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Best Alliance / Collaboration of the Year
Best Alliance / Collaboration of the Year
Best Alliance / Collaboration of the Year
Submission Criteria
Previous Winner
A submission in this category should demonstrate
Evidence of partnership-working.
Evidence of how it has delivered timely, efficient and successful outcomes of a scheme or service.
Evidence of how it has allowed a successful approach to be applied to a given transport issue, need or policy approach.
Submission Criteria
Previous Winner
A submission in this category should demonstrate
Evidence of partnership-working.
Evidence of how it has delivered timely, efficient and successful outcomes of a scheme or service.
Evidence of how it has allowed a successful approach to be applied to a given transport issue, need or policy approach.
Submission Criteria
Previous Winner
A submission in this category should demonstrate
Evidence of partnership-working.
Evidence of how it has delivered timely, efficient and successful outcomes of a scheme or service.
Evidence of how it has allowed a successful approach to be applied to a given transport issue, need or policy approach.
Arriva Midlands, Shrewsbury Big Town Plan Partnership, Shrewsbury BID, Shrewsbury Transport Integration Group, Shropshire Council, Shrewsbury Town Council, West Mercia Police and Crime Commissioner
Shrewsbury Moves: How a Town Finally Got Its Night Bus
Shrewsbury Moves introduced late-night bus travel for a town whose regular services had long ended at 6.30pm. The partnership brought together Arriva Midlands, local authorities, the business community and the police and crime commissioner to offer an affordable journey home for hospitality workers, evening visitors and other residents. The trial also provided evidence of demand for public transport after dark, helping partners assess where future evening services could be most useful.
Arriva Midlands, Shrewsbury Big Town Plan Partnership, Shrewsbury BID, Shrewsbury Transport Integration Group, Shropshire Council, Shrewsbury Town Council, West Mercia Police and Crime Commissioner
Shrewsbury Moves: How a Town Finally Got Its Night Bus
Shrewsbury Moves introduced late-night bus travel for a town whose regular services had long ended at 6.30pm. The partnership brought together Arriva Midlands, local authorities, the business community and the police and crime commissioner to offer an affordable journey home for hospitality workers, evening visitors and other residents. The trial also provided evidence of demand for public transport after dark, helping partners assess where future evening services could be most useful.
Arriva Midlands, Shrewsbury Big Town Plan Partnership, Shrewsbury BID, Shrewsbury Transport Integration Group, Shropshire Council, Shrewsbury Town Council, West Mercia Police and Crime Commissioner
Shrewsbury Moves: How a Town Finally Got Its Night Bus
Shrewsbury Moves introduced late-night bus travel for a town whose regular services had long ended at 6.30pm. The partnership brought together Arriva Midlands, local authorities, the business community and the police and crime commissioner to offer an affordable journey home for hospitality workers, evening visitors and other residents. The trial also provided evidence of demand for public transport after dark, helping partners assess where future evening services could be most useful.
Brighton & Hove and Metrobus
Transforming the way you pay for bus travel
It began with a lesson learned. In 2016, passengers were asking why they couldn’t pay with a bank card on a bus – and the industry had to catch up. This time, Brighton & Hove Buses set out to do the opposite: anticipate the next shift in customer behaviour and build it before demand arrived. The result is a UK-first innovation: the ability to purchase and use a 30-day bus ticket directly within Google Wallet. As a UK-first ‘Model 3 Card-as-Authority’ deployment, the primary achievement is successful delivery itself: a fully operational, multi-system product brought to market through complex, multi- partner collaboration.
Brighton & Hove and Metrobus
Transforming the way you pay for bus travel
It began with a lesson learned. In 2016, passengers were asking why they couldn’t pay with a bank card on a bus – and the industry had to catch up. This time, Brighton & Hove Buses set out to do the opposite: anticipate the next shift in customer behaviour and build it before demand arrived. The result is a UK-first innovation: the ability to purchase and use a 30-day bus ticket directly within Google Wallet. As a UK-first ‘Model 3 Card-as-Authority’ deployment, the primary achievement is successful delivery itself: a fully operational, multi-system product brought to market through complex, multi- partner collaboration.
