Horizon talks to RSSB’s newest board member
Anne McMeel talks about her multi-sector career and how she would like to see RSSB and rail develop
Anne McMeel Non-Executive Director (non-industry), RSSB
Anne began her career with local authorities in London. She rose to Director of Finance and Performance at the then-new Greater London Authority, in 2001. She then joined the Metropolitan Police Service as Director of Resources. Since then, she has gained broad experience in health, defence, and cultural sectors, too. Anne is also a non-executive Board member at Transport for London and the Houses of Parliament Restoration and Renewal Delivery Authority.
I’m an accountant by trade and my career has been in finance, risk, and governance. I've worked in several multi-service public sector organisations covering the whole, or parts, of London. In 2001, I became the first Director of Finance and Performance in the newly created Greater London Authority. That included Transport for London and the Mayor’s London Transport Strategy in its remit. My last executive role was as the Director of Resources for the Metropolitan Police Service.
Since 2014, I have been using my skills in different environments. I’ve been a non-executive director on the TfL Board since 2016. I was also on the Crossrail Board from 2018 until 2020, when the programme was brought into TfL control. I then continued my involvement with the programme, to see the successful delivery of the Elizabeth Line.
I am a very strong advocate for public transport. I passionately believe that a safe, reliable, and sustainable rail network, which puts customers at its heart, is crucial to the future prosperity of the UK. I joined the RSSB Board to be part of making that mission a reality.
In the early part of my career, I was involved in the Thamesmead development by the Greater London Council. It was basically a new town, but I don’t remember any real discussions about rail infrastructure links. It was all about cars and roads. TfL is now making the case for an extension of the DLR to Thamesmead.
Roll forward to 2006-7 and London’s bid for the 2012 Olympics. Much of the case was about unlocking the economic and social potential of East London by putting in sustainable public sector transport infrastructures. That’s a part of the Olympics legacy that is rarely recognised.
Even more recently, the Elizabeth Line has shown the economic and social value of investing in major sustainable transport infrastructure. The Elizabeth Line carries, on average, around 700,000 passengers every weekday. It proves that where reliable services are delivered, they will be used. It also shows that they drive social and economic growth in a more sustainable way.
As a relative outsider, I see three potential challenges. First, getting the message across that investment is not just a cost. It’s a means of driving up revenues for future investment as well as economic and social growth for the UK—both at regional and national level—in a sustainable way.
Second, focusing on developing and delivering safe, reliable, and cost effective rail services with the passenger and long term operational requirements at the heart of those plans. The industry’s credibility for investment is damaged when those connections are lost, and schemes become overly complicated and expensive to deliver and to operate.
Finally, developing affordable and easy to understand fare structures across the network. Working with Government helps ensure that rail travel is seen as the best transport option for both people and freight.
The RSSB is a well-run organisation. As a board member and Chair of the Audit and Risk Committee, I want to ensure that its governance and risk environment continues to mature. Also, that it is seen as a real asset to the industry so that all our members and clients become vocal advocates for RSSB and its work.
That it has the ability to be a real connector of communities and a driver for sustainable economic and social growth, both regionally and nationally. It must be a significant player in the UK’s response to climate change by providing sustainable transport services. But, that depends on developing and delivering safe, reliable, and affordable services.
Visit our ‘Meet the Board’ web page to discover the strategic leadership driving our organisation forward.
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