January 2022
Christine Fernandes
The new Chair of Women in Rail
Nick Crossfield
Deploying hydrogen trains in passenger service
Zoe Hands Merseyrail: 50 years of progress
Colin Pittman
Bringing the latest 3D technologies to the railways
Labour’s Shadow Minister for the Railways on holding the government to account
Welcome to the first Rail Director of 2022 and a very happy New Year. I hope you and those close to you are all keeping well and had a restful and enjoyable festive break. My utmost thanks go to those who were working over Christmas, keeping passengers and goods moving and completing vital infrastructure projects.
The rail industry continued to make terrific progress last year despite the coronavirus pandemic. Reflecting on the past 12 months, it has made great strides, which gives me a huge amount of optimism for the opportunities in the year ahead.
2021 saw the release of the Williams-Shapps Plan for Rail and, with it, the launch of the new public body Great British Railways – the biggest reform of the railway in three decades. Add to that the publication of the government’s long-awaited Integrated Rail Plan and the progress made on the Crossrail and HS2 projects, and that’s just scratching the surface of the past 12 months.
For the team at Rail Business Daily, it was a year that far exceeded my expectations and was one of huge growth. As well as launching RBD Stride, RBD Community and Inside Track magazine, we acquired Rail Insider and Rail Alliance and welcomed several high-profile recruits, including Nigel Wordsworth, Steve Burch, Eli Rees-King and Martin Little.
So, what will the next 12 months bring? From a business point of view, I’m looking forward to continuing the momentum with some exciting announcements in the months ahead. For the rail industry generally, I can see the pace of change increasing, with the workforce continuing to play a vital role in keeping the country moving and hitting green targets.
This edition of Rail Director covers some of the issues that will shape the railways in the months and years ahead. This includes an interview with Anit Chandarana, the Lead Director of the Great British Railways Transition Team, on the Call for Evidence for a 30-year Strategic Plan for the railway.
This month’s cover feature is Labour’s Shadow Minister for the Railways Tan Dhesi on his role of holding the government to account. We’ve also spoken to Christine Fernandes, the new Chair of Women in Rail, who discusses her passion for giving something back to the rail industry, and Nick Crossfield, Alstom’s UK&I Managing Director, on working together with Eversholt Rail to decarbonise the rail sector.
I hope you enjoy this month’s issue. As we continue to grow as a business, one thing that won’t change is our passion to support and promote the rail industry and its work.
For those with mindsets of innovation, diversity, responsibility and collaboration, a promising year lies ahead. Here at Rail Business Daily, we are ready and eager to support you on that journey to success.
Best wishes
One thing that won’t change is our passion to support and promote the rail industry and its work
Planning for public ownership
5
Labour’s Shadow Minister for the Railways, Tan Dhesi, on holding the government to account after its ‘betrayal’ of the north News
8
The launch of the Exports Leadership Group 10 Munir Patel, Andrew Went and Neil Walker discuss a new group bringing rail suppliers together to promote exports
Merseyrail: 50 years of progress 14
Chief Operating Officer Zoe Hands on the passion to make sure Liverpool has the best rail service in Britain
Deploying the first hydrogen trains 18 in passenger service in the UK Alstom’s UK&I Managing Director Nick Crossfield discusses working together with Eversholt Rail to decarbonise the rail sector
First steps towards transforming 22 the UK railway
The Great British Railways Transition Team has launched a Call for Evidence for a 30-year Strategic Plan for the railway. Its Lead Director Anit Chandarana explains more
Delivering growth during a pandemic 26 Paul O’Donnell, Managing Director of Pod-Trak, on building on the success of the past 15 years
Government and Scope team up on 30
Disabled Persons Passenger Charter
Work is under way on a new Disabled Persons Passenger Charter for rail, bus, coach, taxi and private hire vehicles
Ensuring the rails are inclusive, 32 equitable and gender balanced
The new Chair of Women in Rail Christine Fernandes discusses her passion to give something back to the industry
RBD Community debut event hailed 36 a success and the first of many Industry experts discuss the accessibility of stations at RBD Community’s networking event
Championing the cause of inclusion
Stephen Brookes MBE continues his work to make the UK’s railways accessible for disabled users
38
United for children on the streets 42 Rail Aid 2021 has come to a close, so let’s take a look back at all of the amazing events from the year!
A local voice on a national network
44 Jason Hurst, Partner at Grant Thornton UK LLP, explains why now is the time for devolved authorities and regional bodies to have a clear picture of their transport vision
+44 (0)1255 440291 info@duracomposites.com www.duracomposites.com
Bringing the latest 3D laser
46 technologies to the railways
Director Colin Pittman explains how A3D’s services can play a major role in helping organisations adapt to an ever-changing and challenging marketplace
Removing the barriers for 48 an inclusive workforce
Ian Chapman, Practice Director for the Rail Systems & Infrastructure practice at Atkins, says different perspectives coming together make incredible things happen
Using virtual reality to improve 52 and enhance HS2’s reliability
David White, HS2’s Head of Strategic Planning and Asset Management, explains the importance of harnessing the power of the digital twin
Next generation of high-speed 54 trains to be built by Hitachi/Alstom JV £2 billion HS2 contracts set to create and support 2,500 jobs across the UK
Werrington tunnel to carry freight 56 underneath the East Coast main line
Network Rail engineers have installed an 11,000-tonne concrete tunnel, freeing up tracks and unlocking new opportunities for rail freight
Delivering more than £133 million of 58 engineering work over Christmas
Rail Director’s Nigel Wordsworth looks at the huge amount of work carried out by Network Rail and its supply chain during the festive period
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Driving the EDI Charter forward
62 Tom Flannery, SNC-Lavalin Practice Manager –Technical Services on his role on the EDI Charter and his passion to lead change
Supporting the growth of rail organisations 66 David McLoughlin,
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Minister for the
and MP for Slough, Tanmanjeet Singh ‘Tan’ Dhesi, has called the scrapping of the eastern leg of HS2 and the downgrading of plans for Northern Powerhouse Rail “a betrayal of the good people of the North.”
Talking to Rail Director, the MP said: “This has been promised on more than 60 different occasions, by people including the Prime Minister and Cabinet ministers, all of whom have wheeled out soundbites and false promises.
“There was a commitment to the eastern leg in the Tory party’s manifesto. Now there is no longer an aim to build increased capacity and connectivity. The people of the North have in essence been offered crumbs and that is no replacement for a proper integrated rail system, which is what the North deserves.
“The £100 million-plus that will now be spent on studies exploring how HS2 will connect to Leeds should have been spent on delivery.”
The Secretary of State for Transport Grant Shapps told the House of Commons in November that £23 billion would still be invested to deliver Northern Powerhouse Rail and the Transpennine route upgrade, providing 110 miles of new high-speed line and 180 miles of newly electrified line in the Midlands and the North. He also claimed that the new £96 billion Integrated Rail Plan for the North and the Midlands will deliver faster train journeys earlier and cheaper than the original HS2 plans would have.
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Mr Dhesi said: “I was in the chamber when Grant Shapps told us that his new Integrated Rail Plan would bring benefits much sooner than originally planned. It was some gaslighting performance by him but we are all aware of what is happening compared to what was promised, which amounts to billions of pounds of cuts to the North.
“We know, whether we are talking about HS2 or Northern Powerhouse Rail, that it is not only about improving journey times but about increasing capacity. We know that many routes across the North are at or close to capacity. These decisions will hurt not just this generation but others to follow if the government doesn’t do another U-turn and reverse this decision.”
The Department for Transport, seeking to cut spending by 10 per cent following the autumn budget and against the proposed cost savings of £1.5 billion over the next five years outlined in the Plan for Rail, recently sent letters to operators asking them to deliver cuts, albeit not a finalised decision, according to government.
Mr Dhesi said: “We are forensically going through the detail of the proposed cuts now. We have seen inflation-busting fare increases year-on-year and another 3.8 per cent increase was held back this year, so that’s still around the corner. This is contrary to Labour’s position that sees us take a more transformative view of the way we look at rail. Further cost-cutting for operators will make matters worse.”
There is a current preconception that MPs are so far removed from reality that they don’t understand the issues around the areas that they hold the portfolio on. However, Mr Dhesi can draw on hands-on experience of the rail industry as he considers how a future Labour government would deliver improvements across the network.
Two decades before becoming an MP, the Shadow Minister worked in construction with a company that was Network Rail Link Up approved, and worked on stations that included Birmingham New Street and London Bridge.
“I feel very passionately about the industry and believe that I intrinsically get it,” he said, “and I make sure that my Labour Party colleagues are in tune with that too. I am 100 per cent optimistic about the role that rail can play in the future. Rail is very much at the heart of transforming our economy and rebuilding but we need to make sure that significant investment is there in order for that to materialise.
“We have to take a long-term view, whether we’re talking about the decarbonisation of the transport system, our economy, or tackling the climate crisis.
“A Labour government would deliver the whole of Northern Powerhouse Rail and make sure we have that connectivity because east to west is just as important as north to south. We’d also make sure that the promised new station at Bradford materialises.
“We’re talking about much more than HS2 and Northern Powerhouse Rail. Labour would also deliver a mass rolling programme of electrification because we are falling way behind our European counterparts.”
The Office of Rail and Road (ORR) statistics on rail emissions and Rail Infrastructure and Assets state that 38 per cent of the mainline railway route is now electrified. In comparison, Germany has over 60 per cent of electrified routes, Italy more than 70 per cent and Belgium over 80 per cent. Mr Dhesi added: “For the nation that pioneered rail that is just not good enough, so we have to make that investment. In meetings with stakeholders and industry experts over the past 18 months I have begun to build a strong picture of what is required.
Labour would also deliver a mass rolling programme of electrification because we are falling way behind our European counterparts
“We need investment in jobs, skills and apprenticeships, we need to invest in accessibility, in rail infrastructure and new stations, tackle the climate crisis and make the transition to electrification and alternative power, to reform our ticketing systems and have integration with the wider public transport system so that people can move from one mode of transport to another easily.
“If we make our rail system and wider public transport more convenient, affordable and accessible, especially for people with disabilities, then we will make it a lot easier for everyone to use rail rather than resort to their cars.
“A Labour government will take rail back into public ownership, rather than making adjustments to this fragmented and failed franchise system that has had its day. We will replace that with a publicly owned railway system where we prioritise people over profit.
“At the moment the government has created the worst of both worlds with their plans for Great British Railways. The Plan for Rail nationalises the risk but privatises the profits. The government approaches rail reform from an ideological position that blinds them to the reasons why the system simply doesn’t work. We will hold this
government to account on rail as we have in the past. What they should do and we will do is work towards a unified system that places the onus on quality and the reliability of services.
