That this House has considered the future of rail manufacturing.
It is a pleasure to serve under your chairmanship, Sir Gary. I must declare an interest as a member of Unite the Union and chair of the Unite parliamentary group. I am also a member of the RMT and ASLEF parliamentary groups and I am on the Transport Committee.
For several years, industry organisations such as the Railway Industry Association, trade unions and manufacturers have urged timely action to prevent significant job losses in rail manufacturing here in the UK. The industry employs over 30,000 people in the United Kingdom and contributes at least £1.8 billion annually in gross value added. It is currently facing a very dangerous—indeed, critical—situation. The Minister, a former Chair of the Transport Committee, is very familiar with the situation. I have engaged with him on a number of occasions recently and in the Select Committee, so I am fully aware that he understands the nature of the problem.
In December last year, I raised an urgent question following evidence given to the Transport Committee by Nick Crossfield, the managing director of Alstom—Alstom is based in Derby. He impressed on the Committee the need for urgent action from the Government to expedite the bidding process for new British-manufactured trains. Four months later, it is clear that the Government have been too slow to prevent potential job losses at the Derby train manufacturer.
Similarly, I met workers at the Hitachi train manufacturing facility in Newton Aycliffe, next door to my constituency, who are also members of Unite the Union. They warned that we could see redundancies as early as June this year if the Government continue to drag their heels on extending the contract to build further trains for the west coast main line.
British railways are rooted in the north-east of England. The Stockton and Darlington railway was inaugurated in 1825 and was the world’s first passenger railway. It also linked the coalmines near Shildon in County Durham to the River Tees at Stockton, facilitating coal exports from Teesport. The Stockton and Darlington railway’s success, alongside growing demand for transport, spurred the development of a national railway network. The railways transformed Britain, enabling all social classes to travel further, and the network was developed to move coal from thriving collieries in County Durham to global markets. However, County Durham continues to struggle with the legacy of the loss of its coal industry, with limited skilled employment due to insufficient investment in levelling-up efforts, alongside a lack of a coherent industrial strategy under successive Conservative Governments.
In 2015, Hitachi opened a plant in County Durham, bringing skilled jobs to the region and reviving the north-east’s rail manufacturing tradition after 90 years. The 750 skilled jobs at Hitachi, and about 1,500 jobs in the supply chain, are fundamental to the success of the local economy.
Today, the excellent Sheffield Hallam University has released its “State of the Coalfields 2024” report, which shows evidence of a lack of jobs and businesses in the former coalfields despite recent growth. Job density in former coalfields is only 57 employee jobs per 100 working-age residents; that compares with a national average of 73 jobs per 100 residents, and an average in major regional cities of 88 jobs per 100 residents. There is a disparity, and a long way to go.
The report from Sheffield Hallam illustrates, as clear as day, the ongoing struggle for prosperity in former coalfield communities.
Would my hon. Friend agree that the issue is not just the number of jobs that Hitachi has brought to the region but the improvement in the skill base? Hitachi is training apprentices and increasing the skill base locally through investments in higher education and other things. That helps not only Hitachi but the regional economy.
Absolutely. My right hon. Friend makes an excellent point about the broader benefits to the economy. Indeed, the loss of rail manufacturing in County Durham or Derbyshire would devastate their respective regional economies and threaten British rail manufacturing.
Alstom, Hitachi, Siemens and CAF—Construcciones y Auxiliar de Ferrocarriles—remain the only train manufacturers in the UK. A similar situation arose with the steel industry. To a reasonable person, it would seem illogical for the Government to permit the UK to lose its capacity to build trains, especially as our existing network is in need of modernisation.
The Minister and I have fenced about the age of the rolling stock and trains, but the UK still operates trains built before privatisation, with the average age of trains on the Chiltern line estimated to be 30 years; that was in March last year, from the Office of Rail and Road report. Additionally, nearly half all operators use trains over 22 years old. The Railway Industry Association has urged the Government to upgrade or replace approximately 2,600 vehicles by 2030, and to renew around 1,650 diesel trains that will be 35 years old after 2030.
