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Secretary of State for Transport sets out how Great British Railways will plan trains and infrastructure to improve passenger journeys.

I am pleased to inform the House of the joint publication by my department and DfT Operator Limited (DFTO), the government’s rail owning group, of Great British Railways’ rolling stock and infrastructure strategy (the strategy) on 28 September 2026. Since it was published during conference recess, I am notifying the House at the earliest opportunity today.

The strategy establishes a long-term framework for how Great British Railways will plan and deliver rolling stock and the infrastructure that supports it. Through integrated decision-making, clearer priorities and a more coordinated pipeline of activity, it will help secure better outcomes for passengers and taxpayers while giving the rail supply chain greater confidence to invest, innovate and create skilled jobs across Great Britain.

The strategy sets out a new, whole-system approach to decisions about passenger trains and their supporting infrastructure, which is made possible by the creation of Great British Railways and the transition to a publicly owned passenger railway.

By bringing decisions about trains, infrastructure, depots and maintenance together under a single directing mind, Great British Railways will be able to plan over the long term and deliver better outcomes for passengers, taxpayers and the rail supply chain.

The strategy puts passengers at the centre of a modern railway. It sets a clear direction for more consistent fleet specifications that support a better passenger experience and improve train reliability. Specifically, future train procurements will be structured around a smaller number of nationally defined ‘fleet families’, with more consistent levels of compatibility and capability across the network, while retaining flexibility to meet the needs of different markets and communities.

The strategy also accelerates progress towards more accessible trains, with clearer expectations for level boarding and alighting, where possible, as well as accessible toilets, consistent passenger information and reliable wifi. Spaces for wheelchairs, prams and buggies, luggage and family-friendly spaces will be integral to the design of new Great British Railways trains.

Great British Railways will be better placed to make integrated decisions across fleet and infrastructure that support the transition to a lower-carbon railway, advance the government’s net-zero objectives, improve local air quality and reduce noise, while ensuring future decisions are taken on a whole-life and whole-system value basis. The strategy sets out the practical steps needed to support this transition, through electrification, battery-electric trains and other solutions, which will be deployed to reduce emissions while maintaining reliable and affordable services for passengers.

Crucially, the strategy also sets out a new approach to fleet ownership and financing. GBR will assess direct ownership of new fleets, leasing and other financing arrangements on a case-by-case basis, rather than relying on a single default model for financing rolling stock. This assessment will determine which approach offers the strongest overall outcome for passengers and taxpayers.

For UK-based manufacturers and suppliers, more clarity about future requirements and fewer unnecessary fleet variations will provide a stronger basis on which to invest, retain skills, plan capacity and compete for future work. The strategy will be underpinned by a fleet and infrastructure plan (FIP) as the principal internal mechanism for coordinating rolling stock and related infrastructure activity across the integrated railway. While the FIP itself will remain an internal planning tool, it will support the sharing of appropriate information with the market on forthcoming fleet and infrastructure requirements, helping give suppliers greater confidence to invest and plan.

Implementing the strategy will be central to ensuring Great British Railways delivers for communities across Great Britain. Continued engagement with devolved, regional and local government partners will help ensure that local priorities are appropriately considered in decisions on trains, infrastructure and services. This will help ensure that the national coherence set by the strategy supports regional connectivity and reflects local economic priorities, travel patterns and passenger demand.