“Labour intrinsically understands rail. The last Labour government prioritised investment in modernising old, inefficient rolling stock. Having invested those billions, the priority of the past decade should have been a rolling programme of electrification instead of a decade of missed opportunities and failure.
“We will make sure that investment in major
transport infrastructure programmes happens. We’ll also invest in a rolling programme of electrification and deliver on our promise in terms of the wider economy, with £28 billion invested in green industries and green jobs, which rail sits neatly within.
“Whereas rail accounts for 10 per cent of passenger journeys, it only accounts for one per cent of CO2 emissions. So it doesn’t take a genius to work out if you get more people onto rail, that will have a greater, positive impact on our environment.”
ACOREL’S PASSENGER FLOW SOLUTIONS CREATES THE DATA YOU NEED FROM MULTIPLE SOURCES AND PRESENTS THE DATA IN A FORMAT THAT ENABLES YOU TO MAKE THE RIGHT DECISION
HS2 has appointed TK Elevator to the framework to deliver 300 leading-edge lifts and escalators for four new station facilities being built as part of the high-speed rail project.
Birmingham Curzon Street, Interchange, Old Oak Common and new HS2 platforms at London Euston will need more than 160 lifts and 130 escalators to help people access HS2 trains every day.
TK Elevator employs about 400 people across the UK, and the final contract value is expected to be between £207 million and £316 million, depending on the numbers of lifts and escalators required.
A flexible approach allows HS2 to vary the number of lifts and escalators in line with station requirements as the designs are finalised. The framework also includes maintenance for up to 20 years as well as manufacture and installation.
All the new stations in London and Birmingham will be ‘zero carbon’ in terms of day-to-day operation, and fully accessible with step-free access from street to train. Placed end to end, the escalators would stretch more than 3km – longer than the Forth Rail Bridge.
The longest escalators will be at Old Oak Common, in west London.
They will take passengers 13.5m up from the subsurface platforms to concourse level. Overall, the new station – where HS2 meets Crossrail services to Heathrow and the West End of London – will have more than 50 lifts and escalators.
Adaily weekday service between Middlesbrough and London has been launched. The service served by London North Eastern Railway’s (LNER) Azuma trains is the first direct link in 31 years.
Transport Secretary Grant Shapps said: “The railways are the backbone of this country, and I’m delighted we’re establishing a direct service between Middlesbrough and London for the first time in more than three decades.
“Not only will this world-class service provide green benefits, but it will also give the people of Teesside better connections for work, help bring loved ones together, and drive tourism to this fantastic region.”
The trains will run on electric wires between London and North Yorkshire – 220 of the 239-mile journey – before switching to diesel to Middlesbrough.
They also boast free onboard Wi-Fi, electric sockets at every seat and more space than conventional carriages.
David Horne, Managing Director at LNER, said: “We’re proud to be introducing our revolutionary Azuma services between Middlesbrough and London King’s Cross. Their arrival will transform travel for customers and generate further economic
opportunities for the area, with our direct services making business, leisure and international travel simpler, smarter and greener.
“Our Azuma trains offer customers greater comfort and space, keeping people connected with free onboard Wi-Fi and sockets at every seat. Our superb at-seat catering offers in both Standard and First further enhance our customer experience.”
Two networks have signed up to deliver mobile connectivity services across the London Underground.
Three and EE are working with the BAI Communications (BAI)
neutral host mobile network to provide 4G and 5G-ready mobile connectivity across the London Underground. Their collaboration with BAI, which was awarded a 20-year concession with Transport
for London (TfL) to deliver mobile connectivity on the Underground, aims to give customers on the networks access to uninterrupted coverage while on the Tube and within the stations.
TheUK Government has said it has capped the next fares increase to 3.8 per cent, below current retail price inflation of 7.1 per cent.
The last rise saw fares go up by 2.6 per cent in March 2021. The upcoming rise is the biggest for 13 years, according to figures from the Rail Delivery Group.
In a statement, the government said it will not increase fares by RPI plus one per cent, as it did in 2021 – the formula leading up to the pandemic.
This would, it said, “prevent high increases for passengers”.
Before the pandemic, the prices would be raised in January, based on the RPI of the previous July. 2022’s increase will be in March, similar to the delay we saw this year. The government said this is to give passengers more time to purchase cheaper flexible and season tickets at the existing rate.
Rail Minister Chris Heaton-Harris said: “Capping rail fares in line with inflation while tying it to the July
RPI strikes a fair balance, ensuring we can continue to invest records amounts into a more modern, reliable railway, ease the burden on taxpayers and protect passengers from the highest RPI in years.
“Delaying the changes until March 2022 offers people the chance to save money by renewing their fares at last year’s price. That includes the 100,000 people who are already making savings with cheaper and more convenient flexible season tickets.”
Photo: LNER
Mostinsurance brokers do not have many, or any, railway industry clients. Those that do tend to ask their rail client to fill in long forms that ask no railway questions. Those forms are passed to London Lloyds brokers, who have never met the railway company, to attempt to obtain quotations.
While proceeding in this way can produce terms, it does not make the process easy for the client, nor is there usually a thorough material fact disclosure if either broker does not understand the rail industry.
For example, railway infrastructure companies’ staff routinely carry detonators –these are a normal piece of work equipment. As they work on pressure, they are very difficult to set off accidentally. Insurance brokers that do little in the rail industry would not understand this and would not think to ask about them. Yet a standard market exclusion on Employers Liability policies is an explosives exclusion, which
may very well cause problems if an injury claim should arise from their use or misuse.
Furthermore, we have seen a trend for railway companies that are mainly design and consultancy companies to be sold cheap ‘office’ package policies by general commercial insurance brokers. These usually auto-provide Employers and Public Liability as part of the package. While this is fine for office activities and staff that only work behind a desk, these policies are not designed to cater for any rail-side exposure at all. So, for survey companies whose staff do not carry out any manual work but will go trackside to undertake lineside surveys, the insurance will not pick up any injury claims arising from this work.
The Insurance Act 2015 gave insurers a statutory right to walk away from any claim where they could show that there was a failure to disclose relevant material facts such as these, so there is an onus on the broker to ask the right questions, make the right disclosures, and have the client sign off that disclosure.
Our risk presentations fulfil the majority of the client’s obligation to disclose, it replaces the need for bland forms to be completed and thus complies with the legislation, giving our clients peace of mind.
Email:
• Existing Liability and Works
did not match the contractor business activities and the company was exposed for key areas of activity.
• Analysis of the cover was conducted, management interviews carried out, and recommendations were made for alterations.
• Rise analysis report was compiled and quotations were secured from specialist rail insurers.
• The result, a significant premium reduction across all of the business insurances.
One of the commitments of the government’s Rail Sector Deal was to double exports by 2025. With that in mind, and at a time when the UK is seeking to negotiate new trade deals around the world, suppliers’ body the Railway Industry Association (RIA) has launched a new Exports Leadership Group (RELG).
The group brings together senior figures with extensive exporting experience from within RIA’s membership to work with the RIA Exports and Trade Policy teams, offering best practice, direction, advice and support.
Rail Director spoke with the new group’s Chair Munir Patel, CEO of Xrail Group Limited; Vice Chair Andrew Went, UKIMEA and Global High Speed Rail Leader for Arup; and RIA’s Exports Director Neil Walker to learn more about their exports activities and their aims for RELG.
Munir explained that the current overseas activities of Xrail included two major projects –firstly on Saudi Arabia’s Haramain high-speed railway where they are providing corrective and preventative maintenance on the signalling system and looking after 49 technical buildings in a seven plus five-year contract. The other is also for maintenance, providing 24/7 cover on the Madrid-Levante high-speed network in Spain.
Winning work in the Middle East was a lengthy process requiring patience, according to Munir. Xrail started by exhibiting in the Great Britain pavilion at the Middle East Rail trade show. “Being at the shows gave us a base to see what was actually happening and meet more people as well as giving us exposure,” he said.
“By doing those trade shows continuously we were eventually able to win contracts because
people knew we existed, but it is not something that happens overnight.”
Starting with a small project in Dubai, Xrail next won a project on the Riyadh Metro before gaining the current large contract with Siemens.
Munir is a strong supporter of the GB pavilions, describing them as particularly valuable to companies that are new to the market and don’t have useful contacts, as well as an effective way to connect with other British exporters.
“RIA and its support team take care of all the bookings and logistical issues behind the scenes so it’s easy to just turn up,” he said. “Then you get a strong support network from the Department for International Trade (DIT) under the GREAT brand, and usually a visiting UK Minister, who attracts local and regional officials who then visit your stand, so it has a pull effect as well.”
Munir Patel, Andrew Went and Neil Walker discuss a new group bringing rail suppliers together to promote exports worldwide
Arup is a more familiar name and RELG’s Vice Chair Andrew Went outlined that they have some 16,000 staff working in most of the global main centres of rail. Much of their current activity is to do with sustainable transport systems, from early-stage planning, design and economics through to design, systems, rolling stock and integration.
“Although we have work in more than 140 countries, the UK is our largest market and a lot of the work we do is done from our UK base, with works supported by resources in local offices,” he said.
The two very different companies clearly face different challenges. Munir told us how they cope as an SME: “Things like mobilisation and resources can be challenging for us, as well as planning the investment to export. We are very lean and work to keep costs down to make money stretch effectively, and then we establish relationships with local partners to help us with mobilisation.”
A specific issue in countries without an established rail sector, like Saudi Arabia, is the need to find or upskill specialists, like signal engineers.
Arup’s overseas bases bring different problems, with the need for business registration and tax and employment liabilities where they have established offices. But for areas and countries where they don’t have bases, they face similar challenges in terms of finding local partners, according to Andrew.
Andrew explains how companies like Arup can use support organisations to develop relationships overseas.
“We have found we can reach out through the DIT and organisations like RIA – they get to know about us, understand our capability and our credibility. That helps getting those early conversations moving and then we’ve seen organisations large and small coming back and seeking help, and that’s where we get engaged.”
One issue is that consultancy work such as Arup’s is sometimes not valued as an export, even though it is a massive contributor to UK PLC.
“There is a lot of work in establishing and managing relationships with local organisations. But they help us work though issues like laws, regulations and licensing of engineers,” he explained. “We also need to consider how we take over the skills and expertise from within our own organisation, or even our SME partners.”
Andrew feels the answer is sharing knowledge and experience. “There is so much happening in the rail environment and the UK is focused on a lot of exciting areas. That knowledge, that understanding, is a great thing to share with our global colleagues and clients,” he continued.