Brighton & Hove and Metrobus
Transforming the way you pay for bus travel
It began with a lesson learned. In 2016, passengers were asking why they couldn’t pay with a bank card on a bus – and the industry had to catch up. This time, Brighton & Hove Buses set out to do the opposite: anticipate the next shift in customer behaviour and build it before demand arrived. The result is a UK-first innovation: the ability to purchase and use a 30-day bus ticket directly within Google Wallet. As a UK-first ‘Model 3 Card-as-Authority’ deployment, the primary achievement is successful delivery itself: a fully operational, multi-system product brought to market through complex, multi- partner collaboration.
Light Rail Safety and Standards Board, VibeSafe Technology and Efficiency Ups Ltd
Safer Tram Crossings
An innovative project that aims to improve safety at tramway crossings has seen a partnership grow into a sector-wide collaboration involving light rail operators, owners, academics and commercial businesses. Backed by the Light Rail Safety and Standards Board, the ‘Safer Tram Crossings’ initiative has seen the development of a new alert system by technology company, Efficiency Ups Ltd, that relies on track vibrations to alert pedestrians of an approaching tram. In addition to providing funding for the project, the LRSSB has helped to support and guide research and testing of the system after its advanced modelling identified collisions at non- motorised user (NMU) crossings as the number one risk to tramway safety.
Light Rail Safety and Standards Board, VibeSafe Technology and Efficiency Ups Ltd
Safer Tram Crossings
An innovative project that aims to improve safety at tramway crossings has seen a partnership grow into a sector-wide collaboration involving light rail operators, owners, academics and commercial businesses. Backed by the Light Rail Safety and Standards Board, the ‘Safer Tram Crossings’ initiative has seen the development of a new alert system by technology company, Efficiency Ups Ltd, that relies on track vibrations to alert pedestrians of an approaching tram. In addition to providing funding for the project, the LRSSB has helped to support and guide research and testing of the system after its advanced modelling identified collisions at non- motorised user (NMU) crossings as the number one risk to tramway safety.
Light Rail Safety and Standards Board, VibeSafe Technology and Efficiency Ups Ltd
Safer Tram Crossings
An innovative project that aims to improve safety at tramway crossings has seen a partnership grow into a sector-wide collaboration involving light rail operators, owners, academics and commercial businesses. Backed by the Light Rail Safety and Standards Board, the ‘Safer Tram Crossings’ initiative has seen the development of a new alert system by technology company, Efficiency Ups Ltd, that relies on track vibrations to alert pedestrians of an approaching tram. In addition to providing funding for the project, the LRSSB has helped to support and guide research and testing of the system after its advanced modelling identified collisions at non- motorised user (NMU) crossings as the number one risk to tramway safety.
Lothian Buses & Police Scotland
During the Halloween/Bonfire Night period in 2024, Lothian experienced multiple incidents of antisocial behaviour, resulting in service withdrawals on Halloween and pre-emptively on Bonfire Night to protect colleagues and customers. To prevent recurrence in 2025, Lothian partnered with Police Scotland and local stakeholders to deliver a coordinated, data-led approach. Throughout 2025, Lothian participated in targeted interventions based on previous incident data. These included school engagement programmes reaching over 1,500 pupils across Edinburgh and the Lothians, joint patrols with Police Scotland in identified hotspot areas, and community consultations to address underlying causes. Thanks to the sustained collaboration between Lothian, Police Scotland and key partners, there was a significant reduction in antisocial behaviour across the Halloween/Bonfire Night period in 2025.
Lothian Buses & Police Scotland
During the Halloween/Bonfire Night period in 2024, Lothian experienced multiple incidents of antisocial behaviour, resulting in service withdrawals on Halloween and pre-emptively on Bonfire Night to protect colleagues and customers. To prevent recurrence in 2025, Lothian partnered with Police Scotland and local stakeholders to deliver a coordinated, data-led approach. Throughout 2025, Lothian participated in targeted interventions based on previous incident data. These included school engagement programmes reaching over 1,500 pupils across Edinburgh and the Lothians, joint patrols with Police Scotland in identified hotspot areas, and community consultations to address underlying causes. Thanks to the sustained collaboration between Lothian, Police Scotland and key partners, there was a significant reduction in antisocial behaviour across the Halloween/Bonfire Night period in 2025.
