Rail has always been about connection. Two hundred years ago, it transformed how people moved, worked, and built community, linking towns, cities, and lives. As we reflect on that legacy during Railway 200 and Mental Health Awareness Week, I’ve been thinking about connection in a different sense: not just across physical distances, but in how we lead, support, and show up for one another every day. Leadership plays a vital role in shaping cultures where people feel safe, valued, and able to belong.

Culture Starts at the Top

When I joined Hitachi Rail, I stepped into a business that was already on a journey to strengthen its culture. And while we have frameworks and programs in place, what truly makes the difference is how people lead on a day-to-day basis.

Great culture doesn’t happen by accident. It’s built through consistent behaviours, the manager who makes time to check in, the senior leader who creates space for open conversations, or the colleague who offers quiet support when things feel heavy. These moments define how people feel at work, and that’s where wellbeing begins.

We’ve seen this firsthand in the way leadership development is evolving at Hitachi Rail. Leaders are being helped to understand their impact. The results are encouraging, with teams reporting stronger trust, improved communication, and greater openness.

Wellbeing is Shaped by Leadership

Mental health support shouldn’t just be reactive, it should be embedded into how we lead.

Through our BeWell framework, we’re building a culture where mental health is seen as a shared priority. From quiet rooms and walking groups to over 90 trained Mental Health First Aiders across the business, the focus is on creating visible, accessible support.

But no framework can succeed without leadership behind it. It’s when leaders model empathy, flexibility, and respect that people feel safe to speak up. And often, those seemingly small behaviours, a check-in, a pause, a moment of honesty, have the biggest impact.

I’ve spoken to colleagues who’ve told me that being supported by their manager during a tough time helped them feel they could stay, contribute, and be themselves. That’s the power of leadership. That’s what belonging looks like in practice.

From Awareness to Action

The most effective cultures don’t just raise awareness; they act on it.

Whether it's encouraging walking meetings, creating calm spaces on-site, or normalising conversations around stress and burnout, we’re seeing teams lead the way. And this matters because when people feel like their wellbeing is taken seriously, they bring more of themselves to their work.

This isn’t about grand gestures. It’s about everyday decisions that show people they’re valued. And that begins with leadership, from depot floors to boardroom tables.

Our data backs this up:

• 100% of participating leaders said they felt more empowered to bring their authentic selves to work.

• ERG (Employee Resource Groups) membership doubled, showing increased psychological safety and engagement.

• Our EDI (Equity, Diversity, and Inclusion) score jumped to 78%, with wellbeing cited as a key area of improvement.

But beyond the numbers, it’s the stories that stay with me. One leader shared that they now take more time to understand their team members’ unique journeys, and what challenges they might be quietly carrying.

That kind of leadership doesn’t just boost inclusion. It saves careers. It might even save lives.

Looking Ahead: A Culture of Connection

As a leader, I want to help grow a culture where no one feels they have to “fit in” by shrinking who they are. I hope to keep building a culture where people don’t have to shrink to fit in, where they feel part of something bigger. And where leadership is measured not only by outcomes, but by the environments we create for others to succeed and thrive. I want our teams, from depots to boardrooms, to know that being yourself here isn’t just allowed, it’s welcomed.

So, this Mental Health Awareness Week, and in the spirit of Railway 200, I challenge all of us to think about the kind of legacy we’re building now, not just in infrastructure and technology, but in trust and care.

Because connection is still what drives us, in more ways than one.