10-year Infrastructure Strategy 2025 representation to HM Treasury from the Railway Industry Association
13 March 2025 1.
INTRODUCTION
1.1.
This paper provides the Railway Industry Association’s (RIA’s) thoughts on the questions raised in the Government’s 10-year infrastructure strategy working paper.
1.2.
For further information please contact RIA Policy Director Robert Cook at Robert.cook@riagb.org.uk or 07951 776 874.
2.
ABOUT RIA
2.1.
The Railway Industry Association (RIA) champions a dynamic UK rail supply sector. We help to grow a sustainable, and high-performing railway as well as promoting UK rail expertise and products to international markets. RIA has over 360 companies in membership, which is active across the whole of railway supply, covering a diverse range of products and services and including both multi-national companies and SMEs (60% by number). The rail industry is a foundation sector for the UK’s economy which supports sustainable investment and jobs in towns and communities across the UK.
2.2.
The rail network remains one of the UK’s most valuable assets, with potential to support clean growth and wider social benefits for communities right across the UK. A 2021 report produced by Oxford Economics shows that the rail industry supports: • £43 billion GVA in economic growth • 710,000 jobs • £14 billion in tax revenue each year • For every £1 spent in rail, £2.50 of income is generated in the wider economy.1
3.
ARE THE PRINCIPLES AND FOCUS AREAS FOR THE STRATEGY THE RIGHT ONES TO PRIORITISE?
3.1.
The objectives of the Strategy are appropriate and should provide clear focus. The relationship between economic growth, transport connections, housing, labour force mobility, and skills is particularly important.
3.2.
The principles are appropriate at a broad level, but need to be clarified. The objective “accelerating to net zero by 2050” needs to take into account: • The importance of the railway having a clear and implementable plan to decarbonise the railway by 2050. This will require joined-up thinking, and an understanding of the relation between infrastructure and rolling-stock, which must be decarbonised in tandem, through clear and committed planning. This can be enabled through Great British Railways’ move to ‘track and train’ thinking, leveraging its position as a directing mind with a centralised strategy. Plans should also consider the importance of managing rail energy as part of the wider energy system, recognising the potential for improved energy management as battery technology is used more widely and integration with smart local energy systems. 1/5