TfL has quietly released a map of the London Overground in 2026

Image: Transport for London.

Rejoice, map geeks of old London town! The capital’s transport authority, TfL, has quietly released a lovely new map showing where it expects its heavy rail London Overground Network to take you by 2026.  

The map was released as part of a consultation on its plans to extend the Gospel Oak-Barking line to Barking Riverside, the site of a big new housing estate. (They're planning to put some houses there, and plans to extent the DLR have fallen by the wayside, so the thinking is they might as well send some big trains there instead.) Here’s a map:

But the network map which accompanies this consultation contains all sorts of other interesting factoids about what TfL think the future looks like. You can examine the whole thing here, but it’s a bit on the unwieldy side for a family website like ours, so we’ve plucked out a few of the more interesting details below.

More lines!

The map shows all the bits of the rail network whose operators will be answerable to the city’s government, rather than the national Department for Transport. That includes the existing Overground network; the West Anglia suburban lines into Liverpool Street (which TfL is taking over some time next year); and Crossrail (which is currently under construction, and which neatly ties the rest of the network together).

Oddly, though, it chops off the outer extremities of Crossrail. That sort of makes sense when it comes to far distant Reading and Maidenhead, but it’s a bit odd that it excludes two stations (Harold Wood and West Drayton) which are actually within the city boundaries.

More changes!

Just to annoy everyone, the new Overground network crosses the existing one in no fewer than four places, without stopping once.

This is probably why the map has, for the first time, shown interchanges which you can make if you’re happy to walk along at street level for a bit.

More excitingly, it also includes an entirely new station at Old Oak Common, where you’ll be able to change from the Overground to Crossrail (suggested branding: “Old Oak Common: The Stratford of West London”). This could one day be an outer London stop on the High Speed 2 line to the north, too, which would make it easier to get from Heathrow to points north.

Sadly it still doesn't point out that Camden Road is a mere five minute walk from Camden Town tube station. Can’t have everything.

More orange!

All this is very interesting, if you're into such things (and we obviously are). But it's also oddly unwieldy.

By 2026, if all goes to plan, the Overground network will have six entirely separate lines, some of which have up to four branches. Yet it continues to colour them all in the same shade of Sunny Delight orange.

These lines go to such a wide range of destinations; often cross without interchanging; and one branch right out in the far east never connects with any of the others.

Given all that, could we maybe look into differentiating them through some kind of colour scheme, perhaps? Like, y’know, every other urban rail network in the world?

More TOWIE!

There's one more oddity. Far out in the wilds of zone 6, where east London drains off into Essex, London Overground is also taking on a three-station, single track branch line on which you can get two trains an hour from Romford and Upminster and back.

There's a long and complicated reason for this, but it basically amounts to "nobody else wants it". It's too small to be part of Crossrail, but doesn't connect to anything else, so TfL are stuck with it.

If you do fancy making a trip to Emerson Park halt, we recommend you do so in December: the giant houses in the neighbouring estate tend to go absolutely nuts with their Christmas lights.

 
 
 
 

To see how a city embraces remote work, look to Helsinki

A deeply rooted culture of trust is crucial to the success of remote work. (Sean Gallup/Getty Images)

When I speak to Anssi Salminen, an account manager who lives an hour outside Helsinki, he’s working from a wooden platform on the edge of a Finnish lake. With a blanket laid out and his laptop set up, the sun low in the sky, Anssi’s remote work arrangement seems blissful. 

“I spend around half of my time working somewhere else other than the office,” he says. “I can work from home, or on the go, and I also travel to the Netherlands once a month and work from there.

“The emphasis in my work has always been that it doesn’t matter when or where I work, as long as I get things done.”

For many people around the world, the shift to remote work was sudden, sparked by the coronavirus pandemic. Finland, however, is finding the transition much less significant. Before Covid-19, the Nordic nation already displayed impressive levels of remote working, with 14.1% of its workforce reporting usually working from home. Only the Netherlands has a comparable percentage of remote workers, while the UK lagged behind at 4.7%, and the US’s remote workforce lingered at around 3.6%

Anssi works for one of many Helsinki-based companies that offers its employees flexible policies around when and where they work. That arrangement is in part due to the Finnish capital’s thriving start-up scene. In spite of being a relatively small city by global standards it is home to over 500 technology start-ups. These companies are leading the way when it comes to keeping employees connected wherever they choose to work.

