By Anthony Smith, Chair
The future of Britain’s railways has often been described with a mix of hope and scepticism. It’s no secret the railways need help to get back on track (mind the pun). But things are changing. With the right people in place and the right commitments being made, Britain’s rail future is looking brighter but we must ensure that choice, competition, and innovation remain at the heart of change.
Transport Secretary Heidi Alexander is determined to change the story with Great British Railways (GBR). In a recent Times article, she said the new GBR will be run “like a proper business,” adding: “It needs to be a lean, agile organisation that is focused on the passenger but also focused on innovation.” Of course, the industry faces challenges far bigger than ticketing. There’s infrastructure to modernise, integrated transport to build, and fares to simplify. It’s not perfect, but with transport professionals at the helm and private-sector thinking brought into a publicly owned model, a new track is being laid. But there is one area of rail that already operates like a proper business, focused on passengers and innovation – and it works exceptionally well: it’s independent rail retailing.
For years, third-party rail retailers have boosted industry revenue, reduced costs, and driven innovation – all while keeping passengers at the centre. Generating around £5bn annually, these retailers design their digital apps around customer needs, tailoring their marketing and services accordingly. That’s why they’re passenger champions. With new players entering the market, competition thrives, fuelling even more innovation and we’re already seeing the benefits: digital-savvy apps, barcode ticketing, and split-ticketing are making rail journeys easier and sometimes cheaper.
Our members believe GBR should be run like a business, and they’ve seen first-hand how healthy competition, innovation, and choice drive positive outcomes. That same mindset should guide the introduction of GBR’s retailing model – competing fairly alongside all retailers, prioritising passengers, and making rail travel more attractive. For GBR to truly succeed, its retailing arm must operate on a level playing field, licensed and regulated in line with third-party retailers. Equal competition in ticketing, the adoption of smart digital solutions, and a constant focus on passengers are essential. Get this right, and rail won’t just get back on track – it will lead the way, boosting revenue and cutting costs.
To learn more about Independent Rail Retailers and our members, read our prospectus
