Celebrating 20+ years of environmental sustainability at Network Rail

Back in 2002, Alan Partridge was advising on decentralisation of the workforce and flogging merch in railway stations with a call that should be in use by our PA teams today.

Maybe an update needed for 2024: 'Welcome passengers, smartphones in hand, let's get this train to the promised land'?

Anyway, the champagne supernova that was Britpop had dimmed and cooled and was about to be eclipsed by some seriously Shady music , the Queen was celebrating 50 years on the throne , and Beckham mohawked his way back into the public’s good books . Get in, son.

Far less publicly, I was working for a rail infrastructure maintenance contractor ('Amec Spie - the place to be'), about to be transferred to a new ‘not for dividend’ company which had the not insignificant responsibility for unifying the operation and maintenance of rail infrastructure. Network Rail had been born from the ashes of Railtrack, a privatised company that had faltered under the weight of degrading rail infrastructure. The industry was in a state of disarray, plagued by underinvestment, unreliable service, and a series of tragic incidents that had shaken public confidence .

In those early days, environmental sustainability did not appear to have much airtime in the exec boardroom; the focus was squarely on safety, reliability, and restoring public trust. But little did I appreciate that I was embarking on a 20-year journey that would witness a profound transformation in how the railway approaches environmental responsibility.

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Level 1: nascent awareness and reactive measures (2002-2004)

The early 2000s were a time of immense change for the British railway. Network Rail's creation was a ‘Big Bang’ moment, a radical shift from privatisation back to public ownership. The company inherited a vast and aging infrastructure, riddled with problems that had accumulated over decades of underinvestment and some imperfect decision-making. Our initial focus was on stabilising the network, improving safety, and just ‘simply’ getting the trains running on time. Environmental matters, while not entirely ignored, were certainly not a top priority.

The tragic incident at Potters Bar in 2002, where a train derailed due to a points failure resulting in seven fatalities, served as a stark reminder of the importance of safety and the need for urgent reform and improvement in safety checks and maintenance across the network. The incident prompted a thorough investigation by the Health and Safety Executive and led to a renewed commitment to safety as the absolute priority.

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Beyond safety, that initial year was marked by a mixed performance in terms of train punctuality. While there were improvements in some areas, a significant increase in infrastructure-related delays highlighted the need for further investment and modernisation of the network. So, Network Rail began engaging with industry partners in an urgent search to find collaborative solutions to improve performance and efficiency.

But the linkage between performance, safety and environmental aspects came to the fore for the company during a major storm event in 2004, with coastal towns and villages across the southwest enduring several days of disruption caused by gales and unusually high tides. Foreshadowing events to come, more frequently, the level of disruption experienced highlighted the vulnerability of the rail network to extreme weather, likely linked to climate change. Internal workshops began to seriously consider the resilience of infrastructure and how to factor environmental concerns into future planning and investment.

As the dust settled from the initial industry upheaval, Network Rail began to uncover the environmental legacy we had inherited from the previous rail infrastructure manager. Contaminated land, outdated management process and practices, and a lack of data on our environmental impacts were just a few of the challenges we faced. During these years, the in-house environment team was very small but a dedicated few began to advocate for a more proactive approach to environmental management, gathering data and commencing assessment of the company's social, ethical, and environmental impacts, laying the foundation for future sustainability initiatives.?

Bonus Round: biodiversity management in Network Rail

While our focus was on getting Network Rail up and functioning back in 2002, it was recognised that biodiversity still needed to be protected. Coming into the company as perhaps the first formally-trained ecologist, but having re-trained to be a maintenance engineer, I quickly realised improvement was required.

The evolution of biodiversity and nature management within the company has been a journey of transformation, marked by a significant shift in approach and priorities. Our first Biodiversity Action Plan (BAP) was actually published in 2002, in hardcopy binders and distributed to the workforce. However, this BAP was primarily focused on legal compliance with wildlife law and risk management, rather than proactive biodiversity enhancement. The BAP served as a guide for managing protected species and habitats during operational activities, but it lacked a clear vision for improving the ecological value of Network Rail's landholdings.

