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Good morning everyone and let me start by thanking Derby City Council for organising this event.

It鈥檚 wonderful to be back in Derby 鈥� the future home of Great British Railways (GBR).

But in many ways, this has always been the industry鈥檚 home.

A city of train building 鈥� 180 years and counting 鈥� from the Derby Works to Alstom today.

A city of innovation 鈥� from the first steel rails to the iconic railway roundhouse.

And a city of heritage 鈥� from railway cottages to the Brunswick Inn pub, which I鈥檓 glad to see is still going strong.

But Derby has never rested on historic laurels.

Instead, it has renewed and reformed.聽

That roundhouse is now Derby College, producing the engineers of tomorrow.

The once rail technical centre is now part of Europe鈥檚 biggest rail cluster, with 11,000 jobs.

And the works at Litchurch Lane, that once produced Victorian train carriages, now making trains for London鈥檚 Elizabeth Line.

That鈥檚 why this event matters.

Because today isn鈥檛 just about this city鈥檚 proud rail history, but about reinforcing Derby鈥檚 central role in shaping rail鈥檚 future.

And about celebrating the brilliant businesses of all shapes and sizes that make up the rail industry.

State of rail

Derby鈥檚 zeal for renewal and reform is shared by this government.

Because after years of dysfunction and decline 鈥� how our economy is managed, how public services are run, how government works, all must return to the service of working people, wherever they live.

That is the work of national renewal the Prime Minister has promised.

And it starts with our railways.

On entering office, we were under no illusions as to the scale of the challenge.

A railway mired in industrial action 鈥� costing the economy the equivalent of nearly 拢3 million pounds a day.

And performance levels that were simply not good enough, with cancellations at a 10-year high.

All visible problems, but with deep roots.

Fragmentation, lack of accountability and conflicting interests.

The very industry weaknesses Keith Williams identified years ago, still remain.

The lack of political leadership on rail has left an industry more comfortable looking inwards, that fails to pull together when things go wrong, that has lost focus on improving each part of people鈥檚 experience with the railways 鈥� so passengers don鈥檛 get the journeys they deserve.

We鈥檝e seen this with delays to long promised upgrades to the East Coast Mainline, or the confusing array of fares and tickets passengers have to navigate.聽

And the great irony of privatisation is that the part of the industry that works best, that innovates and pushes boundaries 鈥� the dynamic supply chain 鈥� has been stifled. But these issues are systemic 鈥� not individual.

Because when I speak to the supply chain and station staff, to engineers and signalers, they聽all聽want what鈥檚 best for the passenger.

All are committed, enthusiastic and ready to work across organisational boundaries to deliver a better railway.

But currently, they have neither the tools, incentives nor backing to do so.

It鈥檚 why, as Passenger in Chief, when I said I would oversee the biggest overhaul of our railways in a generation, a big part of that will be a cultural reset.

Where every part of the workforce feels empowered to challenge the orthodoxy of years past, supported by an entirely new and reformed organisation 鈥� Great British Railways.

Where we value diverse skills, build new capabilities and forge high-quality careers that attract the next generation.

And where everyone understands how they contribute to a railway unashamedly focused on delivering for passengers and taxpayers.

It will not be British Rail Rebooted or Network Rail 2.0 鈥� but we鈥檒l usher in a new era for the railways where every part of the industry is motivated and incentivised to deliver for the passenger.

That鈥檚 my personal mission.

To join you in a determined effort to get our railways working again 鈥� for passengers, for its workforce and for communities across Britain.

Because our railways are essential to getting Britain growing and moving again.

Industrial action

Within months, we鈥檝e begun the essential work of change.

We鈥檝e ended the longest ever national strike on our railways.

Gone are the political gimmicks of years past, which not only prolonged industrial action but caused misery for passengers and cost the railways 拢850 million pounds.

Within days of taking office, I spoke to all rail unions and hit reset.

I was clear that if talks were needed, we would sit round in good faith.

If compromises could be made, we would all make them.

And if a deal could be struck, we would fight for a fair agreement for workers, passengers and taxpayers.