“It’s not just consultancies, it’s contractors and suppliers as well.
“That shared knowledge becomes an enticement which the UK can offer to open up opportunities overseas.”
Billions of pounds are being allocated for railway infrastructure projects. We just need to look at those opportunities
This links nicely into the new Exports Leadership group. Munir says it is important to get all the Tier Ones and SMEs together to see what their interests are and what companies have to offer.
“The first aim is to see where we can have joined up thinking by UK PLC on the offering to the international market, and I would like to see the Leadership Group enable that with the wider RIA membership,” he said.
“If we have that offer not just as individuals but as a collective, we are well placed to meet the needs of major project opportunities.”
Andrew agrees and feels it is a two-way conversation. As well as looking at what the UK has to offer, he believes that the group can help in understanding potential opportunities in other regions.
“From meeting with other organisations through RIA’s work we can say ok that is happening over here, how does that come into the UK, how can we really wrap our arms round that and provide support?” he added.
“The other issue is helping to shape ourselves and react to market changes, which can happen quite quickly.”
A further area of activity is in assisting RIA members and other rail suppliers that do not currently export but would like to do so. Andrew feels the larger companies can help: “Companies like Arup and other large consultancies have access to a wider global footprint but in reality cannot do everything.
“If we understand the capability, availability and unique things that the SMEs can offer, we can help and support them, bring them in.”
Munir agrees that the Leadership Group should be of great value through the combined experience of its members, helping companies that might be struggling to start out.
Looking to future opportunities for the sector, Andrew says Arup is most focused on sustainable transport.
increased safety factor. Decarbonisation is a major subject, with the whole approach to net zero CO2
“The message from COP26 is that you actually have to start making change, not just say you have to start. There is a big opportunity for us to share our expertise,” he said.
Resilience of assets is another big issue, according to Andrew, while a further consideration is how you make assets last longer. Modal shift and dealing with different forms of freight are also key topics but the big one is how do you get people out of their cars? “It’s the endto-end journey,” he said.
“From the start to wherever you are going –what is that journey and how do you do it in a green way? There is huge interest in these areas and opportunities will continue to grow.”
“There is a big push around the world looking for efficient and clean transport systems, which rail sits firmly and squarely in,” he explained.
“The UK is doing some really exciting work in this field, the sort of things we saw at COP26, and it is of huge interest to the global rail market.”
There are a number of key areas that present opportunities for the future according to Andrew, not least the post-pandemic recovery – how you get people back onto the rail network, meeting the demands for an
Outlining some of the key geographical markets, Munir agrees there are strong opportunities.
“Now that they’ve seen the benefits of having rail in the country, Saudi Arabia is spending billions of pounds,” he said. “They’ve built highspeed trains but now need the metros and trams in the future plans for cities.
“And we’re also finding a lot of renewals works going on in Europe, so Spain, Portugal and Turkey are important for us, not forgetting Southeast Asia where Malaysia and Taiwan have huge schemes lined up as well” he added.
The message from COP26 is that you actually have to start making change, not just say you have to start
“Globally the opportunities for British companies to be out there is huge. And there are projects being earmarked across the world, billions of pounds are being allocated for railway infrastructure projects. We just need to look at those opportunities.”
A topical question is what effect Brexit has had on exporters and how that affects future opportunities. Munir has not encountered too many problems, in fact Xrail successfully started the Madrid-Levante contract on the night of Brexit (1 January 2021).
“While the rules have changed a little bit in terms of what you can do, we managed to procure staff and mobilise so as a service provider it hasn’t presented too many obstacles. There have been some legal issues, such as establishing a business in a country, and from my role as a London ‘Export Champion’ I know that product suppliers have run into issues around warehousing, tariffs and taxes,” he said.
Andrew feels that the challenges should help focus on which opportunities are worth
He said Western Europe has a wellestablished rail capability, so exporters would need to have a specific product or expertise that is in demand. Other parts such as the Baltic and Nordic regions may have wider potential. But there are some areas where UK expertise is valued. “What we do in the UK in terms of our
years since the end of British Rail, that can provide immense value across Europe,” said Andrew.
“Fields such as major station redevelopment and regeneration are also UK strengths so the key is understanding what Europe can do itself and where we can add value. Although Europe has a lot of people, if we’re cost effective, our experience will take us across boundaries,” Andrew concluded.
The final summing up was left to RIA’s Exports Director Neil Walker: “From RIA’s point of view, we feel really privileged that we’ve got Munir and Andrew in the group with other individuals who have years of experience in exporting, and they’re bringing this experience to provide direction to RIA to help us to work together.
approach to development and design, concept thinking and implementation are areas where they realise they haven’t got sufficient resource, and they want to bring in that expertise,” he explained.
“We also have considerable experience in asset management, developed over the past 25
“The group is about complementing other existing organisations such as the Department for Transport and DIT, so it’s about working with them as well. As part of the global economy opening up again, rail is vibrant around the world as governments look to build back better and build back greener. And obviously we want them to build back rail, so it’s a case of collectively working together and having that experience behind us is paramount to that.”
Rail is vibrant around the world as governments look to build back better and build back greener
Itwas five decades ago that the Merseyrail brand was first seen on trains, created by the British Rail Liverpool Division following the creation of The Mersey Railways Extensions Act.
A lot has happened since 1971 with the now largest third rail electrified railway network outside London and the South East used by 100,000 passengers daily and served by 69 stations and 75 route miles.
There is also a lot more to look forward to, with the 53 Class 777s – a new £500 million fleet – due to enter service next year, potential new stations at Headbolt Lane in Kirkby and the reopening of the old St James station.
“It has been special to celebrate the 50th birthday and we’ve still got staff that have been here for the five decades working on this network,” said Zoe Hands, Chief Operating Officer, who was promoted from Operations Director at the beginning of the COVID-19 crisis.
Most punctual operator
“You can imagine the changes they’ve seen and they’re still as happy and enthusiastic to work here as they’ve always been, really highlighting what a great place it is to work. ” she added.
“The biggest prideful point for me is the fact that in spite of the age of the network and its trains, we are still the most punctual rail operator in Britain.
“We are only going to go from strength to strength with new investment to expand our service, new technology and new trains. I believe there’s more opportunity in the future to be better than we’ve ever been. We have an important role to play when it comes to the net zero agenda, building the region back better.”
Zoe, who joined Merseyrail in 2015 as Safety, Security and Sustainability Director, is accountable for a £54 million budget, more than 500 train crew and over 600 rail services per day transporting more than 35 million passengers a year, plus maintenance contracts worth £18 million.
“When you stop and list things like that it can sound very big and intimidating, but when you’re in the throes of a day-to-day role surrounded by lots of really good people who have all got the same agenda as you to make it work really well, actually it is not that difficult,” she said.
“Certainly, at the start when I went to Operations Director from Safety, Security and Sustainability Director, I found that more challenging mainly because I didn’t feel like I had that subject matter expertise.
In March 2021 Merseyrail solidified its reputation as one of the most punctual train operators in the UK by breaking a national performance record – completing an entire 28-day period with 99 per cent of its trains arriving on time or within five minutes.
“We’ve long prided ourselves on making sure the Liverpool City Region has the best rail service in Britain and we are almost always punctual, averaging over 97 per cent of trains arriving on time or within five minutes,” said Zoe, who is accountable for all engineering and fleet maintenance as well as train service delivery and network operations.
“It was a little intimidating, especially when you look at the accountabilities that came with it, but it very much felt like I was standing on the shoulders of giants – there have been so many capable people that made the transition possible and it has given me the ability to build on it. It has since been the case of continuous improvement, pursuing the next technology or the next behavioural change and applying that to punctuality and reliability.”
Zoe added: “That was the priority for me when I was appointed Chief Operating Officer – to be number one punctual operator in Britain.
“However, to hit 99 per cent was a staggering and unprecedented achievement and a true testament to the hard work of all our staff.
“Granted it was when passenger levels were down during the pandemic, but there is a sense of pride because of the importance of each journey transporting key workers.
We are only going to go from strength to strength with new investment to expand our service, new technology and new trains
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“We continue to be hungry to be number one when it comes to punctuality and if we can achieve an average of 97 per cent with what is, on average, the oldest fleet of passenger trains of an UK operator, imagine the possibilities when we get the brand new fleet of trains fully operational.”
And that is a vision that can soon be realised with the Class 777s – owned by the Liverpool City Region – having started to arrive from Stadler in the summer, and due to go into passenger service in 2022, replacing the current 40-year-old fleet.
The new, modern trains boast a wide range of customer-focused features and functions, including sliding step technology, on-board Wi-Fi, intelligent air-conditioning, improved passenger information screens and more space for wheelchairs, bicycles and prams.
“The first Class 777 was accepted in August and the aim is to have accepted seven by the end of the year,” said Zoe, who is overseeing the operational introduction of the trains.
“Our old fleet is running around 13,000 miles between technical incidents, now the new fleet will absolutely blow that out of the water in time and will be doing 40,000 miles plus between delays once they are bedded in.
“We’ve had several months of really good testing, and the positive thing about the testing here is that it is being done by our driver management team. The people who are doing the commissioning and testing of these trains are the same people who will be driving and responsible for them in passenger service, which means there is a level of understanding and personal accountability and pride in the performance of those trains.
“The new trains are all lovely and bright with big windows, they’re super clean and the fact that they have level access is really transformative for our network. Our current trains have got quite a big step up at some stations which reduces the accessibility of those trains.”
A number of the Class 777s, built to operate on the third rail network, are also going to be able to be battery operated, following successful testing earlier this year.
train which is helping the whole net zero agenda is very exciting and this technology is going to go from strength to strength.
“Obviously the government announced £710 million investment into local transport for this region and I’m certain some of that funding will be driving that network expansion and the adoption of greener technology for this region.
“I genuinely don’t think there’s any more important mission or imperative than trying to achieve the net zero target and I see that Merseytravel and Merseyrail have huge roles to play in that.”
The game-changing technology could then be extended to allow the Merseyrail network to extend across all six city region boroughs to places like Rainhill in St Helens, Woodchurch on the Wirral and Widnes in Halton. It could also allow the new fleet to operate as far afield as Skelmersdale, Wrexham, Warrington and Runcorn.
Zoe said: “Initially the battery-powered trains, which use up to 30 per cent less energy than the existing fleet, are set to run on services to a planned new station at Headbolt Lane, Kirkby in 2023.