The industry-wide consensus is that our rolling stock is outdated and inefficient. Therefore, my question to the Minister is: why are the Government not protecting British rail manufacturing, especially given the rising demand for new trains to enhance the passenger experience and to meet our net zero targets? In relation to our environmental targets, all 2,898 diesel and 912 bi-mode trains in the UK emit carbon dioxide and nitrogen oxides, with nitrous oxide—N2O—having various health impacts and being up to 280 times more potent than CO2 in warming the planet over a 20-year period. That is according to the latest Intergovernmental Panel on Climate Change report to the United Nations.
To achieve net zero by 2050, a solution must be found to replace diesel trains, which are currently used by 14 operators—especially since only 38% of the network is currently electrified. My constituents, who travel on unreliable, second-hand ScotRail Sprinter trains—no offence to my friend from Scotland, the hon. Member for Paisley and Renfrewshire North (Gavin Newlands)—built in the 1980s, find it inconceivable that the rolling stock companies’ profits are sky high while our UK-based rail manufacturers are crying out for orders. Taxpayers are forced to travel on substandard trains purchased with Government funds, while subsidies remain at twice pre-pandemic levels. The system is inefficient and does not serve the taxpayer or the travelling public.
Thank you, Sir Gary. Credit to the hon. Member for Easington (Grahame Morris) for securing this critically important debate. I will try to skip parts of this as I go through.
When talking about the future of rail manufacturing, it is worth reminding ourselves of what the hon. Member for Easington has already said: the home of railways is the Stockton and Darlington railway in the north-east. As I am sure the Minister is aware, the oldest platform is in Heighington, where the Aycliffe levels are; it is also where Locomotion No. 1 was first placed on the line, starting the passenger railway service. Rail is in our blood in the north-east, and the Minister is very welcome to come and see these places for himself. It is important that we understand our history there and look after our stations. But clearly, railways are an industry not just of the past but of the future.
We saw the growth of the railways, but that declined as the motor car grew. It is now coming back again. It is important that we have sustainable and environmentally acceptable modes of transport. Rail is the key connector for passengers and freight in a cleaner, greener world. Rail undeniably has an exciting and developing future. That future needs to include the Hitachi facility based in my constituency, which has already been mentioned. Hitachi brought investment and innovation to both the rail market and the local economy. It is a first class employer that lives up to its tag line—“Inspire the Future”.
I have spoken with many employees and union members, who all express how the business consistently seeks to develop them; its partnership with the local university technical college is crucial for the people educated there. The work done by the Hitachi team in Aycliffe, since it was opened in September 2015, has been nothing short of spectacular. From a standing start, the employees and management have built a team and facility that anyone would be proud to have in their constituency. I was delighted when the Prime Minister went there last year and I hope to see the Secretary of State there shortly, too.
May I say what a pleasure it is to serve under your chairmanship, Sir Gary?
I congratulate my hon. Friend the Member for Easington (Grahame Morris) on securing this very important debate. He and the hon. Member for Sedgefield (Paul Howell) said that the north-east has a long tradition in rail manufacturing, and it is one we should be proud of, but it also has a future. It had a future when we secured the investment in the Hitachi factory in Newton Aycliffe, which supported not only 700 highly paid jobs but the supply chain. People should remember the history of how we got Hitachi in the north-east. I pay tribute to Durham County Council; the NDA, which the coalition Government abolished, and Phil Wilson, who was the MP for Sedgefield and a great champion of getting that investment.
Why did Hitachi come to Newton Aycliffe? It saw opportunities in the tradition, but also the opportunities in the workforce. It came there because it saw the growth in the UK market, as well as in exports to Europe. Well, Brexit has dealt a hammer blow to that, but Hitachi was still determined to contribute to the development of the UK rail industry. Remember that the Japanese do not take short-term decisions; they take long-term investment decisions. They invested because they saw a pathway of work in the UK.
The hon. Member for Sedgefield talked about the challenge and about not making the issue political. Well, I am sorry, but this is a political decision. As he said, it is about ensuring that we have a rail strategy, and that is about UK factories, including Newton Aycliffe, having consistent orders. The answer is in the Government’s hands. He is a member of the governing party, and he cannot say that there is no solution. There is. The solution is ensuring that there is a drumbeat of orders, not just for Newton Aycliffe but for the rest of UK rail manufacturing, so that we get long-term supply chains in place and retain skills.
