This informal CPD article ‘Why Non-Technical Skills Matter in Safety-Critical Train Driving’ was provided by Train Driver Foundation (TDF), who offer Professional Services for Aspiring Train Drivers.
In safety-critical rail work, technical knowledge is essential, but it is not enough on its own. A train driver may understand traction equipment, route knowledge, signalling principles and operating rules, yet still need strong behavioural and cognitive skills to apply that knowledge reliably under real conditions. This is where non-technical skills become central to safe railway performance.
What are non-technical skills in rail
Non-technical skills are the cognitive, social and personal skills that support technical performance. In a train driving context they help a person notice what matters, interpret information accurately, communicate clearly, make proportionate decisions and maintain disciplined performance over time. They are not a substitute for rules, competence or training. Instead, they help people use those things properly when workload, fatigue, distraction, pressure or uncertainty are present.
RSSB commonly describes seven key non-technical skill areas relevant to safety-critical railway work: situational awareness, diligence, communication, co-operation and working with others, decision making, workload management and self-management. These categories are useful because they give managers, instructors, learners and applicants a shared language for discussing performance. Rather than saying that someone has poor judgement or needs more confidence, feedback can be linked to a specific observable skill.
Key non-technical skills for rail professionals
Situational awareness is one of the clearest examples. A competent driver is not simply reacting to what appears directly ahead. They are continuously building and updating a mental picture of the railway: signals, speed, braking points, station duties, route risks, weather, adhesion, instructions and anything unusual. Strong situational awareness helps a driver anticipate risk before it becomes immediate.
Diligence is equally important. In railway operations, diligence means disciplined attention to detail, consistent rule application and professional care with routine tasks. Many safety-critical errors do not begin with a dramatic failure. They begin with a missed check, an assumption, an incomplete instruction or a small shortcut that becomes normalised. Diligence protects the operation because it treats routine work as safety-critical work.
Communication is not just about being polite or confident. Railway communication must be accurate, structured and confirmed. During safety-critical communication, unclear wording, assumptions or weak read-back can create operational risk. Good communication includes knowing when to speak, what to report, how to check understanding and when to escalate uncertainty rather than filling gaps with assumptions.
Co-operation and working with others also matter, even though a train driver may spend much of the shift working alone in the cab. Drivers interact with signallers, controllers, platform staff, maintenance colleagues, managers, instructors and emergency services. Effective co-operation means respecting roles and boundaries, sharing relevant information and recognising that safe railway performance depends on the wider system, not just one individual.
Decision making is another core non-technical skill. The safest decision is not always the quickest, easiest or most convenient. A driver may need to pause, seek clarification, escalate a concern or refuse to continue until the situation is understood. Good railway decision making tends to prioritise safety first, then rules and procedures, then communication and escalation, and only then operational convenience.
Workload management has a direct safety impact. Driving can involve periods of high workload, such as degraded working, complex station approaches or unexpected operational changes. It can also involve low workload, where monotony and familiarity create vigilance risks. Effective workload management includes planning ahead, pacing attention, using available cues and recognising when workload is affecting performance.
Self-management is one of the foundations of safe railway performance. Fatigue, stress, complacency, overconfidence and personal distraction can all affect judgement. A professional driver needs the self-awareness to recognise when their condition may affect safety and the integrity to act appropriately. This includes honest fitness-for-duty decisions, emotional control, resilience and a willingness to learn from feedback.
Development for rail professionals
For new entrants and aspiring drivers, the practical implication is important. Preparation should not focus only on remembering facts or trying to pass tests. A stronger approach is to build evidence of safe behaviours: following instructions carefully, maintaining accuracy under pressure, reflecting on mistakes, communicating clearly and making decisions that can be defended from a safety perspective.
This is particularly important for people who already have railway experience. Existing exposure to stations, operations, signalling concepts or industry terminology can be valuable, but it does not automatically demonstrate the behavioural evidence expected in safety-critical selection. A person still needs to show how they manage risk, apply rules consistently, communicate clearly, control workload and reflect honestly on their own performance. In that sense, experience should be treated as evidence to be examined, not a shortcut around assessment.
For managers, instructors and training providers, non-technical skills provide a shared language for coaching and assessment. They allow feedback to be linked to observable behaviours: what information was missed, how a decision was reached, whether workload was managed, whether communication was confirmed and whether the individual acted with diligence and self-awareness. This makes development more precise and fairer for the learner.
Final thoughts
The key lesson is that railway safety depends on the interaction between knowledge, rules, systems, environment and human behaviour. Non-technical skills help people apply technical competence consistently. They are therefore not optional extras or soft skills. In a safety-critical industry, they are part of the discipline that enables competent people to perform safely, especially when conditions are complex, unfamiliar or pressured.
We hope this article was helpful. For more information from Train Driver Foundation (TDF) please visit their CPD Member Directory page. Alternatively, you can go to the CPD Industry Hubs for more articles, courses and events relevant to your Continuing Professional Development requirements.
References
RSSB. Non-Technical Skills. https://www.rssb.co.uk/safety-and-health/improving-safety-health-and-wellbeing/understanding-human-factors/non-technical-skills
RSSB. Introduction to Non-Technical Skills, 28 August 2024. https://www.rssb.co.uk/safety-and-health/improving-safety-health-and-wellbeing/understanding-human-factors/non-technical-skills/introduction
RSSB. Human Factors. https://www.rssb.co.uk/safety-and-health/improving-safety-health-and-wellbeing/understanding-human-factors
Office of Rail and Road. Train driving licences and certificates. https://www.orr.gov.uk/rail-guidance-compliance/train-driving-licences-and-certificates
