Written questions by Morton.

What assessment her Department has made of the potential impact of long-term road closures on small businesses located near major road and bridge repair works; what guidance exists for highway authorities on mitigating disruption to local businesses; whether compensation schemes are available for affected businesses; and what steps she is taking to ensure improved communication with businesses during extended infrastructure works.

The Department has not made a formal national assessment of the impact of long-term road or bridge closures on small businesses. These impacts vary significantly depending on the scale of works, local travel patterns, and the mitigation measures put in place by the local highway authority. However, we expect highway authorities to plan and coordinate works in line with their duties under the Traffic Management Act 2004 and the Co‑ordination Code of practice including ensuring works are properly coordinated and communicating clearly with affected residents and businesses.There is no general entitlement to compensation for loss of trade arising from properly executed road or street works. This position has been maintained by successive governments. Limited statutory compensation exists only for gas and water companies under sector specific legislation; there are no equivalent duties for electricity or telecoms. Any discretionary support is a matter for local authorities or utilities.We continue to encourage authorities and works promoters to maintain clear, proactive engagement with local businesses during extended works, supported by recent regulatory steps to improve coordination and reduce avoidable disruption.

What empirical evidence her Department relied upon in concluding that public ownership of train operations would improve punctuality and reliability; what modelling has been undertaken on the expected impact of public ownership on cancellation rates and passenger satisfaction over the next five years; what international comparators were used in developing the Government’s policy; and what measurable performance targets have been set for Great British Railways during its first three years of operation.

Great British Railways (GBR) will be a directing mind for Britain’s railway. The Impact Assessments for the Passenger Railway Services (Public Ownership) Bill and the Railways Bill set out the rationale for reform. We continue to look at international best practice and work with industry on targets.

What assessment she has made of the likely impact of public ownership on fare levels in the West Midlands over the next five years; whether fare-setting powers will change substantively under Great British Railways compared with the previous franchising model; what analysis has been undertaken of the relationship between ownership model and passenger satisfaction; and what steps she is taking to ensure that passengers in the West Midlands will not experience a reduction in service frequency or capacity as a result of asset reallocation decisions.

Passenger affordability is a top priority for this government when setting rail fares. That is why this year we have taken the historic step of freezing regulated rail fares for the first time in 30 years, putting money back in hard working people’s pockets and delivering savings for passengers across billions of journeys. It is important that we strike the right balance between affordability for passengers and reducing the burden on taxpayers. As set out in the Government’s response to the consultation on the Railways Bill, future fares policy under Great British Railway (GBR) will be guided by strategic parameters and guardrails, set by the Secretary of State and aligned to GBR’s financial settlement, providing GBR with greater autonomy and flexibility compared to today. These will reassure passengers that their fares will remain affordable, while ensuring sustainable use of taxpayer money on the network.

What safeguards are in place to help ensure that rolling stock currently allocated to services operated by West Midlands Trains remains allocated to those routes following transfer into public ownership; and what criteria will be used by Great British Railways when determining the geographic allocation or reallocation of rolling stock.

The Department for Transport (DfT), and the Department’s Rail Operator (DFTO) currently have no plans to reallocate rolling stock in use by West Midlands Trains and, as part of the recent transfer into public ownership, all leases have been extended until at least 2028.Under Great British Railways (GBR) we expect it to be easier to move rolling stock in response to changed circumstances than it is today. The criteria for such decisions will be developed in due course ahead of GBR’s establishment.

Whether any minimum allocation guarantees have been provided to regional authorities; whether combined authorities or mayors will have any formal consent or veto role in decisions relating to the permanent reassignment of trains; and what assessment she has made of the potential economic impact on the West Midlands should rolling stock procured for that region be reassigned elsewhere.

There are no minimum allocation guarantees in place. Mayors currently have varying roles in rail matters affecting their areas, and the detail of future arrangements has not yet been decided.No assessment of the potential economic impact of moving trains away from the West Midlands has been made because the Department for Transport, and the Department’s Rail Operator (DFTO Ltd), currently have no plans to reallocate rolling stock in use by West Midlands Trains and, as part of the recent transfer into public ownership, all leases have been extended until at least 2028.