Lothian Buses & Police Scotland
During the Halloween/Bonfire Night period in 2024, Lothian experienced multiple incidents of antisocial behaviour, resulting in service withdrawals on Halloween and pre-emptively on Bonfire Night to protect colleagues and customers. To prevent recurrence in 2025, Lothian partnered with Police Scotland and local stakeholders to deliver a coordinated, data-led approach. Throughout 2025, Lothian participated in targeted interventions based on previous incident data. These included school engagement programmes reaching over 1,500 pupils across Edinburgh and the Lothians, joint patrols with Police Scotland in identified hotspot areas, and community consultations to address underlying causes. Thanks to the sustained collaboration between Lothian, Police Scotland and key partners, there was a significant reduction in antisocial behaviour across the Halloween/Bonfire Night period in 2025.
Merseyrail
Rebuilding Futures Alliance: Second Chances
This is a pioneering partnership with the Rebuilding Futures Alliance that opens up meaningful careers to people who face significant barriers to employment, including care leavers and those with minor criminal convictions. Launched in 2025, it is the first initiative of its kind in UK rail to embed inclusive recruitment directly into operational roles. It is not a placement scheme or short term intervention. It provides real jobs, with clear expectations, robust standards and long term support from day one. The programme has already supported 42 individuals through structured training, with 16 progressing to interview and 5 securing permanent roles in its first year.
Merseyrail
Rebuilding Futures Alliance: Second Chances
This is a pioneering partnership with the Rebuilding Futures Alliance that opens up meaningful careers to people who face significant barriers to employment, including care leavers and those with minor criminal convictions. Launched in 2025, it is the first initiative of its kind in UK rail to embed inclusive recruitment directly into operational roles. It is not a placement scheme or short term intervention. It provides real jobs, with clear expectations, robust standards and long term support from day one. The programme has already supported 42 individuals through structured training, with 16 progressing to interview and 5 securing permanent roles in its first year.
Merseyrail
Rebuilding Futures Alliance: Second Chances
This is a pioneering partnership with the Rebuilding Futures Alliance that opens up meaningful careers to people who face significant barriers to employment, including care leavers and those with minor criminal convictions. Launched in 2025, it is the first initiative of its kind in UK rail to embed inclusive recruitment directly into operational roles. It is not a placement scheme or short term intervention. It provides real jobs, with clear expectations, robust standards and long term support from day one. The programme has already supported 42 individuals through structured training, with 16 progressing to interview and 5 securing permanent roles in its first year.
Network Rail and British Transport Police
Stay off the tracks: You v Train
Every year, more than 19,000 people risk their lives trespassing on the railway network, causing injury, trauma, disruption and over 700,000 minutes of delays. These incidents can have a devastating and lasting impact on individuals, families, communities, passengers, train drivers and first responders. Storycatchers have worked with Network Rail and British Transport Police on their ‘You vs Train’ campaign to tackle trespass, for the last 5 years - leading its strategy, using unexpected storytelling to highlight the unpredictable nature of railway danger. its 2025 campaign task was to increase awareness of the risks of the electrified rail and distracted behaviour around level crossings, to reduce trespass among 18–34-year-olds in high-risk locations. 8m people across YouTube, cinema & TV.
Network Rail and British Transport Police
Stay off the tracks: You v Train
Every year, more than 19,000 people risk their lives trespassing on the railway network, causing injury, trauma, disruption and over 700,000 minutes of delays. These incidents can have a devastating and lasting impact on individuals, families, communities, passengers, train drivers and first responders. Storycatchers have worked with Network Rail and British Transport Police on their ‘You vs Train’ campaign to tackle trespass, for the last 5 years - leading its strategy, using unexpected storytelling to highlight the unpredictable nature of railway danger. its 2025 campaign task was to increase awareness of the risks of the electrified rail and distracted behaviour around level crossings, to reduce trespass among 18–34-year-olds in high-risk locations. 8m people across YouTube, cinema & TV.