“So not only is the Kirkby line going to be extended to Headbolt Lane station, the fact that there is a brand new station served by a battery
The battery-operated trains are all part of Metro Mayor Steve Rotheram’s ambition to create a ‘Merseyrail for All’ – connecting under-served communities to the Merseyrail network. The wider programme could ensure every community is well served by an integrated public transport network and new and refurbished train stations.
Zoe concluded: “From my point of view the priority is getting that integrated approach going from this very trustworthy, reliable old fleet of trains that people have known for a long time, to the customer enjoying the new trains.
“With that there’s also got to be new ticketing solutions as well. I think we’ve got to modernise our ticketing across the Merseyrail network – there’s a lot of magstripe tickets still out there. With that, I’d like to see us offering a far more customer-orientated service on board the new trains.
“Alongside that is the expansion of our network and advancing the net zero agenda to serve new parts of the region and take Liverpool’s reach beyond this immediate area to places like Preston and Wrexham, and that is what the next few years should look like for us.
“That is a huge to-do list and if we can get that right we will be flying and I couldn’t be more excited for our customers and staff who make our success possible.”
Our old fleet is running around 13,000 miles between technical incidents
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Britain’s leading train manufacturer and maintenance provider Alstom, and leading British train owner and financier Eversholt Rail, are working together on the UK’s first new hydrogen train fleet.
The Memorandum of Understanding (MOU) sees them share technical and commercial information necessary for Alstom to design, build, commission and support a fleet of 10 three-car hydrogen multiple units (HMUs).
“These trains will set numerous precedents through the approvals process and their acceptance into service,” said Nick Crossfield, Managing Director at Alstom.
“They will then need to demonstrate how operators can transition their services (and their behind the scenes operations) from diesel to hydrogen. They will be doing the same to diesel that diesel did to steam while at the same time decarbonising great stretches of the network.
“By working together with Eversholt Rail, we have been able to exploit each other’s strengths to be able to make an unprecedented move in the market, introducing a novel technology to the UK, privately financed and proactively looking forward to meeting the clear needs of the market.”
The trains will be built by Alstom with the HMU fleet based on the latest evolution of the Alstom Aventra platform. The single-deck train has been
developed for the requirements of mainline train operations, from high-capacity metro systems to intercity services.
Nick, who was appointed MD in September 2015, said: “The Alstom Aventra is the next generation of the Aventra platform developed by Bombardier.
“Since our acquisition of Bombardier, we have
set about optimising the platform, blending Alstom’s and Bombardier’s technologies and know-how to realise the benefits of combining two such technically strong companies.
“This new platform can be configured as an Electric Multiple Unit, a Battery Electric Multiple Unit or an HMU, and has been designed as such from the outset.
“In terms of the hydrogen variant, this means we have optimised the packaging of hydrogen equipment on the roof, we have maximised the internal ‘furnishable space’ that remains as flexible and versatile as the rest of the Aventra family.
“As the hydrogen trains form part of the family, we can also support fleet commonality across differing types of traction, simplifying operations in line with the Williams-Shapps recommendations.”
Alstom and Eversholt Rail have previously worked together on the Breeze project – a hydrogen rolling stock solution for the UK rail sector, through the proposed conversion of an existing EMU to hydrogen power. Building on the long-standing relationship across many fleets, they worked together to develop a conversion of the Class 321 EMUs into Class 600 Breeze hydrogen trains.
As an asset owner and investor in the rail market, Eversholt Rail was keen to work with the world leaders in hydrogen train technology, to learn and to develop its fleet options. From Alstom’s point of view, Nick says it was very productive to work closely with a key customer, understanding their priorities and objectives.
“I suspect Breeze will prove to be the most successful train we never sold,” said Nick. “By developing it, promoting it and offering it as a firm offer to the market, we demonstrated the intent of both Alstom and wider stakeholders like Eversholt Rail to commit to this new and innovative technology.
“As this demand has matured, it became clear that a new-build option could be even more attractive than a conversion – we can package equipment better to overcome the limitations of a conversion, we can offer stateof-the-art underpinnings and the trains will have a 35-year life.
“With much of the DMU installed base too old for conversion, this is the ideal solution.”
This project builds on Alstom’s commitment in taking a leading role in decarbonising the rail sector. It was the first company to produce a hydrogen-powered train – the Coradia iLint –which is in operational service in Germany and made its debut in Sweden in August last year.
“We are used to being innovators at Alstom, but the thrill of leading the way never fades,” said Nick.
“We of course have already introduced hydrogen trains to passenger service in Germany, with orders in France and Italy too. There is a clear market requirement in Britain for hydrogen trains, driven by the laws of both economics and physics.
“Hydrogen is the only form of zero carbon energy storage available to power trains over sufficient distances to allow us to replace polluting diesels on non-electrified routes.
“The reason we need energy storage is because in certain places and on certain routes we cannot immediately electrify the network, often for reasons of cost.
“In so doing, we helped move the market from merely curious to completely expectant of hydrogen trains in the UK. Network Rail concluded in its Traction Decarbonisation Network Strategy that many hydrogen trains will be required both before and after 2050, and expert opinion across the sector concurs.
“Hydrogen adds an extra dimension to our planning and complements electrification plans perfectly by providing a more cost-effective solution for those hard to electrify, longer-range regional routes.”
The intention is that final contracts for the first 10 trains will be signed early this year, allowing operators the opportunity to put these trains into service before the end of 2025.
I suspect Breeze will prove to be the most successful train we never sold
Onany rail infrastructure project, steel and metalwork are core components and key foundations to the project’s success.
The ranging variables of track and traffic conditions found in the railway environment means that there are comprehensive roles that steel entails in sustaining the rail network. Structural Fabrications Ltd is a Derby-headquartered design, fabrication, installation, and maintenance organisation, delivering excellence to every project it undertakes, with more than 30 years’ experience operating in the industry.
By working in close partnership with its customers, Structural Fabrications Ltd administrates products and services that surpass the array of demands from the UK rail industry. From design, fabrication and delivery to installation, maintenance, refurbishment, and project management, Structural Fabrications Ltd strives to excel in all its specialities – including providing steel for track, safety rails, bridges, plus stations and depots.
Suj Kang, Structural Fabrications Ltd’s Managing Director and the business’s very own ‘man of steel’, said: “When it comes to our bespoke steelworks, we recognise that there is no one-sizefits-all solution. That’s why we treat each project individually, taking it through the entire lifecycle and establishing the customer’s vision into reality.’’
Structural Fabrications Ltd has a wealth of expertise and an exemplary track record of delivered projects across the UK rail infrastructure. Notable projects include an upgrade to Kidderminster Station, where the team carried
out the fabrication and installation of the main building steelwork, waterproofing roof, and fascia panels at the refurbishment of the station building, and most recently Coventry Station.
At Cadder Station, the Structural Fabrications Ltd project team was selected to design steelwork connections, fabrication, galvanisation and installation of a new access pipe bridge and canopy, with the complex installation achieved using a mobile crane and spider crane for a safe and systematic delivery.
Another success was the delivery of a refurbishment to West Hampstead Station, a complete station upgrade completed on behalf of Buckingham Group Contracting. The work provided improved accessibility and capacity, with new stairs, lift towers, bridge and a concourse building completed. Works involved steelwork, cladding, glazing, waterproofing and fascia.
Discussing the refurbishment, Suj said: “This was a particularly challenging build at a busy operational London railway station. We developed a modular design strategy that would
allow the structures to be installed over a series of single-night line closures to minimise disruption at the station. We were able to build the majority of the concourse during the day, allowing the station to remain open to the public.”
He added: “Each module was designed to allow most of the cladding to be fitted offsite, dramatically reducing installation time. The project was a major success, with the new station displaying a much-improved aesthetic, including a new bright and airy entrance, and vastly improved accessibility for passengers. This is a great example of Structural Fabrications Ltd team’s wider project management capabilities.”
The variety of skill sets that Structural Fabrications Ltd can offer to projects in the rail industry is diverse, with many projects incorporating design development, site surveys, 3D modelling, 2D drawing production, the procurement of materials, steel fabrication, painting, cladding, glazing, installations, maintenance, repairs and more. In addition to these services, the company also supplies specialist PTS staff to the industry, with labour supply available to cover a wide range of operations with very flexible terms.
Structural Fabrications Ltd is a RISQS-approved rail supplier and also holds the SafeContractor accreditation. The firm is also a member of the Register of Qualified Steelwork Contractors (RQSC), CE Class 3 + accredited and a member of the Steel Construction Certification Scheme (SCCS).
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The Great British Railways Transition Team has launched a Call for Evidence for a 30-year Strategic Plan for the railway. Its Lead Director Anit Chandarana explains more
For 200 years the railway has played a vital role in Britain’s economic and social development, connecting people and places, moving goods and services, and supporting the growth of business and regions.
Yet, despite its distinguished past and valued present, the old ways are just not working in some areas. The recent Williams-Shapps Plan for Rail, the government’s plan to transform the railways in Britain which was co-authored by Keith Williams, Chair of the Williams Rail Review, identified that to secure rail’s full potential and its future, radical change is needed – a change from an industry too fragmented, too complicated, too expensive to run, and one in which innovation is perceived as difficult.
One of the figures driving forward the biggest change to the railways in 25 years is Anit Chandarana, Lead Director of the Transition Team responsible for creating Great British Railways (GBR), the new public body borne out of the Williams-Shapps Plan for Rail, that will bring the railways back together and end a quarter of a century of fragmentation.
Anit said: “Although what came immediately after the privatisation of the railways delivered a lot of good outcomes, that arrangement has had its time. As Keith Williams said, we’ve lost sight of the customer, lost sight of the passengers and the freight users, and that’s unforgiveable in a world where the benefits of rail only happen if people actually use the railways. At the same time, we are taking increasing amounts of taxpayers’ money to keep the railways running. The system has lost its way.
“Keith was clear that there was remarkable consistency in what people said to him during his evidence gathering for the Plan for Rail –the railway needs to be brought back together. The separation of track and train and the fragmentation that it created aren’t just failing to deliver benefits, they are actually hindering it.”
The first major step in that transformation is the ‘Call for Evidence’ to support a 30-year Whole Industry Strategic Plan (launched on 9 December), which aims to provide clear, long-term plans for transforming the railway in the UK.
Open until 4 February, experts from the rail and transport industry and beyond, including business leaders, innovators, technologists and environmentalists, are being urged to provide their views on how rail can contribute to five strategic objectives set by government to:
Meet the needs of future passengers and freight customers;
Ensure rail is financially sustainable, efficient and value for money;
Catalyse long-term economic growth;
Reduce regional inequalities and bring the union together;
Support the government’s environmental sustainability objectives.
