Secretary of State for Transport, Heidi Alexander, notified the House of Commons on Monday 12 October of the Great British Railways (GBR) rolling stock and infrastructure strategy.
Her written statement to Parliament is summarised below:
The strategy establishes a long-term framework for how GBR will plan and deliver rolling stock and the infrastructure that supports it. Through integrated decision-making, clearer priorities and a coordinated pipeline of activity, it will help to secure better outcomes for passengers and taxpayers – increasing the availability of skilled jobs across the UK rail supply chain.
The strategy sets out a whole-system approach to decisions about passenger trains and their supporting infrastructure - setting a clear direction for more consistent fleet specifications that support the passenger experience and improve train reliability. Specifically, future train procurements will be structured around a smaller number of nationally defined ‘fleet families’, with more consistent levels of compatibility and capability across the network, while retaining flexibility to meet the needs of different markets and communities.
GBR will support the transition to a lower-carbon railway, advancing the government’s net-zero objectives, improving local air quality and reducing noise – all while ensuring that future decisions are taken on a whole-life and whole-system value basis. The strategy sets out the practical steps needed to support this transition, such as through electrification and battery-electric trains, which will be deployed to reduce emissions while maintaining reliable and affordable services for passengers.
The strategy will also help to create a more accessible train system, with clearer expectations for level boarding and alighting; accessible toilets; consistent passenger information; reliable Wi-Fi; and spaces for wheelchairs, prams and luggage.
A new approach to fleet ownership and financing is set out in the strategy, with GBR assessing direct ownership of new fleets, leasing and other financing arrangements on a case-by-case basis, rather than relying on a single default model for financing rolling stock. This assessment will determine which approach offers the strongest overall outcome for passengers and taxpayers.
For UK-based manufacturers and suppliers, clarity about future requirements and fewer unnecessary fleet variations will provide a stronger basis on which to invest, retain skills, plan capacity and compete for future work. The strategy will be underpinned by a fleet and infrastructure plan (FIP) as the principal internal mechanism for coordinating rolling stock and related infrastructure activity across the integrated railway. The FIP will support the sharing of appropriate information with the market on forthcoming fleet and infrastructure requirements, helping give suppliers greater confidence to invest and plan.