The development of Great British Railways is one of the most refreshing overhauls of the UK railway system since privatisation in 1993.
As part of the programme, most passenger train operators are expected to move into public ownership by 2027, while 17 fragmented bodies will be consolidated under one unified system. The rail sector is also set to become the third-largest public sector employer in the UK, behind only the NHS and the Armed Forces.
With a more integrated railway, passengers should enjoy more reliable and affordable journeys, while networks should gain clearer control over planning and investment. But reform at this scale will also leave a gulf in the talent and skills needed to deliver it.
To realise reform’s fullest potential, the sector will first need to account for some practical realities. Change is afoot at a time when rail is already grappling with skills shortages, an ageing workforce, digitisation and the ever-present, long-term effects of boom-and-bust investment cycles.
So, the onus now sits with recruitment to plug the skills gap and bring in people who can turn reform into a railway that operates at its best.
Mind the skills gap
The bulk of the work will not be contained within one group, but will encompass everyone from operational specialists and asset managers to programme directors, as well as the wider rail ecosystem, including infrastructure contractors, manufacturers, technology providers, local transport bodies and specialist suppliers.
That means the sector will need people who understand the inner workings of rail. The reality of reform entails tough decision-making, adapting to pressure and understanding how infrastructure, timetabling, procurement and passenger experience all relate to one another.
In recruitment terms, the priority will be to find people with the judgement and context to work in a more integrated railway that still has to deliver safely every day. While there is no silver bullet, drawing on expertise from other sectors, upskilling existing teams and supporting people as they step into bigger roles can make reform more achievable.
The skills cliff edge
The rail workforce is getting slightly younger, but a large share of experienced people are still nearing the later stages of their careers. NSAR’s 2025 workforce findings show that more than 30% of workers are aged 50 or over, and the sector could lose up to 70,000 workers by 2030 through retirement and attrition.
When experienced rail professionals leave, they take years of sector-specific, complex and safety-critical knowledge with them, and it can be difficult to recover that knowledge. Experience built inside the system is harder to replace.
Beyond that, there is also the possibility of a vacuum at senior levels. Rail needs deliberate succession planning, mentoring and knowledge transfer, as well as the confidence to bring in capable people from outside the sector.
Rail reform will redraw rail roles
Rail will always run on deep technical expertise. But, just as importantly, it needs people who can work across disciplines and understand how decisions in one area affect another. That calls for broader perspective, lateral thinking and the ability to see the railway as a connected system.
Strong candidates may come from rail or from adjacent sectors such as aviation, logistics, infrastructure and defence. The common thread is experience in regulated settings: anywhere that prioritises safety, cost, resilience, public accountability and customer experience.
Digital rail, human judgement
Gone are the days when rail could rely on paper-heavy processes, isolated systems and manual workarounds. With digital signalling, asset monitoring, predictive maintenance, automated systems, smart infrastructure and real-time decision tools already reshaping the sector, the skills needed across rolling stock engineering, signalling, operations and asset management are changing quickly.
Innovations such as automated systems and smart infrastructure could require 30,000 workers to be reskilled in specialised rail technologies. That represents a significant growth opportunity, but one that still relies on people knowing how to interpret data quickly and accurately.
Ultimately, technology will always need human judgement: people who can question information, spot patterns, understand operational consequences and act with confidence.
The supply chain is part of the solution
Much of the capacity needed to bring reform to fruition, and to do it well, will involve more than just train operators. Infrastructure partners, technology businesses, rolling stock organisations, contractors and regional transport bodies will also have a significant bearing on its success.
Skills planning has to reflect this wider system. Skills benchmarks, training commitments, apprenticeships and workforce development plans can be built into contracts, creating a more consistent approach to capability across the sector.
How we get back on track
The success of rail reform will be measured in reliability, value for money and, above all, passenger experience. To get trains, supply chains and investment programmes running more smoothly, rail needs to take a closer look at the people behind those outcomes: their judgement, clarity, adaptability and ability to make decisions under pressure.
Those best positioned to take on vital roles such as operations directors, transformation leads or supply chain heads will need to work through the uncertainty that comes with a new operating model.
Rail reform is an exciting opportunity, both for passengers and for the people building the next generation of the railway. Addressing the skills challenges at the centre of it will help make rail a more modern, attractive and passenger-friendly sector for all.
Read more