Anit said: “I can’t stress enough how important the Call for Evidence is for the industry, and for the country. The Strategic Plan will be the first strategy of its kind, a 30-year high-level plan shaped by a set of strategic objectives that have been developed for the benefit of our passengers, freight users, taxpayers and staff, and that support Britain’s nations, regions, and communities.
“It’s vital for the Strategic Plan to be informed by as many different perspectives as possible, both from within and outside the rail industry.
“Once completed, it will give confidence that there is a long-term vision to the railway, one influenced by a wide range of people with ideas of how we might deliver against those strategic outcomes.
“We’re looking to be challenged with innovative and creative contributions, backed by evidence, on how those outcomes can be met. This isn’t about people sending us their shopping lists – we all need to recognise that we’re operating in challenging financial times and that difficult choices will need to be made. However, that doesn’t need to diminish the scale of our collective ambitions for the railway, and the opportunity we have to make real, beneficial change, both for the industry and the customers and communities we serve.”
Anit is a Network Rail veteran of more than 18 years, coming from a background of financial management in retail and the oil industry. He is also a Non-Executive Director at the East London NHS Foundation Trust. In January 2020 he was appointed as Network Rail’s first Chief of Staff, working directly with Andrew Haines to help manage restructuring and the challenges ahead. He’s now working full time as Lead Director for the GBR Transition Team (GBRTT).
Network Rail has undergone a lot of change itself in recent years, including a major change towards devolution through the introduction of five regions, split into 14 routes, which brought decision-making closer to its local customers and partners. Other initiatives include:
An efficiency drive which looks set to save £4 billion in operations, maintenance and renewals work by 2024.
Anit was very clear that GBR will not be a refreshed version of Network Rail: “This is a brand new start for the railway.
“We know there are many people working in the industry who are doing great work, and we want to learn from that while at the same time taking the opportunity to see what can be done better.
“GBRTT is joining up the railway in a way that hasn’t been done for decades and we don’t assume to have all the answers.
“We are at the start of the journey and everyone in the industry has a brilliant opportunity to influence and own that change.”
Anit added: “Key to this will be learning from our local partners and how we can go further in our ability to be even more accountable to local passengers, freight users, and local decision makers. The real trick is ensuring the regional MDs – at Network Rail and, in future, for GBR – are part of decision-making and that they can deliver national outcomes while being empowered to take decisions locally too.
approach to customer experience, stations, contracts, fares and revenue.
“There’s no question that GBR will need to bring together experience from Network Rail, Train Operating Companies and owning groups, Department for Transport, the Rail Delivery Group, and from a wider commercial background,” said Anit. “We want GBR to be very best of the private sector – innovation, unrelenting focus on quality, outstanding customer service – joined by a single guiding mind to drive benefits and efficiencies across the system as a whole. By way of example, if you have a local devolved unit accountable for passenger service contracts and managing the infrastructure, that’s when you’re really bringing track and train together, that’s when you’re going to take decisions that are best across the system.
“How soon that happens we’ll have to see. The hard yards of change and improvement are still to come.”
“There’s much further to go on that. GBR will be even more devolved than Network Rail is today. Something GBR will definitely take on is the procurement and management of passenger service contracts.
“For that to work effectively, the devolved business unit of GBR will have to be the function that manages those passenger services contracts because the needs of local passengers and stakeholders need to be balanced against the impact localised changes can have at a national level. It’s an example of how we can better work together as an industry, acting nationally across the whole sector while taking a regional and local focus.”
One thing that will change beyond recognition is Network Rail. The owner and infrastructure manager of most of the rail network in the UK is, alongside much of the industry, expected to be absorbed into GBR as part of a transformed
GBRTT is setting the foundations to deliver the most ambitious changes to the railway in a generation, working with the government and across the rail sector. It is being led by Andrew Haines, also the current Chief Executive of Network Rail, who has put in place the team to consider the interim arrangements.
GBRTT will also have an industry and commercial team that will work with the Department for Transport in designing the passenger service contracts; a transformation team (which is leading the implementation of the operating model, introducing a new culture and setting up all the enabling projects); and a finance and business planning team – the primary objectives of the latter being a £1.5 billion costsaving programme and the creation of a whole system financial model for the industry.
In addition to Lead Director Anit, the team is made up of the following Programme Directors: Elaine Seagriff, Strategic Planning and Whole Industry Strategic Plan; Rufus Boyd, Passenger and Freight Services; Michael Clark, Strategy and Transformation; Suzanne Donnelly, Passenger Revenue and Marketing; and Jeremy Westlake, Chief Financial Officer.
It’s vital for the Strategic Plan to be informed by as many different perspectives as possible, both from within and outside the rail industry
Creating: Focus on action.
Simpler: A laser focus on cutting complexity, red tape, bureaucracy.
Better: Articulates both the customer benefit and continuous improvement. For: Engage the organisation around the service offering.
Everyone in Britain: Setting out the scale of the opportunity and the inclusive ambition.
Anit added: “We recognise the need to bring about a cultural shift in how the industry operates. We need to create a railway that focuses around the customer, not one where the customer has to work around us. The team is serious about putting customers at the very heart of our work, understanding what they want so we can get passengers back on the railway and attract new ones. We have developed a purpose that we’re determined to live and breathe at GBRTT – to create a simpler, better railway for everyone in Britain.
“In many ways the railway is the backbone of the economy, keeping people and freight moving, supporting communities and creating jobs both directly and through the supply chain.
“It’s about time that freight had a more distinct voice in the industry, so we’re going to create a leadership role to be a strong and influential freight voice in the team. What we want to create for freight is a world where people who have to move goods see the railway as a reliable, sustainable place to move their goods. There is some way to go on that, but we are working with freight operating companies with the ultimate aim of growing the market share of logistics.”
The journey ahead
Anit explains GBRTT is currently operating in a virtual way, with a legal entity due to be set up in April with an executive management team. Its Advisory Panel, chaired by Keith Williams, met for the first time earlier this month. He said: “I’m under no illusions regarding the challenge ahead. There is a lot to be done to deliver the vision laid out in the Williams-Shapps Plan for Rail, and that change is not going to happen just by the creation of GBR.
“Typically, these kinds of things can take five years plus to deliver but we are determined to start that journey in the Transition Team which, I hope, will build into GBR itself.
“For me, I suspect this will be the most important thing I ever do in my career in rail. I had a choice of whether I wanted to stay and be Network Rail’s Chief of Staff or lead the GBRTT. It was a difficult decision because the Chief of Staff role was the best role I’d ever had. But I’m hugely proud of the opportunity I have to play a leading role in designing the operating model of what GBR will be, and the positive difference that delivering it will make to the people who use the railways.”
The Call for Evidence is open to the rail and transport industry and beyond, including business leaders, innovators, technologists, home builders, entrepreneurs and environmentalists, to share their views and evidence to help shape the Strategic Plan and the future of the railway. It will run until 4 February 2022. Visit https://gbrtt.co.uk/wisp/
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Thisyear is already guaranteed to be a milestone year for the Managing Director of Pod-Trak. It will be 15 years since Paul O’Donnell set up the infrastructure services business – and he will also be celebrating his 40th birthday.
One thing Paul won’t have imagined back when he was operating out of a van, while his fiancée Brenda (now wife) did the books at the kitchen table, was having to steer the business through a pandemic. But that is just another hurdle that he has overcome, with the company seeing in excess of 20 per cent growth in 2021.
“2021 has been a difficult year and we’ve had to adapt to the constantly changing rules around COVID, and that is something I think we are going to have to manage and work with for some time going forward,” Paul said.
“But I am very happy with how we’ve performed as a team and how we have overcome some of these challenges throughout the business, while maintaining our safety record. We have increased shareholding in the marketplace and also delivered some fantastic high-profile projects.”
The Pod-Trak team are engineering specialists within the rail and infrastructure environments, experienced in working on a vast range of infrastructure from planning through delivery on main line, tram line and the underground.
This has been further strengthened over the course of the past 12 months with the successful involvement in several high-profile projects. These include an important role in the demolition of 11 platforms at Kings Cross, depot maintenance work for Hitachi, work on the Werrington underpass installed under the East Coast main line, as well as the ongoing MerseyRail and Transport for London projects.
“It is only really when you take a step back and reflect on the projects we’ve been working on in the past year that you can really appreciate how successful the year has been, and we are looking forward to a healthy year going forward,” said Paul.
“The key to the success has been knuckling down and, during the height of the pandemic, reassessing the situation daily and weekly to see what was going to be the best way forward in keeping our colleagues safe and getting the work done. We’ve also diversified a bit into some utilities work, so that has helped as well.
“We’re more open now to remote working, whereas before we thought everybody had to be in the office.
An exciting development last year was the decision to diversify into a different market with the launch of Pod-Trak Networks. It predominantly specialises in the delivery of projects within the telecoms and highways industry with the potential to venture into other utility sectors.
“This has allowed Pod-Trak to acquire a new client – CityFibre – that is installing new fibre networks to homes nationally,” said Paul.
“That’s probably the biggest change – it has opened eyes that some people can work remotely from time to time and we have adopted some of our learnings.
“Overall we’ve continued to cement our place as a safe pair of hands and the go-to company to deliver what we say we’ll deliver safely and efficiently. Our growth has been through reputation – something that gets stronger and stronger.”
“CityFibre has secured more than £5 billion of private investment with planned works over the next six years. Our first project award was the town of Lowestoft in East Anglia. This project gives us the platform to grow this division alongside our railsystems divisions and helps us transfer skills in quieter times. With this as our starting point, we are also looking at a number of other opportunities that we are currently discussing with various new clients in this space.”
Despite the continued growth – with the company turning over in excess of £40 million – one thing Paul is adamant doesn’t change is the family feel of the organisation and its commitment to safety.
Paul O’Donnell, Managing Director of Pod-Trak, on building on the success of the past 15 years
Overall we’ve continued to cement our place as a safe pair of hands and the go-to company to deliver what we say we’ll deliver safely and efficiently
The organisation is looking to relaunch its Plan Attitude Lead Share (PALS) scheme early this year, alongside the continuing development of the POD app, which now allows for supervisor inspections and shift reports to be done.
Paul said: “The data received through close calls and good calls is allowing us to focus our attention on key high-risk areas with the aim of identifying risks and mitigating them before they cause harm.
“We initially launched the PALS safety culture programme about three-and-a-half years ago and it was very successful at the start, but has died down a little during the pandemic.
“Our external consultant completed a safety culture survey, which has now been analysed and fed back to the business, and PALS will become a primary feature in the business in 2022 with regular workshops and engagement sessions.