Despite (regular) promptings from a committed nature-positive few, it took a further 16 years for a much-needed transformative change to occur. The turning point came in 2018 with the government-commissioned Varley Review , but this was prompted by criticism of Network Rail's reactive and safety-centric approach to vegetation management . The review highlighted the need for a cultural shift within the organisation, emphasising the importance of viewing lineside ecology as an asset rather than a liability. Varley called for a more ambitious and environmentally conscious strategy, one that actively contributed to national biodiversity targets and fostered partnerships with stakeholders.

In response to the review's recommendations, Network Rail published an updated and significantly more comprehensive Biodiversity Action Plan in 2020. This new BAP, supported by a newly dedicated Biodiversity Standard, marked a paradigm shift in the company's approach to nature management. BAP 2020 set ambitious goals for achieving no net loss in biodiversity by 2024 and net gain by 2035. The plan also emphasised the integration of biodiversity considerations into all levels of decision-making, promoting a culture of environmental responsibility throughout the organisation.

BAP 2020 represents a significant departure from its 2002 predecessor. While the original BAP was primarily concerned with legal compliance and risk mitigation, the new BAP focuses on proactive habitat creation, restoration, and enhancement. The plan recognises the ecological value of the rail network and its potential to contribute to landscape-scale conservation efforts. The new BAP also emphasises the importance of data-driven decision-making, utilising advanced technologies such as satellite imagery and LiDAR to map and monitor biodiversity assets. The plan has also enabled some significant cutting-edge innovation .

Crucially, the successful implementation of this ambitious plan hinges on developing in-house ecological expertise. In Southern Region, I realised that the creation of dedicated ecology teams was pivotal in bridging the gap between railway operations and nature conservation. I was thankful to bring on-board some outstanding talent to share this particular part of the journey - Aline Gomes , Leo Hughes , Brad Draga-Williams , Jon Matthews - equipped with specialised knowledge and a passion for biodiversity, played a key role in driving the integration of ecological management into our Route operations. We have developed some innovative approaches to not only ensure frontline teams work compliantly - improving data, systems and ways of working - but also to enhancing biodiversity across the network - from establishing core sites for nature to creating habitat management plans that facilitate the movement of key species - and to developing the competency framework required to be a successful railway ecologist.

The evolution of biodiversity and nature management within Network Rail reflects a corresponding recognition of the importance of environmental stewardship. BAP 2020, supported by the Biodiversity Standard, represents a significant step forward in the journey, setting the stage for a more sustainable and ecologically responsible future for Britain's railways.

Power Up!: formalising commitment and early initiatives (2005-2009)

The operational culture at this time emphasised performance, efficiency and cost reduction, but this hinted at resource conservation and wider financial sustainability, which in turn was possible to connect to broader environmental goals. I pioneered some application of engineering and business improvement methodologies during this time, such as Failure Modes Effects Analysis and Six Sigma, for example, undertaking some of the earliest studies on the impact of climate extremes on signalling system performance, on how to systematically control invasive plant species, on the replacement of concrete in rail systems with lighter, recyclable composite materials, and on how efficient infrastructure maintenance practices can result in the reduction of waste. The improvements made by this work still deliver benefits today, and have had a legacy of influencing current practices, processes and systems.

More broadly, 2005 marked a turning point for Network Rail, with the launch of our first over-arching Environment Plan signifying a shift towards proactive environmental management. We prioritised pollution prevention at our maintenance depots but also made a public commitment to social responsibility, demonstrating a broader awareness of our role in society.

Our initial efforts focused on visible improvements and regulatory compliance. We delivered an ￡8 million initiative to clean up the railway, tackling graffiti, fly-tipping, and derelict buildings. This effort removed over 50,000 tons of rubbish, demolished 300 derelict buildings, and removed unsightly train carriages from the tracks. Simultaneously, we tackled the complex issue of landfill waste management, working to upgrade four sites inherited from the old British Railways Board to meet stricter environmental controls.

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The Plan of this time focused on three core aims: sustainable consumption, energy efficiency, and protecting the natural environment. Setting ambitious targets to reduce CO2 emissions by 20% by 2014, we signalled that sustainability was now a core part of our mission. This focus coincided with a desire within Government of the time for initiatives that promoted environmentally friendly rail travel, such as biofuel and hydrogen-powered trains.

