Announcement of the Rolling Stock and Infrastructure Strategy
I am pleased to share with the House the joint publication by my department and DfT Operator Limited (DFTO), the governmental body responsible for rail ownership, of the Great British Railways’ rolling stock and infrastructure strategy, released on 28 September 2026. As this announcement coincided with the conference recess, I am taking the earliest opportunity to inform the House today.
This strategy delineates a comprehensive long-term framework outlining how Great British Railways will approach the planning and delivery of rolling stock alongside the infrastructure that supports it. By fostering integrated decision-making, establishing clearer priorities, and promoting a more coordinated pipeline of activities, the strategy aims to enhance outcomes for both passengers and taxpayers. Additionally, it seeks to instill greater confidence within the rail supply chain, encouraging investment, innovation, and the creation of skilled employment opportunities across Great Britain.
A Whole-System Approach to Rail Transport
The strategy introduces an innovative, whole-system perspective towards decisions surrounding passenger trains and their associated infrastructure, a shift enabled by the establishment of Great British Railways and the transition towards a publicly owned passenger railway system.
By consolidating decisions regarding trains, infrastructure, depots, and maintenance under a unified leadership, Great British Railways is positioned to engage in long-term planning that ultimately yields improved results for passengers, taxpayers, and the rail supply chain alike.
Enhancing the Passenger Experience
At its core, the strategy prioritises passengers in the evolution of a modern railway system. It establishes a clear path towards more uniform fleet specifications that enhance passenger experiences and bolster train reliability. Future train procurement processes will be designed around a limited set of nationally defined ‘fleet families’, ensuring consistency in compatibility and capabilities across the network while still allowing for flexibility to cater to the distinct needs of various markets and communities.
In addition, the strategy propels efforts towards more accessible trains, setting clear expectations for level boarding and alighting wherever feasible, alongside the provision of accessible toilets, reliable passenger information, and dependable wifi services. The design of new Great British Railways trains will inherently incorporate spaces for wheelchairs, prams, buggies, luggage, and family-friendly areas.
Commitment to a Sustainable Future
Great British Railways is now better equipped to make integrated decisions that promote the transition to a lower-carbon railway system. This aligns with the government’s net-zero objectives, aims to enhance local air quality, and seeks to minimise noise pollution, all while ensuring that future decisions are based on a holistic understanding of life-cycle and system-wide value. The strategy articulates the necessary practical steps to facilitate this transition, advocating for electrification, battery-electric trains, and other initiatives designed to reduce emissions while maintaining reliable and cost-effective services for passengers.
Innovative Financing and Ownership Models
A pivotal aspect of the strategy is its new approach to fleet ownership and financing. Great British Railways will evaluate direct ownership of new fleets, leasing options, and other financing models on a case-by-case basis, rather than adhering to a one-size-fits-all financing model for rolling stock. This tailored assessment will determine the strategy that yields the most beneficial outcomes for passengers and taxpayers.
For manufacturers and suppliers based in the UK, increased clarity regarding future requirements and a reduction in unnecessary fleet variations will provide a robust foundation for investment, skill retention, capacity planning, and competition for upcoming projects. The strategy will be supported by a fleet and infrastructure plan (FIP), which will serve as the primary internal mechanism for coordinating rolling stock and related infrastructure activities across the integrated railway. Though the FIP will be an internal planning resource, it will facilitate the sharing of relevant information with the market, thereby boosting suppliers’ confidence to invest and strategise.
Engagement with Local Communities
The successful implementation of this strategy will be essential for Great British Railways to effectively serve communities throughout Great Britain. Ongoing collaboration with devolved, regional, and local government partners will ensure that local priorities are duly considered in the decision-making processes regarding trains, infrastructure, and services. This engagement will ensure that the national coherence established by the strategy bolsters regional connectivity and reflects local economic priorities, travel patterns, and passenger demands.