I will probably surprise the right hon. Member by agreeing with him. The way in which the Japanese and Hitachi work is all about generational levels of training, investment and continuity. I endorse his point about the need for skills to be invested in and continued over long periods of time.
I agree with the hon. Member, so why does he not criticise his own Government, who are not investing in the long-term strategy we need? We have had it in the shipbuilding industry and we have a shipbuilding strategy that makes that exact point: we need a drumbeat of orders. That the Government decide to put warships over to Spanish and not UK yards makes a mockery of their commitment to such long-term strategies.
If we are serious about levelling up, this is it in action. Levelling up is nothing new; the last Labour Government saw the need for it. It was the reason why we were involved in the NDA and why we attracted Hitachi to the north-east. I must say that it takes a lot, having dealt with Japanese politicians and industry for a number of years, for them to make the public statements they have made about the future of Newton Aycliffe. It is in the Government’s hands to ensure that we have the continuation of skills. Without that, it has a bleak future.
I pay huge tribute to the management and staff at Newton Aycliffe. With my hon. Friend the Member for Easington, I met representatives of Unite the union the other day and they are fully committed to the future of the plant. They are the people who want to ensure that not only they but future generations have jobs. The answer to Newton Aycliffe’s future is in the hands of the Government, who can make sure that in the next few years we have a continuous stream of orders going through, but this is not just an issue for Newton Aycliffe; other plants face it as well. It comes down to the sad fact that for the last 14 years of Conservative Government, there has been a lack of industrial strategy across the UK. This is a good example not only of how that lack of strategy will endanger our great jobs in Newton Aycliffe but of how hollow all the nonsense spoken about levelling up over the last few years has been.
It is a pleasure to serve under your chairmanship, Sir Gary. I add my congratulations to my comrade from the Transport Committee, the hon. Member for Easington (Grahame Morris), on securing this important debate.
Rail rolling stock manufacturing in the UK has a bright future in the medium to long term, as my hon. Friend the Member for Sedgefield (Paul Howell) pointed out. In the coming years, there will be significant new orders, not just from HS2 but from Northern, Chiltern, ScotRail, Southeastern and others, which will be putting through considerable orders. The challenge at the moment is how we get over this short-term trough of orders. I am heartened that my hon. Friend the Minister and the Secretary of State are meeting Alstom, Hitachi and others to find out how that can be resolved. Those conversations will be confidential, so I will not press him on that.
My main point today is that the peaks and troughs in the procurement of rolling stock and, indeed, other parts of rail infrastructure are not a new phenomenon. For many decades, the industry has had a tap-on, tap-off approach and we need to address that. There is an opportunity to do that with the creation of Great British Railways, the way for which was paved by the draft Rail Reform Bill my Committee is scrutinising. I believe that if that is done in the right way, it can help to knit together the industry’s objectives and create a long-term horizon that will engender investment from Hitachi, Alstom and others. I do not want to prejudge the outcome of my Committee’s work, but we have already received considerable written evidence, and that is what the industry is calling for. For example, the Rail Industry Association made that point forcefully.
It is not just about having a strategy of buying new rolling stock; it is about the type of rolling stock that is needed, which is why we require a whole-industry perspective for the long term. There is an ongoing and evolving debate about the extent and type of electrification of the network. For some lines, the cost of electrifying the whole line are prohibitive, so we can have what is known as discontinuous electrification with battery electric trains. To arrive at that point, which I think is eminently sensible, different parts of the industry need to work together. I believe GBR can do that, and that is one of the areas that the Committee will explore.
It is a pleasure to serve under your chairmanship, Sir Gary. I am terribly concerned that Britain is facing a cycle of managed decline, so I congratulate my hon. Friend the Member for Easington (Grahame Morris) on securing this debate, which addresses some of that.
