A solid strategic plan is just the first step of the journey towards achieving the aims set out. Major progress within industry cannot be achieved by one party, but requires joined-up efforts from many players. To deliver the short- and longer-term goals set out in the strategy, the whole industry and supply chain will need to continue to work together, including securing input from outside of the rail sector.

Since the release of the 2020 version of the RTS, there have been significant and long-term changes in the way we live and travel. These have required the railway to rethink its proposition to its customers and wider society, and the best structure to deliver it. As the rail industry reforms, this digital, living RTS aims to inform and complement wider thinking as it continues to evolve, ensuring that it is aware of the technical solutions available and that future technical developments remain relevant to the strategic direction of the rail industry.

For the strategy to evolve and remain current, it needs to capture what wider industry is delivering or considering initiating in relationship to the five functional priorities and the enablers. The RTS provides mechanisms for sharing inputs from all parties, so we invite you all to let us know what you are working on.

Also, we are looking to expand the range of case studies featured in the RTS. These have a key role in helping the railway to celebrate and publicise its technical successes and learn lessons, so please share your stories with the RTS Engine Room. The aim is to help potential partners and customers find you and understand what is available whilst protecting your IPR.

We are always interested to know about new ideas and opportunities to accelerate towards the stated vision for 2040. Sharing thoughts across industry on these matters will be invaluable in continuing to challenge ourselves and make rapid, positive progress.

Please get in touch at rts@rssb.co.uk