The overall purpose of this programme is to make the railways work better as a system in the interests of passengers, freight customers and the UK as a whole.
Andrew Haines
Network Rail Chief Executive, January 2023
“Britain’s railways face challenges like never before. However, I hope we all agree that a prosperous, decarbonised and connected Britain, demands a highly efficient rail system. As leaders in our sector, we hold the keys to unlocking the potential of our railway, by growing a modern network that delivers for our customers and passengers.”
Jacqueline Starr
Rail Delivery Group Chief Executive, March 2024
“Covid-19 has seen many challenges for the railway, but it also presents an opportunity to do things differently and accelerate the reform that industry leaders have long been calling for to create a better railway for our customers.
The aftermath of the pandemic should see our leaders promote and implement change that will encourage a more diverse and inclusive railway which represents the customers we are here to serve, and attracts more people to travel by train.”
Noel Travers
Chair of the Rail Industry Association, August 2024
“The railway is a system and systems do not function well if its constituent parts are not connected. Connected Leaders has been devised to bring leaders from across the industry together to meet, connect, understand the challenges facing the other parts of the industry…working together to respond to those challenges and make the industry more effective at delivering for its Customers and Stakeholders. I would encourage anyone from the supply chain who has been given the opportunity to attend this programme to grasp it and join their industry colleagues in working together to improve our railway system.”
What participants say about the programme
“What I love about Connected Leaders is that it does what it says on the tin. Connected Leaders provides the space and time to help build meaningful cross industry relationships and understanding. It's railway soft power at its best.”
David Leam
Group Director, Communications, Network Rail
“Being invited to participate in the programme felt like an amazing opportunity, and I still feel that way after completing it. The range of participants, in terms of what they do within the railway, their experiences and their backgrounds results in a very rich cohort. The whole system thinking concept is critical to the railway and Connected Leaders brings this to life and then demands that those in the room tackle it with vigour.”
Jo McPhail
Deputy Managing director and HRD, West Midlands Trains
“Being a member of the Connected Leaders programme has presented me with opportunities to contribute towards the industry, increase my network, and gain a far better understanding of the whole system.
The initial 15 month programme was extremely informative and provided me with insights, updates and the opportunity to contribute towards industry change. The continuing alumni events allow all cohorts to come together and collaborate on initiatives which will benefit the system. I am now leading a cross industry working group which is supported by DfT.
You get out of it what you are prepared to put in, so I recommend investing your time and effort; it will be worth it!”
Chris Murray
Project Director, Turner & Townsend
What are the aims for
participating leaders?
Over the course of the programme leaders will
Identify shared challenges, collaborating to drive systematic improvement across the whole sector for the customer.
Develop real insights into how the rail industry works, understanding how the different parts contribute to operational effectiveness.
Build a trusted network of peers, establishing the sustainable relationships needed to meet future challenges.
What kind of people
are in the cohorts?
Participants are senior leaders from every part of the rail sector.
They are managing directors, chief executive officers and senior directors from Network Rail, train operating companies, the Department for Transport, the large Supply Chain organisations and industry bodies.
All of the individuals have significant influence and decision making responsibilities.
What it is...
A collective and collaborative programme that brings leaders together with purpose.
A positive response to multiple calls for a whole-system approach to running the railway.
A vehicle for leaders to come together on a regular basis, have shared experiences, identify collective challenges, and work collaboratively to resolve them.
A powerful way of reinforcing our emerging industry ethos of putting passengers first and building a culture of service excellence through the decisions and actions we take.
Recognition that rail leaders are part of a complex system with multiple interdependencies, operating in a rapidly changing landscape and sharing a common goal - operating a safe, reliable railway that delivers on its promises to passengers and freight users.
A way for leaders to develop real insights into the work of other organisations, appreciating how each contributes to an effective railway and how the whole is greater than the sum of its parts.
A chance to test out solutions to real problems, learn quickly and spread good practice across the industry.
An opportunity for leaders to build a trusted network of peers, establishing the sustainable relationships needed to meet future challenges.
Something that is “done by” leaders for their service, their people and their passengers/freight users.
What it is not...
An individual leadership development programme.
A substitute for the existing high-quality leadership programmes running in different industry organisations.
An academic or theoretical programme leading to a qualification.
A talking shop.
People listening to lectures/being taught.
Linked to the Apprenticeship levy.
A sheep-dip with each group of participants having exactly the same experience.
A set of fixed outcomes/targets to be achieved.
Internally focused on any one company’s issues.
Something that is “done to” leaders.
Programme Map
Cohorts of 24 leaders from across the rail sector working together over approximately 13 months
Whole cohort experiences
Virtual sessions and real-life events
Working on industry challenges
Systems thinking, industry challenges, GBR and Rail reform
Online resources
These will be built over time
Leadership briefing packs
on key knowledge areas
Industry papers, current articles,
thought leadership pieces
Access to chat rooms and
social learning options