I spoke to Hitachi Rail ahead of this debate, and it cannot be stressed enough that if the Government do not take robust action, the company will see a colossal loss of skills and capability, and could be talking to its staff within very few months. Let us not forget that, thanks to an agreement with the Government of the day and as a consequence of the tremendous work of my former colleague Phil Wilson, it invested £110 million to open the state-of-the-art train manufacturing facility in 2015. It has 750 highly skilled workers and supports 1,400 jobs in the wider supply chain—many in my Stockton North constituency. Now, just nine years later, the company is needlessly facing a gap in its workload. It has a two to three-year production gap from when the last train leaves in March 2025. Unite’s press release confirms that work on those contracts is set to decline by October 2024.
Hitachi Rail tells me that it started engaging with the UK Government more than two years ago on this issue, and more importantly, on the solution. There was a visit from the Prime Minister, who was briefed on the challenges and the solutions. During that visit, he promoted the world-class manufacturing taking place. Hitachi Rail identified a contract variation for an additional 29 of the Avanti West Coast trains that are currently being manufactured. The volume of work and the ability to exercise and option an existing contract in the necessary timeframe made this the best way to maintain the skills base and bridge the production gap to HS2. It is a genuine long-term solution to the challenge.
As part of those discussions, Hitachi Rail also proposed the hybridisation of the Newton Aycliffe site, which entails investment so that maintenance work, bogie overhaul and repair work can take place at the site. However, those hybridisation—that is a new word to me, Sir Gary—solutions alone cannot maintain the manufacturing skills base. After two years of regular engagement, the UK Government informed Hitachi Rail in March 2024 that they were unable to exercise that option, citing the risk of third-party legal action as being too high.
It is a pleasure to serve under your chairmanship, Sir Gary. I will keep my remarks short because, as my hon. Friend the Member for Easington (Grahame Morris), whom I thank for securing the debate, clearly set out and as many hon. Members have said, this affects people in constituencies across the country where thousands of jobs have already been lost across the supply chain. The basic issue is the lack of long-term orders on the books at many of the rolling stock manufacturers. The wasteful rolling stock company—ROSCO—system we have for leasing does nothing to help the industry, nor indeed the taxpayer. That money, which amounts to billions of pounds over the past few decades, could have been saved through a different leasing system and could be going back into support the industry right now.
The simple fact is that Alstom and Hitachi Rail have the lion’s share of the market between them—around 55%—so they dominate the entire sector. What happens to them is crucial for the whole long-term strategy of the industry. Their issue is that they were asked to clear their past order books so that they could commence construction for what they expected to be many years of building HS2 trains. Currently, those orders are 18 months to 24 months behind.
Previously, the Government have not taken seriously a procurement strategy that supports British jobs. In 2011, they gave away the contract for Thameslink to the German-based firm Siemens, which cost at least 1,400 jobs directly. On top of that—this is just one example that we know has already happened—it meant that there were 12,000 losses in the supply chain. We know that around 900 people are employed on temporary contracts at Hitachi Rail and Alstom. That means that even before any formal redundancy process has happened, those people—nearly 1,000 people—are very much at risk of losing their job. In fact, it has now been reported that in at least one of those firms, some formal redundancy processes are starting.
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There are needless links in the chain. The Government should streamline the system by directly purchasing trains and bypassing the ROSCOs or rolling stock companies. Indeed, RMT president Alex Gordon and general secretary Mick Lynch have been vociferous, voicing concerns about leasing costs, which have risen by over 30% over the past five years while rail industry staff costs have remained static.
A decade ago, leasing rolling stock accounted for about 13% of train operating companies’ costs; today, it accounts for 25% or a quarter. Does the Minister think that is fair or are the Government protecting profits when other areas of the network, including the staffing elements, are facing dramatic cuts?
Clearly, there is something wrong with how we procure rolling stock in Britain. Despite needing modern, carbon-neutral and sustainable trains, the Government have ignored warnings from both Alstom and Hitachi. The Rail Industry Association warned the Government that recent administrations have been a “canary in the coalmine” before the potential decimation of train manufacturing in the United Kingdom. Unite the Union warns that the industry’s performance relies heavily on Alstom Transport and Hitachi Rail, which hold 55.3% of market share.