A new, grown-up, approach 鈥� which put passengers first and politics second. And clears the way for vital workforce reform, to modernise our railways and do away with outdated working practices.

Public Ownership Bill

I鈥檝e also fired the starting gun on rail reform.

The Public Ownership Bill has passed the Commons and now awaits committee stage scrutiny in the Lords.

It calls time on a broken model, one that repeatedly failed passengers and one that cost tens of millions of pounds in fees each year.

It allows us to bring passenger services into public hands as contracts expire over the next 3 years.

But I know passengers won鈥檛 wait that long for things to improve.

They rightly deserve better than the status quo.

So we will continue building capacity and expertise in the public sector, as it takes on additional services.

And in the meantime, I won鈥檛 hesitate to take decisive action if operators don鈥檛 meet their obligations.

It鈥檚 a message I鈥檝e already delivered loud and clear to the Managing Directors of Avanti West Coast and Cross Country. And indeed, we have set new and clear expectations to those train operating companies already in public ownership.

Reform

Now, public ownership and resolving national strikes are just stops on the journey to reform, not the terminus.

The Railways Bill, which we will introduce later this parliamentary session, will get the industry back on track.

We鈥檒l establish Great British Railways 鈥� a directing mind running the railways as one system, with a relentless focus on passengers.

We鈥檒l stop the blame game, by unifying track and train.

We鈥檒l grip the finances, led by passenger need and taxpayer value.

And we鈥檒l grow freight, unlocking new green growth.

Delivering GBR in full will be the work of years, not months. It is the biggest reform agenda of this government.

But again, we cannot afford to wait.

Shadow GBR

So I鈥檝e taken decisive action to bring the industry together under Shadow Great British Railways and its new Chair Laura Shoaf.

Laura brings a wealth of experience.

And I鈥檝e asked her specifically to lay the foundations of culture change the industry needs.

That, of course, means getting the basics right with performance, but it also means encouraging innovation at every opportunity.

So, under her leadership, the heads of Network Rail, DOHL, and DfT鈥檚 rail services group 鈥� the people in charge of track and train 鈥� will work closer than ever before to set the tone of reform and deliver immediate improvements.聽

On performance: nowhere near good enough across the board, but not helped by the labyrinth of different contracts, measures and incentives at play.

Different targets lead to competing priorities.

And operational decisions that make sense in one part of the industry, can lead to worse outcomes overall 鈥� with passengers inevitably bearing the brunt.

So, I will soon set out new performance measures, ensuring a more consistent and transparent approach.

We鈥檒l end the boom-and-bust approach to investment projects.

Replacing it with a long term strategy for rolling stock 鈥� essential for the industry here in Derby.

After years of government uncertainty and mixed messages, this will give the supply chain the certainty it needs to plan and invest.

And finally, we鈥檙e reviewing fares and ticketing. Not just to unblock barriers to reform, but to urgently get passengers back on board with new exciting campaigns.

That starts early next year, with a new 鈥榬ail sale鈥� to coincide with the 200-year anniversary of the first passenger service.

It will offer up to half price Advance and Off-peak fares 鈥� to get Britain moving, to connect our communities and to give back to passengers, who for too long have paid more and more for less and less.

These first steps are important, as we start restoring some national pride to this industry and building the railway of tomorrow.

Conclusion

I began by talking about Derby, and it鈥檚 also a good place to end.

We are standing in the biggest concentration of rail innovation and expertise in Europe.

Around 600 rail companies, employing 45,000 people, have chosen to co-locate in the East Midlands.

And it鈥檚 easy to see why.

We have Derby University鈥檚 Rail Research Innovation Centre, Network Rail鈥檚 testing facility at Tuxford, Alstom鈥檚 world leading manufacturing facility and maintenance hubs for Sperry Rail and Railcare.

All will soon be joined by GBR, providing the leadership this industry has sorely needed.

Working in partnership 鈥� government聽and聽industry 鈥� to build a renewed and reformed railway, fit for the future, fit for Britain.

A new era for our railways and a new era for Derby.