“We have a family feel around the company and talking to staff revealed the importance that PALS isn’t an ‘off the shelf’ cultural improvement programme and is bespoke to the needs of Pod-Trak.”
As well as keeping its current staff safe, Paul is passionate about creating a platform for the next generation of workers. As well as strong graduate and apprenticeship schemes, he has also spearheaded an initiative to encourage young people to consider a career in rail.
Pod-Trak is working with universities to identify candidates who might be suitable for various roles across the business through online events in which both the senior team and a group of graduates give younger people a first-hand opinion on what to expect and key tips for considering a career in the industry.
“It has been a huge success and we have found some great candidates, with three starting with us this month,” he said.
“With a potential skills shortage in the future we are really keen to promote the industry, show the wealth of opportunities and give those interested an opportunity to work in the industry.
“There’s a lot of people in the industry with a lot of knowledge but there hasn’t been as many coming into the industry over the past 10 years, so we need to open it up and make it a place people want to work.
“It is also incredibly rewarding seeing the new recruits develop and thrive. They can also teach us an awful lot because they just have a whole different outlook on life.”
The Pod-Trak journey got under way in 2007, with Paul’s initial aim to become a subcontractor with a small team.
Fast-forward to 2022 and the company now employs 300 people, has offices in London, Manchester, Bristol and Doncaster, and operates throughout the UK and Ireland.
on administration and finances, and if you pop in at the weekend you will often find their three children helping out with the filing.
“I am incredibly proud of what has been achieved,” said Paul. “The family – both the immediate and the wider Pod-Trak family – have been brilliant and what has been achieved is thanks to a lot of hard work from a lot of good people.
“Pod-Trak continues to be driven by a passion to grasp those opportunities, offering bespoke engineering solutions to clients across the UK and Ireland who seek an innovative approach to the construction and maintenance of our infrastructure.
One thing that hasn’t changed is the way in which the team embraces family. Paul’s wife Brenda still works in the office keeping an eye
“This is a business that continues to go places and has a strong reputation for consistently delivering safely and delivering incredibly well.”
Pod-Trak continues to be driven by a passion to grasp those opportunities, offering bespoke engineering solutions to clients across the UK and IrelandKings Cross Belle isle
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The government has worked with disability charity Scope to create the charter, which aims to provide a clear explanation of rights and improve journeys for disabled people by helping ensure they can travel easily and more confidently.
Wendy Morton, Accessibility Minister, said: “This practical guide will pull together disabled passengers’ rights so they understand how they can get from A to B with the dignity and ease they deserve.”
The charter will bring together a host of information for disabled passengers travelling across England and advice for passengers on what to do when things do not go as expected.
It follows last year’s unveiling of the government’s National Disability Strategy –a range of initiatives to improve journeys for disabled people.
This includes an accessibility audit of all rail stations, clearer audible and visual announcements on buses, introducing legislation for taxis and private hire vehicles in Parliament, and £1 million to improve access at seaports. Scope research suggests that passengers who travel frequently are faced with a multitude of documents about their rights, which can be unclear.
Acting on this feedback, the charter will collate existing information for passengers and centralise it into one coherent and easy-to-use format.
Once developed, it will be published online, providing a one-stop shop on passenger rights and complaints procedures.
Mark Hodgkinson, Scope Chief Executive, said: “We are delighted to work with the Department for Transport to develop a Passenger Charter. Thousands of Scope supporters have backed calls for this vital step towards transforming a system that sometimes makes travel unnecessarily hard, if not impossible, if you are disabled.
“Public transport should be accessible for everyone and this charter will help disabled passengers better understand their rights, the standards they should expect across the network, and how to hold providers to account when travel goes wrong.”
This practical guide will pull together disabled passengers’ rights so they understand how they can get from A to B with the dignity and ease they deserve
Women in Rail (WR) has entered a new chapter in its role in improving gender balance, equality, diversity and inclusion in the UK rail industry.
Former Chair Adeline Ginn MBE has stepped down nearly a decade after founding the organisation, with Christine Fernandes taking over the reins.
Christine, who works in Business Development at CAF, describes it as a privilege but one with a great deal of responsibility – a challenge she is relishing.
“I am absolutely delighted to have been appointed Chair, and to lead Women in Rail into the next chapter of its development, it is certainly a great privilege,” she said.
“When I was interviewed by the board, I just spoke from the heart about what I thought should be the direction of Women in Rail and the steps required to get there.
“Adeline has left a great legacy for me to build on and I am looking forward to the challenge and opportunity to shape and influence the future, even more so in the times of change within the industry and world post-COVID.”
Christine, who will be supported by Vice Chair Shona Clive, has been involved in the work of the WR charity since 2018, both as part of the London Regional Group and latterly as the Regional Leader for Wales.
The new Chair of Women in Rail Christine Fernandes discusses her passion to give something back to the rail industry
Through my career I have faced some challenging aspects in a male-orientated environment
“Through my career I have faced some challenging aspects in a maleorientated environment, and while there is acknowledgement and improvement, there is still a lot more to be done,” said Christine, who joined the industry as a British Railways Board sponsored Undergraduate Engineering Management Trainee.
She has more than 25 years’ experience in the industry and a Master’s degree in Electrical and Electronic Engineering from Newcastle University.
“I come from a minority background both in terms of my ethnicity, but also as a female engineer so it is my experiences that fuel my drive for change.
“I am tenacious so I was never particularly unnerved by my experiences, however, this industry has got a lot to offer and we need to ensure it is inclusive, equitable and gender balanced.”
Christine is passionate about the rail industry and during her career has gained expertise in manufacturing, leasing, operations, track and consulting. Among her many achievements, Christine was awarded Chartered Engineer status some 20 years ago, along with an MBA in 2003.
“The railway is an integral part of my life and I have been incredibly lucky to have and continue to have an amazing diverse career from it.
“I want to give something back, to leave a legacy behind that will be for the benefit and good of the future of the industry – the role of Chair of Women in Rail is that opportunity,” she said.
“The picture was in our office of two work colleagues and in the background there was a pin-up calendar. It got me thinking that I used to go to work and sit and look at that calendar and think nothing of it because it was just how it was.
“I have occasionally in meetings, when attending with male colleagues, been mistakenly assumed as the secretary/assistant and asked to make the tea. On one occasion I did play along but then took the opportunity to turn the tables as chair of the meeting to put them in their place! But seriously, this is not what it should have been about.”
Things are changing and there is now momentum and that is largely in part down to the work of Women in Rail, its members and supporters. The organisation was born out of Adeline’s frustration with the low numbers of women in the railways.
“Having studied engineering at university I was one of very few women on my course, so my expectations of gender balance in the industry were set quite low from the outset.
“Interestingly I was looking at some old pictures from my very first appointment in the technical office.
From a standing start, the organisation has grown to provide networking opportunities and support for women within the sector, encourage undertakings and stakeholders to adopt diversity as a business strategy, and devise initiatives aimed at positioning rail as an attractive career choice for young people.
I have certainly seen a lot of change and there are now the support networks for womenTamworth Scour Protection Scheme Redbridge Scour Protection Scheme, River Tweed, Galashiels, Scotland
“I have certainly seen a lot of change and there are now the support networks for women, but there are still issues about how women can progress and more so in senior and executive positions – for me there is still not enough transparency around this,” Christine said.
“Certainly, if you move into the senior sphere it really seems to be a case of what you know and who you know rather than it being advertised so everybody has an opportunity.
“I think the environment has changed particularly when it comes to the basics such as ladies’ toilets and sanitary products and things like that – these things didn’t exist in the workplace when I first joined. It is also now not so much of a novelty to see a female on the shop floor.”
Despite the progress made, Christine says there is a great deal of work to be done.
“In the longer term we need to reinforce the rail industry as an attractive career route ensuring we continue to provide an outlet that underpins and supports professional development, confidence, and new opportunity,” she said.
“The work of Adeline and the team over the past decade has given a structure and a voice to how women are treated in the railway and we have to continue to build on that – it is getting great traction.”
In a WR survey in 2015, it was found that of the railway’s estimated 85,723 workers, just 14,024 are women.
“We’re working with the Railway Industry Association (RIA) on the EDI Charter, but for me it is particularly important that we work hard to address the gender balance because there’s still a lot of work to be done.
“As it stands, just over 13 per cent of the workforce are female – that percentage is even lower moving to senior roles. We need to make sure it is more inclusive in all departments of the industry.
“To achieve that we’ll be looking to engage with Great British Railways as we think we can offer some insight into how we can work with them to improve the figures and bring that gender diversity and equality on board.”
WR currently has more than 7,500 members, with nine regions in England, Wales and Scotland. A priority for Christine is to grow the membership and also ensure that the charity responds to its audience needs – with more face-to-face interactions and networking opportunities.
“We’ve got to ensure that we are sustainable going forward,” she said.
“A great job has been done so far and there is money in the bank, but I want to ensure that is the case long into the future.
“I want WR to be the choice for the rail industry when it comes to gender balance, equality, diversity and inclusion.
“We’re not there to necessarily set standards, but to build awareness. We also have an important role in promoting the industry as a career of choice, being proactive in how we can support science, technology, engineering, and mathematics (STEM) and other initiatives.
a key role in securing several high-profile projects, including the £700 million CAF Wales and Borders new trains order.
“CAF is, and continues to be, a great support through my journey with WR, allowing me the flexibility to take on this new role. This underpins the support that CAF has for the charity,” said Christine. “Looking to Women in Rail, I do plan to make some changes that will progress the charity but hopefully with a little bit of fun around it. I’ve certainly got some new ideas and I think from the platform that we’ve got at the moment that there’s going to be a lot of opportunities for us to grow.
Christine added: “More details will be revealed in the future but for starters I want to continue the great work that has been done – we’ve got the EDI Charter and the Senior Women in (or formerly in) UK rail or transport (SWIFT), which I hope will both go from strength to strength. It is our 10th anniversary this year so there will be some celebrations and events around that.
“When I was in Wales we were looking to be more transparent on the ground and be more of a foot soldier in that we’re reaching out to younger organisations – certainly in schools – and making the industry a bit more exciting, and really showing the breadth and diversity of the types of roles within the sector.”
Something worth noting is that Christine takes on the role alongside her full-time job at CAF. Joining CAF in 2017 as part of the Business Development Team, she has played
“Overall I want to see more women working and thriving in the rail industry. All of us have a responsibility to deliver inclusivity, which will provide the platform for productivity and creativity to be so much better.
“I feel WR has an important role to play in that and hopefully I can play my part as Chair in leading the way.”
