London Midland
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| London Midland | |
|---|---|
 Andrew Butcher · CC BY-SA 3.0 · source | |
| Name | London Midland |
| Type | Train operating company |
| Industry | Rail transport in England |
| Founded | 2007 |
| Defunct | 2017 |
| Predecessor | Silverlink; Central Trains |
| Successor | West Midlands Trains |
| Headquarters | Birmingham |
| Area served | West Midlands, Greater London, Northamptonshire, Merseyside, Staffordshire, Warwickshire |
| Key people | Graham Sutherland; Ian Yeowart |
| Parent | Transport for London? |
London Midland was a regional train operating company that provided passenger rail services in the English Midlands and surrounding areas between 2007 and 2017. Formed from the amalgamation of routes previously run by other franchises, it operated commuter, interurban and regional services connecting London with Birmingham, Crewe, Liverpool, and destinations on the West Coast Main Line and local branches. The company ran a mixed fleet of electric and diesel multiple units, interfaced with national infrastructure managed by Network Rail, and was succeeded by a new franchise operator in 2017.
History
The franchise awarded in 2007 followed the reorganisation affecting Silverlink and Central Trains. The inaugural award was part of a wider round of franchise changes overseen by the Department for Transport aimed at consolidating commuter services into more coherent regional operators. Early years saw timetabling coordination with Virgin Trains on the West Coast Main Line and integration with local transit authorities including Transport for London, Transport for Greater Manchester, and the West Midlands Combined Authority. Throughout its tenure London Midland operated under franchise agreements that required performance targets, passenger growth obligations, and investment plans linked to rolling stock refurbishments inspired by national programmes such as the Rolling Stock Strategy.
The franchise faced several industrial disputes reflecting tensions seen across the sector, including disagreements with trade unions like RMT and Aslef over rostering and driver roles—issues reminiscent of disputes during the era of Thatcherism reforms in transport. In 2015–2016 franchise renewal discussions culminated in the award of the succeeding contract to a consortium, leading to handover to West Midlands Trains in 2017.
Operations
Operational control was based in Birmingham with major hubs at Birmingham New Street, London Euston, and Crewe. Services interfaced with long-distance operators such as Avanti West Coast's predecessor Virgin Trains and regional networks including Merseyrail, CrossCountry, and Chiltern Railways. Operational responsibilities included timetable adherence, station staffing, ticketing, and on-board customer service. London Midland also coordinated with local authorities including Warwickshire County Council and Staffordshire County Council on service patterns affecting commuter corridors and rural branches such as the Stourbridge Town branch line.
Asset management involved maintenance depots at sites historically associated with British Rail works, and collaboration with manufacturers like Bombardier Transportation, Siemens Mobility, and CAF for fleet overhauls and component supply under warranties derived from procurement contracts tied to the Railways Act 1993 framework.
Services and Routes
Primary interurban routes included the classic corridor between London Euston and Birmingham New Street (stopping services), local calls on the West Coast Main Line, and regional links from Birmingham to Shrewsbury, Stoke-on-Trent, Liverpool Lime Street, and Milton Keynes Central. Urban commuter services covered suburban networks around Wolverhampton, Walsall, Coventry, and commuter flows into London's commuter belt stations such as Watford Junction. London Midland operated the southern section of the Birmingham to Peterborough Line and local branches including services on the Marston Vale line between Bletchley and Bedford.
Timetables were periodically revised to meet capacity demands influenced by infrastructure upgrades tied to projects like the Upgrading the West Coast Main Line and local electrification schemes promoted under government initiatives. Fare integration efforts saw the company participate in concessionary arrangements with bodies such as Transport for London on selective sections and season-ticket coordination with regional employers and universities including University of Birmingham.
Rolling Stock
The fleet comprised multiple classes of multiple units and locomotives inherited and leased under rolling stock agreements. Key types included British Rail Class 323 electric multiple units on suburban routes, British Rail Class 350 Desiro units for interurban services, British Rail Class 150 and British Rail Class 153 diesel multiple units on branch lines, and refurbished British Rail Class 319 units used on certain services. London Midland contracted fleet refurbishment programmes with manufacturers such as Bombardier Transportation for interior updates and Brush Traction for traction equipment overhauls. Rolling stock allocation reflected route electrification status on corridors managed by Network Rail and depot capabilities at sites like Bletchley TMD.
Leasing arrangements involved rolling stock companies (ROSCOs) such as Angel Trains and Colas Rail partners, consistent with post-privatisation practices established after the Railways Act 1993.
Performance and Incidents
Performance metrics tracked punctuality and reliability against benchmarks set by the Office of Rail and Road. London Midland experienced periods of both above-target punctuality on core routes and notable disruption during severe weather events—similar to historic disruptions that have affected Great Western Railway and other operators. Notable incidents included service suspensions linked to infrastructure failures overseen by Network Rail and a small number of safety investigations conducted by the Rail Accident Investigation Branch following onboard incidents. Customer satisfaction was measured via surveys coordinated with Transport Focus (formerly Passenger Focus), and the operator implemented remedial measures such as timetable rework and fleet cascades in response to regulator findings.
Corporate Structure and Ownership
The franchise was operated by a consortium led by Govia (a [GTR?] joint venture partner), formed in the context of the franchising system administered by the Department for Transport. Corporate governance followed industry norms with a board including executives experienced in companies such as National Express Group and partners from investment vehicles familiar with rail franchising. Commercial arrangements included revenue-risk sharing with the Department for Transport and contractual obligations on investment and performance. Upon franchise expiry, ownership and operational responsibility transferred to West Midlands Trains, itself a consortium involving Abellio and MTR interests, marking another chapter in the evolution of regional passenger services in the English Midlands.