What statutory role combined authorities will have under the Railways Bill in relation to service levels, timetabling and rolling stock deployment; what mechanisms will exist for regional leaders to challenge or appeal operational decisions made by Great British Railways; whether she expects the creation of a nationally managed rail body to increase central control over decisions previously taken at operator level; and what assessment she has made of the potential impact of nationalisation on rail devolution in mayoral combined authority areas.

GBR will be required to consult Mayoral Strategic Authorities (MSAs) where decisions on passenger services or rail infrastructure could have a significant impact on their areas. GBR will also have regard to the Local Transport Plans of MSAs to ensure local priorities are considered. The Bill enables cooperation between GBR and MSAs, allowing for information sharing and the ability to enter into arrangements regarding railway functions. This will enable close partnership working, providing opportunities for MSAs to shape local services and integrate rail with other modes. In addition, the Bill establishes the Office of Rail and Road (ORR) as a robust and independent appeals body, providing a clear route for appeal of GBR’s access and charging decisions. GBR will offer single-point local accountability for Mayors, with empowered local management as part of Business Units responsible for track and train. Local influence and control will need to be balanced with GBR taking decisions in the interest of the wider regional and national network.

What operational and financial risks were identified ahead of the transfer of West Midlands Trains into public ownership; what additional costs are expected to arise in the 2025–26 and 2026–27 financial years as a result of that transfer; whether any contingency arrangements have been put in place in the event of performance deterioration following transfer; and whether staffing arrangements, industrial relations frameworks or pension liabilities will change as a consequence of the move.

The Department considered all relevant circumstances of West Midlands Trains’ (WMT) position prior to transferring its services into public ownership on 1 February 2026. The Department does not expect WMT’s cost base to rise as a result of the transfer. With any change in operator, private or public, there are always some implementation costs, which will be determined in due course. However, these are expected to be offset by future payments to outgoing private sector operators falling away. The Department does not expect performance to deteriorate and WMT will be required to meet agreed performance targets included in a Services Agreement. There are no changes to contracted staff terms and conditions including pension arrangements because as part of the transfer into Public Ownership, a full TUPE (Transfer of Undertakings Protection of Employment) process was undertaken.

What estimate she has made of the total capital value of rolling stock introduced on West Midlands routes since 2018; what proportion of that funding was supported by public funds, government-backed financing, or regional contributions; what assessment she has made of the potential financial implications for regions which have benefited from recent investment should those assets be reallocated under a nationalised model; and how rolling stock assets will be accounted for within the balance sheet and regional reporting structures of Great British Railways.

There has been no estimate made of the total capital value of rolling stock because all WMT trains are leased from rolling stock companies who own the rolling stock. WMT's rolling stock lease charges make up approximately 12% of its cost base. Overall WMT's costs are greater than its fares revenue with the difference being made up by taxpayer support of approximately £289m in 2024/25. There was no government backed finance for this new rolling stock, nor any regional contributions. No assessment of the regional financial implications of reallocating assets has been made because the Department for Transport (DfT), and the Department’s Rail Operator (DFTO) currently have no plans to reallocate rolling stock in use by West Midlands Trains. Organisational design work on Great British Railways is ongoing, with the accounting and reporting arrangements being a function of final design.

What assessment she has made of the adequacy of funding for road maintenance for metropolitan authorities.

The Government recognises that historic under-investment has made it difficult for authorities to maintain their roads in the way that they would want to. The Government has therefore confirmed a record £7.3 billion investment into local highways maintenance over the next four years. This new, four-year funding settlement is in addition to the Government's investment of £1.6 billion this year, a £500 million increase compared to last year. By confirming funding allocations for a four-year period, authorities have certainty to plan ahead and shift from short-term fixes to proactive, preventative maintenance. Metropolitan authorities that are part of a Mayoral Strategic Authority (MSA) who receive a City Region Sustainable Transport Settlement (CRSTS), receive their baseline highways maintenance funding consolidated into their City Region Sustainable Transport Settlements (CRSTS) which is paid to the relevant MSA. From 2027/28, 9 eligible MSAs will receive increased funding from the Transport for City Regions (TCR) settlement.

