevitable during a period of far-reaching structural change such as this one. This isn't simply about whether certain jobs will exist in the future – though obviously this is a very important question for those who might be affected – but also about what those jobs will look like and how much influence individuals will have over their working lives. People worry about their prospects and whether their experience will still be valued. At times of prolonged uncertainty, the risk isn't open resistance so much as gradual, quiet withdrawal.
This is why, at this moment, we must maintain our focus on culture. If Great British Railways is perceived as something imposed on the workforce and done to it rather than being built in cooperation with it, as an industry we risk losing trust at precisely the time we need commitment and collaboration. Reform delivered from the top down cannot foster real engagement, however. For that, we must provide encouraging leadership and a workplace culture where all can contribute.
Rail has traditionally found it easier to talk about assets and infrastructure than attitudes and culture. We're great when we're discussing engineering excellence and performance targets, but we're much less confident when the conversation turns to inclusion, autonomy, personal fulfilment and how leadership might facilitate and enable rather than dictate. As Angie Doll, CEO of GTR, recently explained in an appearance on my Intuitive Insights podcast, focusing solely on "track and train" misses the point that rail is, and always has been, fundamentally about people. Systems don't operate themselves, but instead rely on individuals making judgment calls, solving problems and working together, often under serious pressure.
The challenge for rail isn't that it lacks in capable, talented people but that it hasn't always provided working environments in which everyone can thrive regardless of their personal background. The industry has made headway in this regard, though. The latest workforce survey from the National Skills Academy for Rail revealed that women now make up 18.9% of UK rail's labour force, a figure which reflects genuine progress and sustained effort across recruitment and early career pathways.
However, that headline number only tells part of the story. Representation drops sharply at senior levels, indicating that while more women are entering the industry, relatively few of them are progressing into leadership roles. This raises questions about how women are supported in realising their career ambitions, whether leadership potential is being recognised effectively and whether senior roles are really flexible enough to accommodate the realities of modern women's working lives.
Gender balance, in this sense, is a symptom and a cultural signal. It tells us something important about how inclusive, flexible and adaptable an organisation really is. Cultures that work for women tend to work better for everyone, including men who do not fit into orthodox leadership moulds. This is why diversity should not be reduced to an annual awareness day or a quota in a database or on a piece of paper. It serves as a revealing indicator of the health of an organisation and its working culture.
A recent study from McKinsey reinforces this point. It suggests that women are not looking for preferential treatment, nor are they satisfied with mere symbolic gestures. What they actually want is equality of opportunity and basic fairness, and to work in environments where performance is judged on concrete outcomes rather than presenteeism, or conformity to outdated norms.
Great British Railways presents us with an opportunity to learn these lessons and put them into effect; a chance not just to overhaul structures but to redefine what good leadership should be. GBR's leaders can raise the bar through the behaviours they demonstrate and the standards they set. This has the potential to set a new benchmark for the entire industry.
If the rail industry is serious about reform, then, it has to be every bit as serious about culture. If we get that right, the benefits will go far beyond healthier diversity metrics, including more diverse viewpoints and fresh thinking. But if we get it wrong, even the most meticulously-designed structures will struggle to deliver on their potential.