The industry’s fate is dependent on key players like Hitachi and Alstom. However, recent forecasts indicate a bleak outlook, with revenues projected to decline at a rate of 8.1% annually over the next five years. Hitachi and Alstom face challenges, as their order books require clearing past orders before they can commence construction and setting up production lines for the HS2 trains, which are currently 18 to 24 months behind schedule.
Government intervention must go beyond rhetoric to provide tangible support to the industry. We are not asking for a bail-out—just a commitment to honouring existing contracts, and to establish a sensible industrial strategy for the industry. Beyond extending existing contracts, a focused industrial strategy is imperative. Research conducted by Make UK reveals that 99% of manufacturers support the need for an industrial strategy. Six in 10 cite the lack of an industrial strategy as a factor affecting growth in the manufacturing industry. Some 87% believe a strategy would provide their businesses with a better long-term vision on which to decide investment in future employment plans. To prevent another Alstom or Hitachi scenario, we must reassure the industry that the Government are prioritising its interests. I am hopeful that the Minister is going to give us some positive news, but the consequences of inaction are dire. Jobs and livelihoods are at risk, and it is time now for some decisive action.
The industry requires a steady stream of orders to sustain manufacturing and maintenance bases, alongside a proactive approach to replacing retiring engineers. We must abandon costly leasing, opting for direct purchases through Government procurement to bolster UK train manufacturing, which must be central to a long-term rail and industrial strategy, driving economic growth, innovation, and meeting our future transport needs.
The skills and commitment are the foundational base for an exceptional future, and we must not allow them to dissipate. They are a core opportunity to support levelling-up in action. Those high standards are not just for the employees of Hitachi; they permeate throughout the local supply chain and the wider industrial base. Hitachi contributes to many aspects of rail in the UK, whether that be signalling or rolling stock. It is at the leading edge of new technologies such as battery power. That comprehensive footprint is a core component of its current and potential contribution to the future of rail in the UK.
Our rail manufacturing businesses and their extended supply chains are illustrative of the many areas of resilience we need as a country that have been sorely tested since covid-19. What were once reliable sources and supply routes have been tested almost to destruction. We have a clear and present need to improve our resilience in everything from food to power generation, and the rail industry has many of the skills we need as a country, both for the sector itself and for our broader manufacturing base. It is imperative that we find a way to help it through to the incredible future it can have.
We are all aware that the future of rail is coming at us like the proverbial train down the track. There are £3.6 billion-worth of rolling stock orders, but they are just over the horizon. We are all aware of the investments, such as in the Northumberland line, as well as the potential for Ferryhill station and the need for the Leamside line in the north-east. All those things are critical, but if we cannot see past the horizon to where the orders actually are, that runaway train of hope will not get here in time. It needs to get across the valley of uncertainty. Everyone I speak to is ready to help construct the bridge, but first we need to understand the size of the valley. We need to ensure that we can get there.
I have met with management many times, spoken incessantly to the Secretary of State and to the Minister, and facilitated a meeting between the unions and the Secretary of State. Everyone understands the complexity of the challenge and wants to do their bit to build the bridge, so I encourage the Minister and his Department to do all they can to help us get clarity on the size of the bridge that needs to be built, and to do all they can to minimise its size. I encourage the companies to be as creative as they in finding work to fill the gap. From the immensely positive discussions that I have had with the unions, I know that they will be as flexible as possible and do their bit to help the companies get them and their members across the valley of uncertainty to the future beyond.
I strongly encourage the Opposition Members who are politicising these concerns and trivialising the ability to resolve this matter to take a step back and not play politics. The political imperative could not be greater. If the Government wanted to be political, they would just use the pen as suggested, but it is clear that, for this particular order, they cannot. We need a real solution, not one that looks good but does not deliver.
I see real understanding and a commitment to resolve the issue. We are genuinely at an inflection point for the future of UK rail manufacturing. History will judge whether we get it right. For the employees in the rail manufacturing sector, it is imperative that we do.
Hitachi quite clearly has a gap coming up for two years before HS2 comes on stream. I am sorry to tell the hon. Member, but we cannot treat the skills that have been developed at Newton Aycliffe like a tap, turning them on when we want them and turning them off when we do not. We have to invest in them and keep them there. Those people’s livelihoods are important. If the next generation of rail workers are to come through, we need the investment and the certainty that those young people will have a future, not just necessarily at Hitachi but in the wider rail industry.