What recent discussions she has had with Transport for West Midlands on improving bus reliability in the Black Country.

The Government is committed to helping local leaders improve local bus services and improve reliability across England, including in the West Midlands. The Department for Transport regularly engages with local authority representatives from the West Midlands Combined Authority, including as part of our support to local transport authorities pursuing bus franchising. We are taking action to give local leaders the powers they need to deliver better bus services for passengers, including through the Bus Services Act 2025 which devolved powers to local authorities who know their local areas the best. In addition, the Government has confirmed over £3 billion from 2026/27 to support local leaders and bus operators to improve bus services over the spending review period. This includes multi-year allocations for local authorities under the Local Authority Bus Grant (LABG) totalling nearly £700 million per year. The West Midlands Combined Authority will be allocated £119.4 million under the LABG from 2026/27 to 2028/29, in addition to the £37 million they are already receiving this year. This funding can be used to expand services and improve reliability.

What her planned timetable is for implementing the Great British Rail branding across (a) rolling stock, (b) stations, (c) staff uniforms and (d) digital platforms; what estimate she has made of the cost of each element; what the cost will be of removing or replacing existing train operating company branding; what assessment she has made of the potential waste or environmental impact arising from that process; and what steps she is taking to minimise unnecessary expenditure.

The Department is working to develop a rollout plan for the GBR branding, with a focus on maximising opportunities to ensure value for money, such as repainting trains when they were due to be repainted by their leasing companies. The brand rollout will be gradual, beginning from this spring at a number of publicly owned operators to demonstrate our commitment to change and to start the journey of simplifying the railway for the public. To ensure value for money, and consider the environmental impact of a brand change, much of the rollout will be driven by routine asset maintenance cycles – changing the branding as assets are being maintained or replaced. This includes rolling stock, station assets, and uniforms.

What the total budget is for the development and rollout of branding for Great British Rail; and what the cost has been to date.

The Department is working to develop a rollout plan for the GBR branding, with a focus on maximising opportunities to ensure value for money, such as repainting trains when they are due to be repainted by their leasing companies and changing station signage when it is life expired. The brand was developed in-house by the Department for Transport with support from a livery design specialist who works for a train operator in public ownership – with the only minimal design cost being audience and accessibility testing, at £32,400 including VAT. This approach was chosen to ensure good value for money for the taxpayer.

What external agencies or consultants her Department or its arm’s-length bodies have commissioned to design the branding, logo and visual identity for Great British Rail; whether those contracts were subject to open competitive tender; how many bids were received; and what assessment she has made of value for money in awarding those contracts.

The brand unveiled on 9 December 2025 was developed in-house by staff at the Department for Transport with support from a livery design specialist who works for a train operator in public ownership. This approach was chosen to ensure good value for money for the taxpayer. A specialist supplier on audience and accessibility testing was used to ensure that the branding unveiled and deployed would deliver against the Government’s objectives for Great British Railways (GBR) and meet the needs of a variety of users with a range of accessibility needs. This supplier was appointed under the Department’s usual procurement processes which include formal assessments of value for money.

What assessment she has made of the effect of introducing the Great British Rail branding on existing regional identities and heritage railway liveries; whether she plans to permit local or heritage-specific variations within the national brand; and what plans she has to evaluate the impact of the new branding on public confidence, passenger satisfaction and perceptions of value for money.

In developing the new brand for Great British Railways (GBR), the Secretary of State has carefully considered how to preserve Britain’s iconic railway history. With that in mind, many heritage names like Great Western Railway and London North Eastern Railway will be preserved as regional identifiers within one overarching national brand, which in turn offers passengers consistency and clarity. Heritage stations will also preserve their heritage look and feel. The Department has considered the impact of the new branding on public confidence, passenger satisfaction and perceptions of value for money. The brand has been developed in-house to provide value for money and undergone audience testing. We want to rebuild a railway the country can be proud of and rely on. The brand incorporates the iconic double arrow and the colours of the Union Jack.

