Great British Railways Headquarters: Swindon’s Bid

Mark Hendrick Excerpts

Tuesday 24th May 2022 Westminster Hall

[Sir Mark Hendrick (in the Chair)]

I will call Sir Robert Buckland to move the motion and then the Minister to respond. There will not be an opportunity for the Member in charge to wind up, as is the convention for 30-minute debates.

[Sir Robert Buckland (South Swindon) (Con)]

I beg to move,

That this House has considered Swindon’s bid to host Great British Railways’ headquarters.

It is a pleasure to serve under your chairmanship, Sir Mark, and to see the Minister of State, my hon. Friend the Member for Aldridge-Brownhills (Wendy Morton), in her place. I am grateful to the House for allowing me the opportunity to address it on a matter of significant importance to the town I have the honour of representing. I speak today as the Member for South Swindon. My hon. Friend the Member for North Swindon (Justin Tomlinson) is on paternity leave—he recently had the good news of a second daughter, so he is well and truly outnumbered in his house. He strongly supports not only this debate but the bid that Swindon has made to be the headquarters of Great British Railways. I am grateful that the bid is also supported by my right hon. Friend the Member for Chippenham (Michelle Donelan), in her constituency capacity, and by my hon. Friends the Members for North Wiltshire (James Gray) and for Devizes (Danny Kruger)—all constituencies near to or bordering Swindon.

My hon. Friend the Minister will have spent the past several months fielding increasingly plaintive and perhaps strident requests from a large number of parliamentary colleagues and others, extolling the relative virtues of their local bids. I thought I would start not with the merits of Swindon’s bid, but with what it is that we are bidding for. For me and those who think like me, this is more than just an argument about where to cite a cadre of civil servants. It is more than deciding which building to use or what configuration things will take. It is more than something that looks little different from the existing Network Rail. In short, this is not Network Rail with a rebranding. The business model that governs railway service delivery is—I think by common consent—a flawed one.

We are at 72% of pre-covid passenger levels, but something has changed forever. Saturday is now the busiest passenger travel day, followed by Sunday and then Friday. Commuters are still travelling for business purposes, but the era of the annual season ticket is almost completely dead. Why, in the light of this newly acquired knowledge, do we persist with engineering works on weekends and holidays? That is one question that the new body will have to answer. It will also have to build on the work of the Williams-Shapps report. In my strong opinion, a complete and fair review is needed.

A system where the rest of the country, including Swindon, subsidises fares in the south-east is neither fair nor sustainable. A system where a peak-hour ticket from Swindon to London is one of the most expensive tickets in Europe is certainly not fair or sustainable. That is why we need not just a building, but a hothouse of innovation, designing the railway network of tomorrow: its installations, equipment, people, systems and structures. That is the very first of the core goals set out by the Secretary of State in the Department for Transport’s framework document: changing the culture of the railways, rather than merely replicating Network Rail. I put it firmly on the record that we in Swindon understand that better than anybody.

The second core goal is to think like customers and put them first. With thousands of rail users coming through Swindon every day, that is frankly our default position. We have no choice but to think like them and think as them. The third goal is to grow the network and get more people travelling, and the fourth goal is to make the railways easier to use, and I will go on to address those issues.

The fifth goal—an important one—is to have greater accountability, to drive down costs and to increase efficiency. No. 6 is to have a can-do, not a can’t do, culture—again, something that is in the blood of what we are about in Swindon. Then, there is harnessing the best of the private sector, and I will enlarge on that. Finally, there is the critical role to be played in the shift to net zero. In summary, it is Swindon that encapsulates all those core goals.

Let us take the private sector. For a long period now, we have enjoyed the presence of major engineering firms, such as Atkins, Amey and Hochtief, all of which are based in our town. That immediately provides the potential headquarters with excellent proximity to partnership opportunities that will not exist elsewhere.

The net zero commitment has been exemplified by the electrification project that has transformed the Great Western Railway in our region and seen Swindon play a key role not only in the construction of that new electrified railway but in training—through the training centre that we have—to ensure that electrification was a success, and it is a success, with rail journeys to London now being reduced by an average of five to 10 minutes.

As I have said, in everything we do in Swindon we are a can-do economy. We find solutions to problems, we get on with the job and we often work so hard that we do not really signal our own qualities as well as we might do. Well, today, and in this bid, there is a chance for those qualities to be recognised.

Let me turn to the six selection criteria set out by the Government. I would argue that Swindon matches up magnificently to them all. First, there is:

“Alignment to Levelling Up objectives”.

Levelling up is not about simple geography; it is not about north, south, east and west. It is about disparities of income, disparities of opportunity and disparities in the quality of life. The Government have already acknowledged, through the towns fund initiative and the future high street initiative, which is benefiting Swindon, that the regeneration of our town centre is a key national priority. Siting the new Great British Railways headquarters right in the heart of the town, next to the railway and in buildings owned by Network Rail or the local authority, would entirely align with that objective. Moreover, it would align with the skills objective that is a key part of levelling up.

Recently, the Government made Swindon an education investment area, which means that we will get extra support to address the skills gap and the need to equip our young people for the jobs of the future. We are addressing those challenges by really focusing on science, technology, engineering and maths—STEM subjects—and technical education. The £21 million Swindon Institute of Technology, based in the town, provides technical qualifications and now offers higher apprenticeships for technical and digital roles. Right next to where the new headquarters could be is a university technical college, which was set up 10 years ago to provide youngsters from 14 to 19 with STEM skills and which provides particular apprenticeships to Network Rail. That is already happening, so we have a supply line of the talented young people that GBR will need if it is to survive.

I have mentioned training. We already have the £10 million state-of-the-art Network Rail Electrification Training Centre right next to the station in Swindon. There is so much going on—so much potential—and so much more to be done.