“Our company has a completely location-free working policy,” says Kasper Pöyry, the CEO of Helsinki-headquartered software company Gapps. “All meetings are made available for online participants and facilitated accordingly. Some employees have worked extensively from abroad on a working holiday, whilst others prefer the comfort and social aspects of the well-stocked office. Whatever works for our employees is what works for the company.”

Like Gapps, many Helsinki-based firms are deeply preoccupied with providing the necessary technology to attract talent in a vast and sparsely populated country. Finland has only 15 inhabitants per square kilometre, and companies understand that in order to compose teams of specialised expertise, they may have to seek talent outside of the city. Local governments take a similarly proactive stance toward technological access, and Helsinki offers free, unrestricted, high-speed Wi-Fi from city-wide hotspots, while the country as a whole boasts some of the best coverage in Europe. 

But encouraging remote work isn’t just about optimising the potential of Finland’s workforce – companies in Helsinki also recognise that flexibility has clear benefits for both staff and employees. 

“The idea of a good work-life balance is ingrained in Finnish culture,” says Johannes Anttila, a consultant at organisational think tank Demos Helsinki. “It goes back to our rich history of social dialogue between labour unions and employers, but also to an interest in delineating the rules of working life and pushing towards people being able to enjoy their private life. Helsinki has been named the best city in the world for work-life balance, and I think that this underlies a lot of the mentality around remote work.” 

For Peter Seenan, the extent to which Helsinki residents value their free time and prioritise a work-life balance prompted his move to the city ten years ago. He now works for Finnair, and points to Finland’s summer cottages as an example of how important taking time to switch off is for people in the country. These rural residences, where city residents regularly uproot to enjoy the Nordic countryside, are so embedded in Finnish life that the country boasts around 1.8 million of them for its 5.5 million residents

“Flexible and remote work are very important to me because it means that I don’t feel like I’m getting stuck in a routine that I can’t control easily,” he says. “When I’m working outside of the office I’ll go down to my local sauna and go ice swimming during the working day, typically at lunchtime or mid-morning, and I’ll feel rejuvenated afterwards… In winter time especially, flexibility is important because it makes it easier to go outside during daylight hours. It’s certainly beneficial for my physical and mental health, and as a result my productivity improves.”

The relaxed attitude to working location seems to pay off – Finland is regularly named the happiest country in the world, scoring highly on measures such as how often its residents exercise and how much leisure time they enjoy. With large swathes of unspoiled countryside and a national obsession with the outdoors, sustainability is at the forefront of its inhabitants’ minds, leading to high levels of support for measures to limit commuting. In January, Finland passed a new Working Hours Act, the goal of which was to help better coordinate employee’s work and leisure time. Central to this is cementing in law that employees can independently decide how, when, and where they work.

Yet enacting the new ruling is not as simple as just sending employees home with their laptops. For Kirsimarja Blomqvist, a professor of knowledge management at LUT University, perhaps the most fundamental feature that remote work relies upon is a deeply rooted culture of trust, which Helsinki’s residents speak of with pride. The anecdotal evidence is backed up by data which suggests that Finland boasts one of the highest levels of trust and social cohesion in Europe, and equality and transparency have always been key cornerstones of political thought in the country.

“Trust is part of a national culture in Finland – it’s important and people value it highly,” she explains. “There’s good job independence, and people are valued in terms of what they do, not how many hours they work for. Organisations tend to be non-hierarchical, and there is a rich history of cooperation between trade unions, employers, and employees to set up innovative working practices and make workers feel trusted and valued. 

“It’s now important that we ensure that this trust can continue to be built over technology, when workers might have been more used to building it face-to-face.”

As companies begin to look hopefully toward a post-Covid future, the complexities of remote work are apparent. Yet amid issues of privacy, presenteeism, and social isolation, the Helsinki model demonstrates the potential benefits of a distanced working world. The adjustment to remote work, if continued after the crisis, offers a chance to improve companies’ geographical diversity and for employers to demonstrate trust in their workforce. On these issues, Blomqvist believes other cities and employers can learn a lot from Helsinki.

“People are now beginning to return to their workplaces, but even as they do they are starting to consider the crisis as a jumping point to an even more remote future,” she says. “The coronavirus pandemic has been an eye-opener, and people are now interested in learning from Finland’s good practices… We are able to see the opportunity, and the rapid transition to remote work will allow other countries to do the same.”

Katie Bishop is a freelance writer based in Oxford.