We’re not there to necessarily set standards, but to build awareness
Access to the railways should be inclusive of everyone regardless of a person’s impairment and everyone should have the same opportunity to use public transport services that most of us take for granted.
This is particularly important when there are 13.9 million disabled people in the UK who want to travel for work or leisure, and it is predicted that by 2050 one in four people in the UK will be aged 65 years or over, which brings its own challenges and complexities.
In July of last year, the government announced initiatives to remove barriers and improve confidence for disabled travellers as they return to public transport after the COVID-19 pandemic with an audit of all UK train stations, originally pledged in the Williams-Shapps Plan for Rail, now under way. This forms part of the Inclusive Transport Strategy announced in 2018.
Key to the approach in solving this challenge is collaboration between passengers, government departments, supply chain innovators, architects and transport operators, which is why RBD Community – hosting its first networking event – brought together experts in the field to discuss strategy and progress that is being made in making stations accessible for everyone.
“Everyone should have equal access to the railways,” said Eli Rees-King, Head of RBD Community. “Listening to the speakers, it was
evident that there is fierce determination by all parties involved to create a railway that is fit for all to use with collaboration playing a central role in achieving improvements.
“There is some incredible work going on and great progress has been made in recent years to improve accessibility, but there is still a long way to go.
“What particularly struck a chord with me was when Gordon McCullough, Chief Executive Officer (CEO) at the Research Institute for Disabled Consumers, spoke of a shift in society mindset around accessibility and how this has become much more than a legislative exercise
with a desire rooted in the heart of community to make rail travel possible for everyone.”
RBD Community, part of Rail Business Daily, was launched in June 2021 and now boasts a membership of more than 1,000 rail companies and supply chain partners.
The networking event in Manchester last year brought together nine rail industry experts from organisations ranging from train operating companies, government departments, regional transport authorities, innovators and architects.
The event aimed to provide clarity around policies governing accessibility and how this translates into action and progress in making stations accessible for all who use them, and also the challenges still to be resolved.
Cat Dowell, Rail Programme Sponsor at Transport for Greater Manchester, got proceedings under way, discussing the blueprint for equality to improve accessibility and the vision of accelerating work to remove barriers to rail travel in the region.
Next up was the Rail Delivery Group’s Accessibility and Inclusion Manager Dominic Lund-Conlon, who spoke of the importance of customer experience. He said: “The journey for our customers starts well before the station and will finish as a memory that can last for years.”
It led neatly to the presentation by Craig Alexander, Travel and Integration Accessibility Manager at Northern Trains, who spoke of an importance of ‘lived experience’ being at the heart of their decision making.
“If we want accessible station portfolio, we’re going to have to work together – it is imperative,” he said.
The first half was concluded by Chris
Watkins, Senior Consultant Access and Inclusive Environments, Arup, who stressed the importance of inclusive design beyond accessibility for disabled people.
Design was the subject for the opening session of the second session, with Gary Seed, Director of Seed Architects, addressing the importance of surveys and data and going beyond the standards.
The event sponsor GDS Technology then took to the floor with Rene Blamey, Regional Leader (UK), talking about improving accessibility through better displays, highlighting the success of its all-in-one information and help point systems in Switzerland, and e-paper displays in Germany.
He was followed by Daisy Chapman Chamberlain, Rail Lead at Innovate UK KTN, who looked at tech innovations and the important role of Community Rail in helping to drive positive changes.
courage to travel on trains and the right thing to do is to make sure they are designed for everybody,” he said.
Concluding the first event was Jonathan Howard, GRP Sales Manager at Dura Composites, highlighting the company’s rail credentials and particularly its Glass Reinforce Polymer.
Commenting on the event’s success, Rene from GDS Technology said: “GDS was very proud to sponsor the RBD Community networking event and I was honoured to speak at the event and offer some insights into how we are making our displays across Europe more accessible for all.
Next Gordon McCullough, CEO at the Research Institute for Disabled Consumers, highlighted the group’s work in inclusive research providing surveys, workshops and assessing the accessibility, usability and standards of customer service of different train operating companies.
He explained the importance of creating a good travel experience on board, but also on websites. It was during his talk that he mentioned one panel member who the company had helped to make a rail journey, which gave him “a lot more courage” to travel by train.
“I don’t think people should have to have
“The guest speakers, who originated from a variety of key stakeholders and industry leads, presented some unique insights into national projects and localised initiatives that will help improve the engagement potential and experiences between disabled passengers and rail travel.
“The lived experiences, specialist knowledge and deep passion expressed by the speakers and attendees was clear to see, as were the ways in which developing communication forums and new technologies are helping to bridge the existing gaps in the goal of accessibility for all.”
If we want accessible station portfolio, we’re going to have
work together
Stephen Brookes MBE follows his threeyear tenure as Rail Sector Champion for the Minister for Disabled People, which ended in April 2021, with his appointment as Rail Policy Adviser for leading pandisability charity Disability Rights UK.
It is, in Stephen’s words, a role that is “even more intense” than that of Rail Sector Champion. He will continue to work closely with the Rail Delivery Group (RDG), Office of Road and Rail (ORR), Network Rail and industrywide accessibility bodies.
He continues to be a member of the Department for Transport Inclusive Strategy Policy Group and will also continue to work closely with the Cabinet Office Disability Unit. His role with Disability Rights UK is a continuity of his long-term ambassadorial role with the charity.
Stephen is a disabled person and for 25 years has been a researcher, lecturer, speaker and chair specialising in disability, equality, and diversity.
His work championing the cause of inclusion for disabled people, particularly in the transport sector, was recognised when he was named in the 2021 Shaw Trust Disability Power 100.
Stephen said: “Being named in the Power 100 is really useful, I’m delighted with the recognition and it’s an important asset because it means I can say ‘look, I know what I’m talking about’.
continues his work to make the UK’s railways accessible for disabled users, albeit in a new capacity
We’re working towards an end which is to improve the lot of disabled people in whatever line of accessibility is required. Ensuring accessibility is the ultimate aim so that people can travel without any issues at all.”
The impact of COVID-19 has undoubtedly set back progress made in recent years and, during the pandemic, ground made in engagement with disabled rail users came to a halt.
Stephen explained: “If we go back to where we were pre-pandemic there was a lot of interaction with disabled people going on in the rail industry. The pandemic knocked the conversation off-beat and a lot of things went backwards.
“Almost inevitably there were cuts to services and staff but, at the beginning of restrictions, disabled people were told not to travel, that if they were vulnerable they must not travel, which was not the right way of going about things. A lot of people were simply forced into isolation and became very worried about going out.
“During that period disabled people lost their confidence and the ground that had been made was lost. Rail staff lost the ability to relate to disabled people because they were so busy introducing and managing safety measures and therefore disability felt like it didn’t exist. So progress was reversed.
“The majority of companies are now playing catch-up and doing all of the work necessary to get us back to where we were and move forward, and at Disability Rights UK we’re making sure we keep them on track.”
Ensuring that disabled people are involved in the rail planning process is a key part of Disability Rights UK’s strategy. A good example of this can be seen in work taking place at Manchester Piccadilly, where the lift at platforms 13 and 14 will be out of service from January to May.
Stephen said: “Disabled people have been part of the mitigation plan and worked with Network Rail to make sure a proper chair lift will be provided on the stairs to access the platforms.
Technology is often held up as the manna from heaven that will transform the railways of the future but Stephen is concerned that, without careful consideration, the digital divide will become wider and leave behind many disabled rail users, especially those on low incomes.
Stephen said: “Everyone talks about technology and the use of apps for booking tickets and accessing travel information but there is already a digital divide. A lot of older people do not have the dexterity to use that technology. There are a lot of people with smartphones who cannot use them, the usability is too complicated and they simply don’t want to use apps. So we shouldn’t create a society or a railway where people cannot get the best deals because they cannot use the right app.
“We’re also working to ensure that staff there are trained to cope, and that people get to and from their platforms safely. It’s not as simple as just putting the chair lift in place.”
“Disability Rights UK is deeply involved in the conversation to make sure we avoid creating a situation where the poorest people in society get even less because they can’t access the technology. The best deals are online, but if you can’t book online, then what?”
are a lot of people with smartphones who cannot use them, the usability is too complicated
Stephen has been a Coordinator of the Disability Hate Crime Network since April 2008 and is determined to ensure that all rail users can travel without facing hostility and fear. He is working closely with British Transport Police and RDG on making improvements that will reduce hostility and hate crimes, and suggests that a big problem is the lack of awareness about who to contact should an issue take place on a train journey.
“The British Transport Police have acknowledged that CPS prosecutions for hostility and hate crimes are negligible in the extreme. There’s a misconception about the role of British Transport Police, that they are only there to deal with terrorism or the antisocial behaviour of football fans. A lot of cases on rail are not reported because people are not sure who can do anything, and the visibility of British Transport Police is low.
“The ‘See It. Say It. Sorted.’ campaign is just white noise now, and the 61016 number to text is perceived as a terrorism hotline. We are working closely with British Transport Police’s head of diversity to broaden out the message on trains that if you see anything, witness anything, are uncomfortable on your journey, then you can text that number and help is there.
Stephen aded: “We’re also continuing to liaise with the Cabinet Office and their staff on this issue. Things were not helped by a leading Police and Crime Commissioner saying that the issue of hate crime detracts the police from doing ‘serious’ work, although that brings some relevance to the issue for us to kick the industry into gear.”
Not unrelated is a call for improved identification of priority seating which, Stephen said, is currently problematic.
“On most of new trains there is no identification on the seat back facing rail users and it’s as simple as putting an emblem or sticker on that seat so that people know that it is for people who are less able to stand. This makes it easier for those with disabilities, impairments and needs, is very important, and reduces any conflict that may arise. It’s the same with wheelchair spaces which, as all rail users are aware, are often full of cases.”
Stephen was pleased that as successor to his Rail Sector Champion role, Caroline Eglinton of Network Rail was appointed as Industry Ambassador. The two work well together and regularly check in with each other.
He added: “Caroline and I meet regularly, we share information and have relevant levels of independence but cross reference the work we are doing.”
Fazilet Hadi, Disability Rights UK Head of Policy, said: “Stephen is making a real difference, as he has experience of disability and a strong understanding of how the rail industry works. He also has the most amazing contacts. We are very lucky that Stephen is part of the Disability Rights UK team.
Stephen said: “As a disabled rail user I am now part of an organisation with a clear strategy, that transport is an accessible process, that people can turn up, use a train station, bus station, and use buses and trains at the same rate as nondisabled people.