The second point I want to make in the little time I have left is that although the procurement of new rolling stock is important, another important part of the rolling stock industry is refurbishment. Rolling stock has a long lifespan—typically, 30 or 40 years—but it often requires a refresh halfway through. Avanti currently has a refurbishment programme for the Pendolino stock carried out by Alstom at its site near Widnes, which I had the privilege of visiting not long ago.
We can do better in other parts of rolling stock system, too. I will give a brief example from my own line—the west coast main line. London Northwestern Railway is about to take delivery of brand new rolling stock, which is great; it will be faster and have more capacity, and it will be warmly welcomed, but the units it will replace are not life expired; they are perfectly good trains. They might need a refresh and some new kit in them, but they can be used. There is a gap in the thinking about how we can most efficiently use that cascaded rolling stock elsewhere in the network, where it might be needed. I appreciate the short-term anxieties about Hitachi and Alstom, and I hope they are resolved, but we need a much longer term, holistic perspective for this industry.
Receiving a negative decision so late in the process means that finding viable solutions in the necessary timeframe increases the risk for the workforce. Of course, it is 19 years not nine years since the factory opened. Sharon Graham, Unite’s general secretary, said:
“The government needs to pull its finger out and tender the extension of the West Coast contract to Hitachi immediately. Ministers talk a good game about levelling up. The fact is, however, that at both Hitachi in Newton Aycliffe and Alstom in Derby, workers are in disbelief that ministerial incompetence is delaying announcements that would safeguard highly skilled jobs.”
We in the north-east have been let down time and again by the Tory Government. Not so long ago, the world-renowned Cleveland Bridge and Engineering Company at Darlington was abandoned. Before that, they abandoned primary steelmaking, and not long after that, they failed to support the communities that had invested in the Sirius mine and allowing it to be sold to one of the world’s biggest companies.
It is vital that trade manufacturing in the UK is seen as part of the long-term strategy for rail and that it does not go the same way as the likes of Cleveland Bridge and Engineering Company, which built the Sydney Harbour bridge and the Tyne bridge, among others. Some of the best trains are being built in this country, and we need to do much more of that. A Labour Government would exercise the option to bring forward the work, and today’s Government should do likewise. I hope the Minister understands that and will revisit all the negative decisions taken around this crisis to ensure the industry’s long-term and continual viability.
Part of what is absurd about this situation is that it was HS2 that enticed CAF, Siemens and Hitachi Rail to set up their operations here in the UK and to build manufacturing plants in communities where we thought, as many hon. Members have described, jobs would be kept for generations to come—as they should be, because rail is still the transport solution of the future, not just of the here and now. That feast and famine scenario means, however, that some manufacturers can maintain only a core of staff working as trained engineers on the production lines, with the vast majority of staff being employed part time or on agency contracts. That is not ideal. When manufacturers feel the pinch because of a lack of orders coming onstream fast enough, it is easy to remove those staff and potentially none of them will be re-employed any time soon. In fact, at Alstom, only one of the 40 manufacturing sheds remains in operation while it waits for parts from other parts of the supply chain.
Over the Easter holidays, I took my children on the Bluebell railway—the Minister will know it well. It is a fantastic heritage railway. Being on those amazing steam trains made me reflect on the fact that we are the country of Stephenson’s Rocket, the industrial revolution, the Mallard and the Flying Scotsman. We are also the country of advanced passenger technology. Ironically, a Conservative Government sold that to the Italians, and it has now been sold back to us so we can use it on the Pendolino trains that go up the west coast.
We are also the country of High Speed 1 and, in partnership with our French friends, built the first high-speed rail network under a seabed. We are a nation that has been more than capable for more than 150 years; we are the foremost rail manufacturing industrial country in the world. The Minister has within his hands—within the procurement strategy and the country’s long-term industrial strategy—the power to make Britain’s rail industry great again. I urge him and his colleagues in Government to stand up and do what is right, so that we have a proud manufacturing history in this country for my children and for the next 100 years.