By 2008, we had built up some momentum in our sustainability efforts. A noteworthy 93% recycling rate for track waste was achieved, setting a benchmark for the industry. Furthermore, innovative solutions were coming to the fore, such as the first environmentally friendly sleepers made from recycled plastic, and these were leveraged to encourage development of more creative ways to reduce waste and environmental impact.

In 2009, the commitment to sustainability deepened by focusing on procurement, ensuring that our supply chain aligned with our environmental goals. We benchmarked the sustainability of key materials like steel, ballast, concrete, and paper, striving for greater transparency and accountability in our procurement practices. Efforts to enhance biodiversity also expanded, with the first pilot projects initiated to increase understanding of how to create habitats and restore ecological balance along railway lines. Notably, we partnered with Natural England and the White Cliff Countryside Partnership to restore the open grasslands at Folkestone Warren, one of our most significant high-value sites for nature.

This phase laid the foundation for future sustainability initiatives. While progress was incremental, our commitment to sustainable practices steadily gained traction, influencing decision-making processes, and planting the seed of a culture of environmental responsibility within Network Rail. I think during this period many colleagues began to see sustainability not just as a box-ticking exercise, but as an integral part of our mission to build a better railway for all.

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Boss Battle!: broadening the scope and setting ambitious targets (2010-2014)

The start of this phase saw Network Rail broaden its sustainability focus beyond environmental concerns to encompass social and governance factors, increasingly recognising the interconnectedness of these issues. This shift was reflected in the amendment of our Environmental Sustainability Index (ESI), incorporating social and governance metrics alongside environmental ones. A more holistic approach acknowledged that a truly sustainable railway must consider not only its environmental impact but also its social and economic responsibilities.

Efforts continued to reduce our carbon footprint, reporting a 13% reduction in CO2 emissions relating to managed stations, offices, and depots compared to the 2006/07 baseline. We also made progress in waste management, with 16% of waste from stations, offices, and depots being recycled or reused. The opening of a new state-of-the-art recycling centre at Whitemoor Yard depot in Cambridgeshire in 2011 further solidified our commitment to waste reduction and resource recovery. This tremendous asset not only contributed to our environmental goals but also created new jobs for the local community, tangibly demonstrating our commitment to social sustainability.

In 2012, a significant milestone was reached with the signing of a ten-year contract with EDF Energy to supply low-carbon electricity to power the electrified rail network, a major step in reducing our carbon footprint and supporting GB plc transition to a low-carbon economy.

The launch of our new sustainable development strategy, A Railway Fit for the Future, in 2013, was also a notable moment, with a wider remit across environmental protection and social sustainability aspects including employee investment, customer satisfaction, and community engagement. While the strategy was generally well-received, some stakeholders called for more ambitious targets and a longer-term vision; I found this feedback a motivating sign of a tide that had turned, but emphasised the ongoing challenge of balancing ambition with practicality in a large infrastructure organisation.

We continued to push the boundaries of sustainable innovation with the opening of the world's largest solar panel bridge at London's Blackfriars station. This ground-breaking project, funded by the Department for Transport, demonstrated the potential for integrating renewable energy sources into our infrastructure and significantly reducing our reliance on fossil fuels.

However, during this phase, significant challenges were also experienced. The winter storms of 2014 wreaked havoc on the rail network, causing an estimated ￡100m of damage and widespread disruption. The iconic Dawlish sea wall, a vital link to Cornwall, was breached , leaving the line suspended for weeks. Floodwaters inundated tracks in the Thames Valley and Somerset Levels, while landslides and embankment collapses further crippled services. The stark demonstration of the railway's vulnerability to extreme weather harked back to a decade earlier. Had we properly heeded and prioritised that earlier wake-up call? Network Rail's reactive response was commendably swift, deploying 4,000 staff to tackle the immediate crisis, but strategy to adapt infrastructure for a future marked by more frequent and severe weather events was in need of turbo-charging.