Whether the Great British Rail branding designs currently in circulation are the final approved versions; what stages of design development or ministerial approval remain outstanding; what consultation has taken place with (a) passenger groups, (b) disabled people’s organisations, (c) rail industry staff and (d) the wider public; what feedback was received; and what assessment she has made of the accessibility of the proposed branding, including colour contrast, legibility and ease of comprehension for passengers with additional needs.

The railway today features a huge variety of conflicting signage standards, driven by the wasteful approach in of rebranding operators each time the franchise changed – creating a fragmented and confusing system for passengers, and in some cases not reaching the accessibility standards we would expect. Great British Railways (GBR) will unify the system for the passenger, ensuring that accessibility is maintained consistently throughout the railway network. In developing the branding, we have ensured that it has followed all relevant legal requirements and guidance, including compliance with relevant accessibility legislation. Audience testing has taken place, including people with a range of accessibility needs. We are confident that the testing with the public, passengers, and those with disabilities has led to a design that provides ease of comprehension for all passengers. The GBR brand unveiled on the 9 December 2025 is the final approved design.

What the planned timeline is for the full transition of responsibilities from Network Rail to Great British Railways as set out in the Railways Bill.

Network Rail and its functions will become a foundational part of Great British Railways (GBR) as it is stood up, which we are aiming to be around 12 months after the Railways Bill receives Royal Assent. The detailed GBR design process is underway, considering how all functions in Network Rail, DfT Operator, publicly-owned train operating companies (TOC) and parts of the Rail Delivery Group (RDG) should transfer to GBR.

What assessment his Department has made of the potential impact of the Railways Bill on service reliability of rail routes (a) connecting Birmingham and Walsall and (b) the rest of the West Midlands.

The Railways Bill includes the introduction of Great British Railways (GBR) which will be a new public company responsible for providing the single point of leadership our railways sorely need, squarely accountable to its passengers for the service it delivers. This will help prioritise service reliability throughout the country, including Birmingham and Walsall, as well as the rest of the West Midlands.

What assessment he has made of the adequacy of rail freight capacity through the West Midlands corridor.

The West Midlands Combined Authority have commissioned economists to conduct an independent prioritisation exercise called the ‘Rosewell Review’ which will produce a portfolio-level prospectus setting out major investment opportunities that will support delivery of the West Midlands Growth Plan, Local Transport Plan and wider strategic priorities. The outputs of this are expected in January 2026.

What steps her Department is taking to ensure that additional capital funding for roads, rail and bus networks announced in the Budget is allocated fairly across the West Midlands, including to areas across Aldridge-Brownhills which do not benefit from major rail interchanges or tram extensions.

The West Midlands Combined Authority will receive almost £2.4bn in Transport for City Region (TCR) funding up to 31/32. Enabling Mayors in recipient areas to deliver schemes that align with local priorities, the TCR programme provides unprecedented, multi-year, consolidated funding settlements to enhance the local transport networks of some of England’s largest city regions, including investment in public and sustainable transport infrastructure, to help to drive growth and productivity. It is for the Combined Authority to determine how this funding is allocated across the city region in line with local priorities.

What assessment she has made of the adequacy of electric vehicle charging infrastructure in the West Midlands; and whether she plans to provide additional support for installing public EV chargers across Aldridge-Brownhills constituency.

The Government is committed to accelerating the roll-out of charging infrastructure so that everyone, no matter where they live or work, can make the transition to an electric vehicle (EV). As of 1st October 2025 there were 7,661 public charging devices in the West Midlands, equating to 127 devices per 100,000 of the population. There were 31 public charging devices in the Aldrige-Brownhills constituency at the same period. The West Midlands Combined Authority (WMCA), which includes Aldridge-Brownhills constituency, has been allocated £16.6 million capital and resource funding as part of the Local EV Infrastructure (LEVI) Fund, to transform the availability of EV charging for drivers without off-street parking in the area. The WMCA has also been allocated £1,531,000 through the Electric Vehicles Pavement Channels Grant.