Network Rail and British Transport Police
Stay off the tracks: You v Train
Every year, more than 19,000 people risk their lives trespassing on the railway network, causing injury, trauma, disruption and over 700,000 minutes of delays. These incidents can have a devastating and lasting impact on individuals, families, communities, passengers, train drivers and first responders. Storycatchers have worked with Network Rail and British Transport Police on their ‘You vs Train’ campaign to tackle trespass, for the last 5 years - leading its strategy, using unexpected storytelling to highlight the unpredictable nature of railway danger. its 2025 campaign task was to increase awareness of the risks of the electrified rail and distracted behaviour around level crossings, to reduce trespass among 18–34-year-olds in high-risk locations. 8m people across YouTube, cinema & TV.
Portsmouth City Council
Portsmouth Buses Partnership
The Portsmouth Buses Partnership was created to tackle a clear shared challenge: how to deliver franchising level improvements in reliability, affordability and passenger experience, without the cost, delay and risk of formal franchising. PCC leads strategy, funding and infrastructure, securing £48.3m BSIP (plus £4.7m in 2025), auditing all 572 stops, and delivering citywide upgrades to shelters, accessibility and Real Time Information. Operators bring commercial insight, invest in vehicles and technology, and design enhanced service patterns, including evening, 24 hour and higher frequency daytime services. Together, partners co develop targets, share data and jointly prioritise schemes based on passenger need and network performance. Ridership and recovery Bus use in Portsmouth grew 41% in the two years to March 2024, including 17% in the last year alone.
Portsmouth City Council
Portsmouth Buses Partnership
The Portsmouth Buses Partnership was created to tackle a clear shared challenge: how to deliver franchising level improvements in reliability, affordability and passenger experience, without the cost, delay and risk of formal franchising. PCC leads strategy, funding and infrastructure, securing £48.3m BSIP (plus £4.7m in 2025), auditing all 572 stops, and delivering citywide upgrades to shelters, accessibility and Real Time Information. Operators bring commercial insight, invest in vehicles and technology, and design enhanced service patterns, including evening, 24 hour and higher frequency daytime services. Together, partners co develop targets, share data and jointly prioritise schemes based on passenger need and network performance. Ridership and recovery Bus use in Portsmouth grew 41% in the two years to March 2024, including 17% in the last year alone.
Portsmouth City Council
Portsmouth Buses Partnership
The Portsmouth Buses Partnership was created to tackle a clear shared challenge: how to deliver franchising level improvements in reliability, affordability and passenger experience, without the cost, delay and risk of formal franchising. PCC leads strategy, funding and infrastructure, securing £48.3m BSIP (plus £4.7m in 2025), auditing all 572 stops, and delivering citywide upgrades to shelters, accessibility and Real Time Information. Operators bring commercial insight, invest in vehicles and technology, and design enhanced service patterns, including evening, 24 hour and higher frequency daytime services. Together, partners co develop targets, share data and jointly prioritise schemes based on passenger need and network performance. Ridership and recovery Bus use in Portsmouth grew 41% in the two years to March 2024, including 17% in the last year alone.
South Eastern Railway
One Railway, One Team: South Eastern Railway’s First-Year Impact
South Eastern Railway (SER) has led the way by establishing the first integrated business unit as an early step towards Great British Railways. SER brings train operations and infrastructure together organisationally, digitally and culturally - with unified accountability - and in just one year has already delivered a safer, better and lower cost railway. Created in June 2025 by integrating Southeastern and Network Rail Kent Route, SER operates 383 trains across 181 stations, manages over 1,100 route miles and serves more than 140 million passenger journeys annually on one of Britain’s most complex rail networks. Safer RIDDOR accidents reduced by 13% Signals passed at danger (SPAD) incidents halved.
South Eastern Railway
One Railway, One Team: South Eastern Railway’s First-Year Impact
South Eastern Railway (SER) has led the way by establishing the first integrated business unit as an early step towards Great British Railways. SER brings train operations and infrastructure together organisationally, digitally and culturally - with unified accountability - and in just one year has already delivered a safer, better and lower cost railway. Created in June 2025 by integrating Southeastern and Network Rail Kent Route, SER operates 383 trains across 181 stations, manages over 1,100 route miles and serves more than 140 million passenger journeys annually on one of Britain’s most complex rail networks. Safer RIDDOR accidents reduced by 13% Signals passed at danger (SPAD) incidents halved.
