As uncertainty continues to shape the UK rail sector, many contractors are focused on short-term survival. For Colchester-based, family-run railway engineering and safety specialist TES 2000 (TES), the past two years have been about something different: consolidation, capability building, and preparing deliberately for the next phase of growth— one built on collaboration with clients, partners, and the wider supply chain.
After what founder Tony Evans describes as “the roughest of times,” TES has emerged with a strengthened leadership structure, a clearer strategic focus, and renewed confidence in its ability to deliver safely and sustainably. Growth is firmly on the agenda, but only where it aligns with the company’s values, capability, and long-term vision.
“We’ve battened down the hatches,” Tony said. “The last few years were about consolidation, and we’re confident we’ve come through the hardest part. There will be growth, but it will be controlled growth.”
Building Leadership Depth for the Long Term
Central to TES’s readiness is the work done behind the scenes to strengthen its management team, led by Bianca Molloy, Joint Managing Director. Over the past two years, TES has focused on developing leaders who understand not just processes, but the culture and responsibilities that come with running a safety-critical business.
“I feel more comfortable and confident in our senior leadership team than ever before,” Tony said. “I appointed the people, but Bianca polished them. She’s mentored them, built their confidence, and helped them see the business in a much broader way.”
For Tony, who founded the company more than three decades ago, that depth of leadership is essential. “I’ve got a clear vision of how I can exit the business in the future, knowing the brand and values will live on. That only works if the leadership structure is right.”
Bianca sees that shift day-to-day. “Eighteen months ago, we were starting the training with the management team. Now they’re stronger, more confident, and able to take on much more responsibility. That means the business can move forward without everything bottlenecking at the top.” Crucially, managers are beginning to think beyond operational delivery. “They’re seeing the business as a whole now, not just their own department,” Bianca said.
Culture That Translates Into Delivery
That cultural shift is already producing tangible outcomes. Staff have begun proactively proposing initiatives around social value, sustainability, and community engagement, including the formation of an employee group linked to the Armed Forces Covenant.
“For a long time, I was the one driving those conversations,” Bianca said. “Now people are coming to us with ideas they’re passionate about, because they feel trusted and safe enough to speak up.”
For TES, that trust is not a ‘soft’ benefit—it directly affects performance. That mindset also shapes how TES works with others, encouraging open dialogue, shared problem-solving, and early intervention on-site.
Teams that feel empowered are more likely to challenge unsafe decisions, take ownership on site, and intervene early when something doesn’t feel right.
“That’s the foundation for everything we want to do next,” Tony said. “If you don’t have that culture, growth becomes risky very quickly.”
Challenging Perceptions and Expanding Scope
One ongoing challenge for TES is perception. Despite a broad and evolving capability set, the company is still often viewed narrowly.
“We still hear, ‘Oh, I didn’t know you did that,’” Tony said. “That tells us we haven’t always been good enough at communicating what we can offer.”
The focus now is on deepening relationships with existing clients, expanding scope collaboratively, and supporting delivery teams earlier in the planning process.
At the same time, TES is looking carefully beyond its historic reliance on Network Rail. “With the creation of Great British Railways and what we’ve experienced over the last few years, we know we need to diversify,” Tony said. “That’s about resilience, not walking away from rail.”
Seeking the Right Partnerships
Increased visibility, however, is not about indiscriminate networking. TES is actively seeking partnerships, but only where values, standards, and long-term thinking align.
“We don’t want to work in silos,” Bianca said. “If there’s an opportunity where we’re stronger together, we want to have that conversation.” That includes engaging earlier with clients and fellow suppliers, sharing insight, and shaping solutions collectively rather than working in isolation.
The aim is collaboration that enhances delivery, particularly on complex, safety-critical work where experience and judgement are as important as compliance.
Safety Beyond Compliance
Safety underpins every aspect of TES’s strategy. The company has recently strengthened its SHEQ function, introducing training that focuses on behavioural decision-making rather than box-ticking.
“We’re challenging people to think about why they make decisions, not just whether something is compliant,” Tony said.
TES has also strengthened how it develops new entrants into safety-critical roles. “We take a structured, mentor-led approach,” Bianca explained. “New starters spend extended time working alongside experienced colleagues, gaining the practical insight and judgement that only comes from real-world experience.”
This emphasis on experience supports TES’s ‘Work Safe’ culture, where employees are encouraged and supported to pause work whenever something doesn’t feel right. “For us, it’s about giving people the confidence to speak up and make sound decisions,” Bianca said.
Confidence Amid Uncertainty
Tony and Bianca are realistic about the challenges ahead. Planning remains difficult in a sector where clarity can be limited, even at client level. But confidence comes not from certainty, they say, but from preparation.
“We don’t pretend to have all the answers,” Tony said. “What we do have is a leadership team we trust and a clear idea of who we are and where we’re going.”
As the industry continues to evolve, TES believes its measured approach (focused on people, partnerships, and safety) positions it well for the future.
“You’re going to see more of TES,” Bianca said. “We want people to know who we are, what we do, and how we work. Whether that’s partnering on projects, talking about upcoming opportunities, or learning from others in the industry, we’re open to those conversations and to working together.”
TES 2000 is a family-run railway engineering and safety-critical contractor based in Colchester, providing possession management, permanent way maintenance, and technical projects services across the Anglia, Sussex, and North East routes.
Connect with TES today on 01206 799 111 or info@tes2000.co.uk to discuss how their “Together, Everyone Succeeds” philosophy can drive safety and excellence on your sites.
