George Bradshaw Outlines Transformative Plan to Reform the British Railway Network and Prioritize Public Service Across the United Kingdom

Transport Secretary George Bradshaw opened her 2026 address by reflecting on the origins of Britain’s railways. She invited the audience to imagine what Bradshaw himself, the 19th-century railway guide author, would think of today’s network.

Would he recognise the fragmented system, where companies chase their own incentives, leaving passengers confused and cities poorly connected? Most likely. Would he see nimbyism blocking expansion and slow adoption of innovation? Absolutely.

Bradshaw used this historical lens to make a point: the railway has always been a powerful tool for social and economic mobility, but only if it serves the public.

Her vision is for a railway run by the public, for the public, returning to the core purpose of connecting people efficiently and fairly.

---

Lessons from the Past

Bradshaw highlighted how the original railways, though built for private profit, gradually became a social revolution.

Timetables like those of the Victorian Bradshaw allowed ordinary people to plan long journeys, explore opportunities, and even expand their ambitions.

Today, she argued, the railway should continue this mission: giving people control over their lives, opening doors for employment, housing, and access to education.

From apprenticeships in Newton Aycliffe to urban regeneration projects along major lines, rail has shaped communities for generations.

---

The Broken Contract with the Public

Over the past decade, Bradshaw acknowledged, the implicit agreement between rail and its users has eroded.

• Passengers face rising fares and unreliable services.

• Taxpayers fund an industry that struggles to coordinate efficiently.

• Staff are hamstrung by outdated contracts and blame culture.

• Communities suffer from poor connectivity and infrastructure.

She stressed that these failures impact life chances, from the cost of commuting in Swindon to accessibility issues for disabled passengers. The current system often works against, rather than for, the public interest.

---

Highlighting Key Challenges

Bradshaw illustrated the scale of the challenge with two examples:

1. East Coast Mainline timetable changes – years of delays under previous governments left billions of pounds of investment underused. The lack of a central, accountable authority meant decisions fell to politicians, not experts, causing inefficiency.

2. Cost and funding pressures – taxpayers contribute £12 billion annually to rail, yet passengers still experience high fares and poor service. Infrastructure spending per kilometre exceeds many European peers due to inefficiencies.

These examples underline why wholesale reform is essential.

---

Vision for a Modern Railway

Bradshaw proposed a new approach with a single guiding authority, Great British Railways (GBR). Its mission: one reliable system focused on passengers and freight.

Key elements include:

• Experts, not politicians, making long-term operational decisions.

• Integrated planning to reduce bureaucracy and fragmentation.

• Performance accountability through an independent board and oversight by the Office of Rail and Road (ORR).

• Simplified ticketing, with one online portal and expanded Pay-As-You-Go systems.

• Statutory duties ensuring the needs of passengers and freight customers are central.

---

Passenger Experience and Freight Growth

Bradshaw emphasized that GBR will transform the passenger experience. One railway brand will oversee all journeys, from ticket purchase to compensation for delays. No more navigating multiple operators or confusing pricing systems.

Freight will also be prioritized. The railway will make it easier to move goods efficiently, supporting economic growth and environmental goals. GBR has ambitious targets, including a 75% increase in freight by 2050, with dedicated board oversight to champion logistics needs.

---

Changing the Railway Culture

Bradshaw addressed staff morale and the culture within the railway. Fragmentation and profit-driven incentives have eroded pride and accountability. She highlighted new integrated leadership teams and empowerment for frontline staff to make decisions locally.

A shift toward collective ownership of problems, where everyone feels responsible for the network’s success, is central to her vision.

---

Diversity and Workforce Planning

As the first woman to deliver the Bradshaw address, she stressed the importance of diversity and inclusion. The rail industry currently has only 19% female staff, with significant skills gaps projected by 2030.

Measures to address this include:

• Reducing the minimum train driving age from 20 to 18.

• Expanding training and apprenticeships to attract young talent.

• Building flexible working opportunities and diverse leadership teams.

Bradshaw framed this as essential not just morally, but strategically, to ensure the railway meets future demand.

---

Early Signs of Progress

Bradshaw highlighted 18 months of tangible reforms:

• Ending two years of national rail strikes.

• Launching the Public Ownership Bill.

• Approving stalled rail projects and improving transparency.

• Investing £45 billion in Northern Powerhouse Rail.

• Launching GBR and beginning the transformation of ticketing and service.

Performance metrics show improvement: more seats, better punctuality, and simpler fares. These are early but encouraging signals.

---

What’s next?

The journey toward a public-centered railway continues. Key priorities include:

• Fully integrating operations under GBR.

• Continuing investment in infrastructure and modern rolling stock.

• Expanding Pay-As-You-Go and user-friendly ticketing nationwide.

• Ensuring freight services meet long-term growth and environmental targets.

• Strengthening workforce planning and diversity initiatives.

Bradshaw emphasized that passenger experience and accountability will remain central, ensuring GBR delivers on its promise of a reliable, fair, and socially beneficial railway.

---

Summary

Transport Secretary George Bradshaw’s 2026 Bradshaw Address set out a bold vision for a public-focused, modern railway.

Key pillars include centralized leadership through Great British Railways, improved passenger experience, freight growth, staff empowerment, and diversity initiatives.

With early progress visible in service reliability and infrastructure investment, the reforms aim to create a railway run by the public, for the public, transforming Britain’s transport network into a fairer, more efficient, and socially impactful system.