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Also challengingly, the first-ever trial of a battery-powered passenger train on Britain's rail network (re)highlighted the potential for alternative energy sources in the rail industry but also the complexities of implementing such technologies on a large scale. The financial barriers, of buying new battery-powered trains or converting existing ones, were significant. Building a nationwide network of charging stations also presented a major logistical challenge. The transition was not simply about replacing trains, it required a complete overhaul of the supporting infrastructure. Technical uncertainties also persisted. Could batteries provide enough power for long-distance travel or handle heavy loads on challenging terrain? The frequency and cost of battery replacements were also unknown. New safety regulations and protocols would be necessary to ensure the safe operation of these trains. This was a new frontier, and its navigation would require careful coordination between industry and government. Lastly, the issue of scale was a concern. Could the supply chain meet the demand for battery-powered trains and their components? Could existing infrastructure accommodate these new trains? These questions underscored the challenges of widespread adoption.

I came to see this as a microcosm of the broader sustainability challenge at that point in time. Substantial upfront costs, the need for significant infrastructure investment, technical uncertainties, and regulatory complexities mirrored the difficulties encountered in transitioning to a more sustainable railway. A complex interplay of economic, technological, and policy factors had to be addressed to achieve meaningful progress towards a greener future. The battery-powered train trial showcased the potential for innovation and change, but it also served as a reminder of the scale of the challenge and the need for concerted action across the multiple fronts of the sustainability frontline.

Overall, my recollection of this phase was a time of both progress and setbacks, as we broadened our understanding of sustainability and set ambitious goals, while also grappling with the realities of implementation and the growing threat of climate change. However, I also enjoyed this as a period of learning and adaptation, laying the groundwork for the next phase of the journey.

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Achievement Unlocked!: integrating sustainability into strategy and operations (2015-2023)

Network Rail the entered an era where we put increasing effort into embedding sustainability into core strategy and operations. The company relaunched its comprehensive Sustainable Development strategy, set science-based targets for carbon reduction, and invested in renewable energy projects. However, ongoing challenges remained in relation to extreme weather events, land management, and data management.

A key milestone in 2015 was the introduction of the first composite railway sleepers made from recycled plastic on the main line tracks . Installed on the weight-restricted Sherrington Viaduct, the project showcased the commitment to sustainable materials and circular economy principles being a more durable and long-lasting alternative to traditional wooden sleepers. However, soberingly, this was some seven years on from first proving the concept.

We further demonstrated our dedication to waste reduction by partnering with the City of London and other organisations to launch the Square Mile Challenge, an initiative aimed at boosting coffee cup recycling, and avoiding millions of coffee cups ending up in landfills, by providing dedicated recycling facilities.

We further evolved our championing of biodiversity, pioneering new design techniques to preserve badger setts during railway upgrades and collaborating with conservation groups to create new habitats for endangered species like the Duke of Burgundy butterfly , reaffirming that infrastructure development and wildlife conservation can indeed go hand-in-hand.

Managed stations are vital for achieving Network Rail's environmental goals, improving operational efficiency, and enhancing passenger satisfaction. During this phase, London Charing Cross station welcomed its first water fountain, anticipating roll-out to the wider station portfolio, encouraging passengers to ditch single-use plastics. Meanwhile, at Birmingham New Street, we embarked on a comprehensive air quality monitoring project, using data to shape smarter ventilation strategies and create a healthier environment for everyone.

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2018 saw yet another revamp of company strategy - this round, we launched the Responsible Railway Plan, a roadmap for a truly 'Railway Fit for the Future'. Operationally, a highlight was the publication of a new Environment and Social Minimum Requirements standard, which committed ourselves and our partners to a proactive approach to sustainability, encouraging the use of best practices, innovative technologies, and collaborative efforts to minimise environmental and social impacts throughout project lifecycles.

Of course, it wasn't all smooth sailing. That same year, we faced tough questions about our vegetation management practices. Trying to answer these questions has been a focus of my work ever since , and was a wider corporate learning experience, leading to a thorough review and a renewed commitment to balancing the needs of safety and efficiency with those of the environment and biodiversity.

Nonetheless, the momentum continued to build. 2019 was an important year to me, not just for external recognition Network Rail was receiving but also for the growing culture of sustainability we were nurturing within the organisation. Aimen Taki AMEI on my team won Junior Energy Management Professional of the Year and reflected the passion and expertise that was blossoming within our ranks; his success highlighted the impact of our collective efforts in driving operational energy efficiency and reducing carbon emissions.