South Eastern Railway
One Railway, One Team: South Eastern Railway’s First-Year Impact
South Eastern Railway (SER) has led the way by establishing the first integrated business unit as an early step towards Great British Railways. SER brings train operations and infrastructure together organisationally, digitally and culturally - with unified accountability - and in just one year has already delivered a safer, better and lower cost railway. Created in June 2025 by integrating Southeastern and Network Rail Kent Route, SER operates 383 trains across 181 stations, manages over 1,100 route miles and serves more than 140 million passenger journeys annually on one of Britain’s most complex rail networks. Safer RIDDOR accidents reduced by 13% Signals passed at danger (SPAD) incidents halved.
Transpennine Express, RSSB, LNER and Network Rail
Rail Industry Risk Forum
The Rail Industry Risk Forum brings together risk professionals from train operators, Network Rail, the RSSB and other organisations to address risks shared across the railway. Established without dedicated funding, it has grown to more than 35 members. The forum gives participants a place to share practice, raise concerns and work through common challenges, aiming to improve risk culture, decision making and resilience across organisational boundaries.
Transpennine Express, RSSB, LNER and Network Rail
Rail Industry Risk Forum
The Rail Industry Risk Forum brings together risk professionals from train operators, Network Rail, the RSSB and other organisations to address risks shared across the railway. Established without dedicated funding, it has grown to more than 35 members. The forum gives participants a place to share practice, raise concerns and work through common challenges, aiming to improve risk culture, decision making and resilience across organisational boundaries.
Transpennine Express, RSSB, LNER and Network Rail
Rail Industry Risk Forum
The Rail Industry Risk Forum brings together risk professionals from train operators, Network Rail, the RSSB and other organisations to address risks shared across the railway. Established without dedicated funding, it has grown to more than 35 members. The forum gives participants a place to share practice, raise concerns and work through common challenges, aiming to improve risk culture, decision making and resilience across organisational boundaries.
Transport for Wales
Local T-Network partnerships
The Local T‑Network partnership brings together local managers and frontline colleagues across signalling, maintenance, drivers, traincrew, performance and support functions to operate as “one team” focused on improving service delivery for customers. Working across defined geographic areas, these integrated teams are empowered to take collective ownership of performance, identifying local issues and implementing practical, often simple solutions to longstanding challenges. Functioning as a single, aligned leadership group, they focus on the detailed drivers of performance and collaborate in real time to resolve issues and drive continuous improvement. This approach ensures decisions are informed by frontline insight and local knowledge, enabling faster, more effective outcomes for both customers and colleagues. Over the past 12 months, Local T‑Network teams in Wales have delivered measurable improvements in performance, customer experience and value for money, consistently outperforming previous baselines.
Transport for Wales
Local T-Network partnerships
The Local T‑Network partnership brings together local managers and frontline colleagues across signalling, maintenance, drivers, traincrew, performance and support functions to operate as “one team” focused on improving service delivery for customers. Working across defined geographic areas, these integrated teams are empowered to take collective ownership of performance, identifying local issues and implementing practical, often simple solutions to longstanding challenges. Functioning as a single, aligned leadership group, they focus on the detailed drivers of performance and collaborate in real time to resolve issues and drive continuous improvement. This approach ensures decisions are informed by frontline insight and local knowledge, enabling faster, more effective outcomes for both customers and colleagues. Over the past 12 months, Local T‑Network teams in Wales have delivered measurable improvements in performance, customer experience and value for money, consistently outperforming previous baselines.
Transport for Wales
Local T-Network partnerships
The Local T‑Network partnership brings together local managers and frontline colleagues across signalling, maintenance, drivers, traincrew, performance and support functions to operate as “one team” focused on improving service delivery for customers. Working across defined geographic areas, these integrated teams are empowered to take collective ownership of performance, identifying local issues and implementing practical, often simple solutions to longstanding challenges. Functioning as a single, aligned leadership group, they focus on the detailed drivers of performance and collaborate in real time to resolve issues and drive continuous improvement. This approach ensures decisions are informed by frontline insight and local knowledge, enabling faster, more effective outcomes for both customers and colleagues. Over the past 12 months, Local T‑Network teams in Wales have delivered measurable improvements in performance, customer experience and value for money, consistently outperforming previous baselines.
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