As the rail industry faces unprecedented structural change, deepening skills shortages, and growing pressure on competence management, the organisations keeping Britain’s railways moving are being forced to rethink how they support and sustain their workforce. Rail Industry Connect sat down with Derek White, Head of Training, and Allan Evans, Training Director at TES, to explore the TES training department, how industry collaboration is shaping their approach, and what they believe must happen next for the sector to move forward safely and sustainably.
In recent years, operational patterns have shifted dramatically. Fluctuating workloads, fewer consistent shifts, and chaotic resourcing across the supply chain have created an environment where even experienced individuals struggle to maintain logbook evidence, keep competencies in date, or gain exposure to tasks essential for reassessment.
“We noticed a worrying trend,” Allan recalls. “Individuals who were more than capable were slipping into non-compliance simply because they didn’t have the chance to evidence their experience. It wasn’t about talent; it was about opportunity. And that gap puts unnecessary strain on the workforce.”
“We built our training department to keep our people safe, supported, and adaptable,” says Allan. “Without internal training, we’d be relying on an industry that’s currently overstretched, inconsistent, and not always able to provide the responsiveness safety demands.”
The People Behind TES Training
What sets TES apart is not just the existence of a training department, it’s who delivers it.
“Our trainers are practitioners before anything else,” Derek explains. “They understand what it’s like to work night after night, in the cold, in the complexities of operational shift environments. They’ve lived the challenges our workforce faces. That gives them credibility you simply can’t manufacture.”
But what truly distinguishes TES trainers is their active involvement at the heart of industry change.
“Our trainers sit on NSAR working groups,” Derek continues. “They aren’t passive recipients of new rules; they’re shaping them, challenging them, and representing the supply chain in those conversations. When something is proposed that doesn’t work in the real world, we are the ones who can speak up and say, ‘This won’t land well on the ground.’”
This insight means TES can prepare its workforce in advance of changes happening elsewhere.
“We’re aware of upcoming reforms long before they reach the front line,” Derek says. “That means our course content, our briefings, our assessments, they evolve ahead of time. Our learners aren’t adapting late. They’re stepping on site already aligned with what’s coming.”
Collaboration With NSAR, ARTP, and Network Rail: A Foundation for Consistency
Both leaders agree that the rail sector cannot afford silos.
“The industry is evolving almost monthly,” Allan says. “Collaboration isn’t optional, it’s essential. NSAR, ARTP, and Network Rail are doing huge amounts of work to modernise training, standardise competence frameworks, and improve the way information flows. Being part of that ecosystem keeps us aligned, prepared, and able to support the workforce effectively.”
Derek highlights the value of those discussions.
“Whether it’s skills fade management, updated requirements for trainers and assessors, changes to training pathways, or improvements to quality frameworks, these decisions aren’t just technical. They affect lives. They affect income, safety, progression, and confidence. Being involved allows us to translate these changes clearly and supportively for the people they impact.”
The collaboration between these bodies and the supply chain, TES argues, is one of the driving forces behind a more responsive and realistic railway.
The Skills Shortage: The Most Visible Pressure Point
If anyone has a clear view of the skills shortage, it’s the trainers and assessors working directly with individuals every day.
“Our trainers see it before anyone else,” Derek says. “They see the gaps developing. They see experienced people losing touch with tasks because they’re not doing them often enough. They see new entrants joining an industry that desperately needs them, but doesn’t always have the structure to support them properly.”
Skills fade is no longer an occasional issue; it is a structural challenge, amplified by inconsistent shift availability and increasing reliance on a small pool of competent individuals.
“It’s not just about recruiting new people,” Allan adds. “It’s about protecting the skills of the people we already have. If we lose experienced workers because they can’t get assessments, or because their logbooks don’t meet the criteria for renewal, we lose decades of knowledge we cannot replace quickly.”
TES’s training department is, in many ways, a buffer, a way to slow that erosion and give workers a fair chance to stay competent, confident, and active in the industry.
Looking Ahead: The Transition to GBR and the Realities Behind It
The transition to Great British Railways (GBR) has sparked industry‑wide optimism, but TES’s leadership emphasises that optimism must be matched with realism.
“We all want a joined‑up approach,” Allan says. “We want a system that’s easier to navigate, more consistent, more transparent. But we also have to acknowledge that the supply chain currently faces uncertainty around workload, funding, and investment in skills. Training needs stability to function properly.”
Derek adds:
“You can’t build a modernised railway on unstable foundations. If people don’t have reliable work patterns, they can’t maintain competence. If training providers don’t have visibility of future work, they can’t plan capacity. GBR needs to bring clarity — because the workforce desperately needs it.”
New competence standard, NR/L2/CTM/021
TES doesn’t position its training department as a product but as a responsibility. It exists because the supply chain relies on competence, continuity, and consistency, and without support, many Sponsors simply don’t have the infrastructure to meet the demands of today’s competence landscape.
Derek shares that the introduction of the new competence standard, NR_L2_CTM_021, has placed even more pressure on Sponsors, particularly those who are not training providers themselves, and encourages everyone in the industry to read the standard in full so they understand the expectations, the adjustments required, and the impact it will have on maintaining workforce competence.
“This isn’t a plug for sales,” he stresses. “The new competence standard requires sponsors to make adjustments, track development, and actively maintain workforce readiness. If you’re not a training provider, managing those requirements can be incredibly difficult. Our role is to bridge that gap. We’re here to support the supply chain so individuals don’t fall behind, not because they lack ability, but because the system around them is changing.”
He continues:
“We want every learner (regardless of employer, depot, or region) to receive the same high‑quality experience, the same clarity, the same level of preparation. Consistency protects people. It protects projects. And ultimately, it protects the reputation of the entire industry.”
As the discussion turns to the wider culture of the rail industry and the impact that everyday interactions have on its future, Managing Director, Bianca Molloy, adds her perspective.
“Every interaction we have with someone in this industry matters,” says Bianca. “It shapes how people see the sector, how they speak about it, and whether they feel proud to be part of it. One poor experience can undermine trust, but one positive experience can build confidence that lasts. We all have a responsibility (every organisation, every trainer, every sponsor) to uphold the standards and reputation of the railway.”
Allan closes with a final message to employers, workers, and industry bodies alike:
“If you’re looking for training that reflects the true pressures of the industry, that understands the reality beneath the reforms, then we’re here to support you. Our trainers see the challenges firsthand, they influence industry discussions, and they’re committed to keeping the workforce competent and prepared.”