For me, peer awards are very nice but the real reward is empowering individuals and building a team where everyone feels valued and inspired to contribute their unique skills and perspectives. The story of another member of my then team, Michelle C. , shared in our International Women's Day film , beautifully captures this ethos. Michelle's journey from a childhood fascination with nature to an important role in protecting biodiversity on the railway demonstrates the transformative power of creating a workplace where passion for sustainability and purpose intersect.

However, I recognised that to truly embed sustainability within Network Rail, we needed more than just passionate individuals; we needed a solid structural framework. That is why I spent a lot of personal capital during this time on lobbying for the development of a template organisational structure, and improved foundational processes, for sustainability. A framework to help to professionalise the function, creating clear career pathways and fostering a sense of purpose and belonging for those dedicated to environmental stewardship. This work ultimately not only attracted and retained talented individuals but also provided a roadmap for their growth within the company, ensuring that expertise and passion for sustainability would continue to thrive. A very pleasing addendum to this is that we have recently created corporate sustainability Apprenticeship opportunities.

Beyond organisational structure, the wider team actively sought to create a culture where innovation was not just encouraged but celebrated. We embraced new ideas and approaches.

By enabling a culture of mentorship, encouraging professional development, and celebrating achievements, I hoped to contribute to the empowerment of a new generation of environmental practitioners and leaders within Network Rail. This period was about fostering a sense of ownership and responsibility for the environment, not just within the sustainability team, but across the entire organisation. And as I look back, I'm very happy to have contributed to a cultural transformation and this, along with some other legacy elements, I hope will continue to shape the commitment of the railway infrastructure manager to a sustainable future for generations to come.

Another year, another refresh. 2020 saw the re-launch of an ever more ambitious Environmental Sustainability Strategy. This strategy rested on four familiar pillars: a low-emission railway, a climate-resilient railway, improved biodiversity, and a circular economy approach to waste and materials. We also introduced a social value framework in an effort to better integrate and deliver improved outcomes for the customers and communities we serve.

However, the tragic Stonehaven derailment in 2020 , triggered by extreme weather, a sombre bookend in my mind to Potter’s Bar, underscored the long-known but escalating challenges posed by climate change to critical infrastructure. The incident served as a catalyst for Network Rail to reassess and strengthen its climate resilience strategies. Subsequent investigations and reports emphasised the necessity of a proactive and data-driven approach to managing climate risks. The company recognised the need to enhance its capabilities in climate science and integrate these considerations into all levels of decision-making. The incident also prompted a review of existing infrastructure and the adoption of best practices from around the world to mitigate risks and ensure the safety and reliability of the rail network.

Then, amidst the challenges of the COVID-19 pandemic and seemingly relentless extreme weather events, we pressed on. Actions from the climate resilience review were implemented; significant strides were made in emissions reduction, the transition towards electric vehicles picked up pace.

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So, arriving at 2023/24, and the current state of play in key sustainability areas is:

Energy & Carbon - making significant strides towards net-zero carbon emissions targets, achieving a 24% reduction in carbon emissions compared to the end of CP5; implementation of energy audits, new contracts, and frameworks to identify and deliver energy and carbon saving opportunities across stations, depots, and offices; signed Corporate Power Purchase Agreement for non-traction energy, covering 15% of yearly use and potentially saving 12,500 tonnes of carbon annually; feasibility assessments completed for renewable traction power sources; 29% of car fleet converted to Ultra Low Emission Vehicles (ULEVs); established a national Road Fleet Transformation Programme to transition the entire fleet to zero-emission vehicles by 2027; three-quarters of suppliers have committed to or set Science Based Emissions Targets; rolled out low-carbon platform components and completed a baseline whole-life carbon study of conventional track electrification works.

Climate Change Resilience – climate-related train delays and performance impacts are increasing, some 7million minutes of delays were suffered over the last five years, the Stonehaven tragedy occurred, but we completed 87% of CP6 Regional Weather Resilience and Climate Change Adaptation Plan milestones, and developed detailed science-based plans for 2024-2029 and reviewed adaptive capacity.

Biodiversity - published a sustainable land use strategic framework and established annual state of nature reporting. Various initiatives underway to protect and enhance biodiversity across the network.

Air Quality - risk assessments at high-risk enclosed stations and trialling innovative air quality monitoring and improvement technologies.

Circular Economy – work continues on priority materials like ballast, sleepers, concrete, and steel, with a focus on reuse, recycling, and sustainable sourcing; achieved 99.8% diversion from landfill and a 33% reduction in total waste generated compared to the previous year.

Social Value Creation - implemented the Rail Social Value Tool (RSVT) and focused on various social value initiatives, including tackling homelessness and supporting community rail partnerships.

Furthermore, the company commitments and planned investment levels include:

• Net-zero carbon emissions by 2050 (England and Wales) and 2045 (Scotland).
• Net gain in biodiversity value by 2035.
• Reduce harmful pollutants in managed stations by 25% by 2030.
• 100% non-traction electricity from renewable sources by 2030.
• Transition the entire fleet to zero-emission vehicles by 2027.
• ￡300m investment in decarbonisation during CP7 (2024-2029), primarily for transitioning the road fleet to electric vehicles.
• ￡2.8bn investment in improving resilience to extreme weather and climate change during CP7, focusing on drainage, earthworks, track, and overhead electrical equipment renewals.

This phase has been a journey of integration, innovation, and overcoming challenges. We have made some remarkable progress, but we know there is still much to do. A railway is being built, operated, and enhanced that is not just fit for the future, but one that actively shapes a better future for all.

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Insert Coin to Continue

Reflecting on this article, it has been a privilege to have a hand on the throttle during Network Rail's environmental sustainability journey, which has been complex and ever evolving. On the positive side, there has been a clear trajectory of increasing awareness and commitment to environmental sustainability. This is evident in the evolution of environmental plans, the establishment of dedicated sustainability functions, and the setting of ambitious targets.

Network Rail has taken tangible actions to reduce its environmental impact, including initiatives to clean up the railway, recycle materials, and invest in renewable energy sources, and also made efforts to enhance biodiversity along its lineside and engage with stakeholders on a very wide variety of environmental issues. We have increasingly prioritised transparency by publishing data on environmental performance, allowing for greater accountability and scrutiny. For me, this demonstrates a willingness to engage with the public and stakeholders on sustainability issues, however challenging.

Network Rail has also shown a willingness to embrace innovation and technology to improve its environmental performance. This is evident in projects like my cutting-edge AI-powered biodiversity monitoring, the solar panel bridge at Blackfriars, the trial of battery-powered trains, and many more.

Where do we need to do better? Well, despite setting ambitious goals, progress in some areas has been slow, and there are gaps between stated intentions and actual implementation. Industry response to climate change (and other environmental aspects) has for a long while been reactive. The Stonehaven derailment re-highlighted the vulnerability of the railway to extreme weather and the need for more robust resilience measures. The CP7 plan should see us greatly accelerate efforts.

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More broadly, sustainability considerations could be more systematically embedded into decision-making processes across all levels of the organisation . The ongoing challenge will be to balance our environmental goals with other priorities, such as safety, reliability, and cost efficiency. This has led to trade-offs and compromises in the past, leading to slow implementation, and the risk is that this may hinder future pace of progress on sustainability initiatives.

The good news is that we have a stronger commitment from leadership than I have experienced before - reflected in our updated company mission to be ‘Simpler. Better. Greener’ - in plans for much greater investment in sustainability initiatives, and a more systematic approach to measuring and reporting progress.

So, in summary, my 20-year environmental sustainability journey with Network Rail has been a testament to the power of transformation, driven by a committed few professionals who have enabled the many in our railway ecosystem. To my delight, the committed few are growing into a veritable green army. If you are an environmental professional, or seeking to become one, Network Rail has opportunities and a progressive path for you to travel upon.

We have evolved from an organisation primarily focused on operational efficiency to one that embraces environmental sustainability as a core value. We have set ambitious goals, implemented innovative solutions, and made significant strides in reducing our carbon footprint, improving waste management, and protecting biodiversity.

The journey is far from over. As we look to the future, we are committed to continuing our progress towards a more sustainable railway. We will embrace new technologies, collaborate with stakeholders, and strive to be a leader in environmental sustainability. The railway is not just a mode of transportation; it is a vital part of our national infrastructure, and there is a palpable pull and determination to ensure that it operates in harmony with the environment and the communities it serves. I look forward to the next 20 years and will continue to innovate, invest in people, and work tirelessly to build a railway that is truly fit for the future.

Views in this article represent the author’s personal opinions only.