“We will not get the railway I’d like to see in my lifetime. If we can get better communication between the companies and statutory bodies right, and if the ORR, RDG, Network Rail and the TOCS had some sort of standard communication channel so that where there is an issue that is of common interest – allowing people to access services for example – everything can be understood and communicated better.
“Being able to get out and about is vital if disabled people are to live independently and fully participate in society. We need stations and vehicles to be accessible, to have appropriate personal assistance and to receive communications in formats that we can access.”
“There is a willingness to make the right changes. It is good that we are getting involved in direct discussions, involved in planning, and are part of consultation plans. Being part of the process of engagement, being listened to and ensuring the points and issues of disabled rail users are conveyed is vital.
“If we provide better access, better communication and a better understanding of all the needs of disabled people and get that right we’ll create a better train service for everyone. That’s really what it’s about.”
The British Transport Police have acknowledged that CPS prosecutions for hostility and hate crimes are negligible
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Rail Aid 2021 has wrapped up and the team want to say to a huge thank you to all those who have participated.
In 2020, the pandemic wiped out Railway Children’s extensive events programme and continued to affect it last year, including the cancellation of the main fundraiser, The Railway Ball, for the second year running. This left a gap of more than £1 million in funding for
Railway Children over two years at a time when the children the charity supports needed their services more than ever.
In 2021, the team brought Rail Aid back for the second year in order to bridge Railway Children’s funding gap so that its vital programmes can continue to support children and families devasted by the COVID-19 pandemic.
The rail industry rose to the challenge and raised an incredible amount of over £700,000 for Railway Children! All of these funds will help the charity provide support to vulnerable young people in the UK, India, and East Africa.
Some of the highlights of Rail Aid 2021 included:
The Gala Auction and Live Auctions (sponsored by Colas Rail) and Railwayana Auction were a smashing success with excellent lots that created bidding wars and contributed almost £200,000 to the fundraising total. The auction will be going ahead this year and the Railway Children team will be on the lookout for donations, so have a think about what your organisation could contribute!
Rail Aid’s British Pullman, a Belmond Train (sponsored by Porterbrook), embarked on a lavish journey across the Kent countryside where passengers enjoyed a delicious lunch and live entertainment. The trip was a stunning success, raising than £228,000 for Railway Children;
Advance TRS Golf Day had Rail Aid teaming up with Advance TRS for the first annual Charity Golf Day in support of Railway Children. The event was a great success, with teams from the rail industry enjoying a day at the Belfry golf course, and everyone is looking forward to it returning next year;
The Love Train Challenge, sponsored by WSP, HS1, and Systra, led to teams across the country getting their groove on and submitting their videos for the Love Train Challenge! Avanti West Coast were crowned the winners and you can watch all submissions on the Rail Aid website;
ScotRail Santa Trains: Following updated advice from the Scottish Government, ScotRail had to cancel a majority of the planned Santa Trains in December. In a true show of festive spirit, they donated the planned gifts for train passengers to children’s wards and hospices across Scotland. The Rail Aid team are so thankful to ScotRail for putting so much work into organising the Santa Trains and hope to run them again in the future;
Emirates Festive Cable Cars: Throughout December, Transport for London ran a festive experience on the Emirates Cable Cars with a portion of each cabin sold being donated to Railway Children. Customers received a warm welcome at the Christmasthemed terminal buildings from a festive character and were then taken through priority boarding to one of the specially wrapped festive cabins for a non-stop round trip above the River Thames.
This year UK rail’s biggest fundraiser, The Railway Ball, is returning! The Ball will take place on Friday 25 November 2022 and it’s sure to be the industry event of the season after two years away.
Money raised from the Ball in previous years has provided care for more than 270,000 children, helping them before they become entrenched in street life. Early Bird tickets are on sale now and you can purchase them and find information on becoming a sponsor at railwayball.co.uk.
Be on the lookout for further announcements this year about how you can support Railway Children recover from the pandemic.
The Rail Aid team want to say a massive thank you to all of the Rail Aid 2021 sponsors, including our media partners Field Consulting and Rail Business Daily. Their contributions made all of the events and challenges this year possible and helped Rail Aid hit such an amazing fundraising total!
On the one hand, the plan focuses on prioritising passenger needs. To deliver this, the national network will need to be informed and shaped by local input. For this to be possible, the plan recognises that current devolved authorities will continue to exercise their existing powers, including procuring operators and setting fares. In addition, towns, cities and regions will have greater input through new partnerships with Great British Railways (GBR).
On the other hand, the plan also emphasises the need to tackle fragmentation and operate the railway as a single national network under the banner of GBR.
These two principles could be at odds with each other – how can we operate a single national network while at the same time ensure that decision making is brought closer to the people and places that the railway serves?
The answer is in the design of the decision-making structure. It will need to enable GBR, the devolved authorities and regional transport bodies to work closely together, combining local knowledge and national level thinking, to result in the best outcome for the passenger. However, the time this will take should not be underestimated.
GBR and their role will be central to ensuring that there is a local focus to decision making. But given the breadth of the current regional structure within Network Rail – the Eastern Region, for example, stretches from Essex to Northumberland – the new GBR divisions will need to work with a range of parties across the geography (devolved authorities, regional transport bodies, towns and cities) to ensure that decisions made across the regional railways are in the best interests of the local passengers.
Historically, it has been a challenge for local towns and cities to influence the railway significantly, let alone regional bodies.
It is proposed that there will be five regional divisions, called ‘regional railways’, within
This was due in part to the complexity of the system and the multiple parties involved in driving any initiative forward, such as a station enhancement. The plan addresses this issue and recommends a single point of contact within each regional division which should help to make the process more transparent.
explains why he believes now is the time for devolved
and regional bodies to have a clear picture of their transport vision
A single point of contact within each regional division should help to make the process more transparent
How possible this will be however, given the significant geography that the regions will cover, will be the key test.
Achieving the right balance will not be easy as there are a number of obstacles to overcome, for example:
Devolved authorities are at different levels of maturity and so a different approach will be needed for each, and their input will likely differ. They will also have different agendas specific to the geographies they serve, along with a desire to push for further devolution;
The capability and capacity of some regional transport bodies, cities and towns may be limited and, as such, GBR may need to support them to ensure that their local knowledge is leveraged and considered along with the wider regional view.
With ‘levelling up’ a key government focus, the railway’s ability to make decisions and deliver for local people is more important than ever. But they are likely to move forward at different paces, given the desire to achieve tangible results from levelling up and the timing of GBR being formally in place.
What is clear is that devolved authorities, regional transport bodies, towns and cities, will need to really understand what they want from the railway and how it is best integrated with the area’s wider transport vision. This will also help to inform their discussions with GBR as partnerships are agreed. Ultimately, all parties involved will want what is best for the passenger and a successful, easy to use, integrated transport solution will only be achieved by effective collaboration between them all.
The Considerate Constructors Scheme has awarded our Crossrail team with a “Certificate of Excellence”. We were rated as “exceptional” in the following categories:
The sector is facing a once-in-a-generation opportunity to set the direction for a passengerfocused railway that really does consider the needs of local passengers in its decision-making process, and it needs to be seized.
Grant Thornton’s Public Services Advisory has significant experience in providing advice to central and local governments and transport authorities.
For more information, Visit grantthornton.co.uk
Everyone’s Safety 9/9 Valuing our Workforce 9/9
It is just one of the stand-out rail projects in our award-winning portfolio.
To learn more about our rail expertise, please visit: graham.co.uk/projects
Injust seven years, Advanced 3D Laser Solutions Group (A3D) has led the way by using the latest technology to provide engineering, design, draughting and surveying services.
Having specialised in the process and manufacturing industries – and being called upon worldwide to speak at industry conferences to advise on best practice and use of 3D laser technologies – the company is now branching out into the rail industry.
Director Colin Pittman is confident its 3D laser scanning/point cloud related technologies can play a major role in helping organisations adapt to an ever-changing and challenging marketplace.
“The rail industry is looking to the latest technology to collect data around refurbishments at train depots, stations and signal boxes – something we have a proven track record in providing,” he said. “The railway has always been an area we’ve aspired to work in, but only when the time was right. That time has arrived, and we have the expertise to help organisations digitise assets and capture data quickly, accurately and cost-effectively.”
A3D has established a strong client base and reputation throughout the world for 3D laser scanning, point cloud related technologies and accurately captured, measured site data.
Colin, a commercial and marketing specialist with a successful career in the publishing and energy sectors, said: “Conventional methods of surveying are being consigned to history as they are more time consuming and subject to error.”
A3D’s 3D laser scanning instruments can provide +/-1mm accuracy and can automate scan file registration, offering a cost-effective solution at a time when it is vital that projects run smoothly, on time and on budget.
Large sites, for instance 100-200 tank storage terminals requiring 1,000 to 2,000 scans, can now be completed in days by using the latest technology.
Some 3D laser scanning benefits:
Faster – an ability to record up to 960k points per second up to 1mm accuracy;
Cost effective – due to its speed recording site assets;
Safer – a safe pulse laser with process details captured from ground level removes the need to touch assets;
Accurate – captures data with the same level of accuracy found with traditional methods but the level of human error is dramatically reduced as the scanner automatically records everything within 360° of itself;
The Virtual Site Tour System has allowed clients to access their site and collaborate with their team from home during the pandemic, taking as many measurements and accessing as much site data as they like.
Colin concluded: “Our range of 3D enrichments, combined with our extensive understanding of traditional storage terminal engineering systems, is proving invaluable to our customers.
“The success has been achieved by our strong commitment to research and development and to
continuously invest in our people and to innovate.
“Moving forward, and as a result of our clients’ desire to digitise their facilities, we have developed bespoke software solutions linking our ‘smart’ model and P&ID files to offer our customers an easy-to-view interface to any asset (with all its data), and to inspection and document management systems.
“We are very excited to offer our expertise to the rail industry and look forward to future challenges in an industry that is now looking to move towards digitising its facilities.
“We embrace the challenges that the future holds for the rail industry with an entrepreneurial spirit to put us at the forefront of this everchanging and challenging sector.”
Achilles and Rail Business Daily (RBD)
Community have joined forces to give companies in rail a simple and cost-effective way to put their business in front of their customers and business prospects in the sector and beyond.
This unique service solution provides significant competitive advantage benefits, in addition to an opportunity to do more business in rail and in other sectors in the UK and abroad. Customers are offered a one-off discounted price to access an extensive range of Achilles and RBD products and services, bringing together different streams of work in one value-for-money package.
David McLoughlin, RBD’s Chief Executive Officer, said: “At a time when collaboration is key, what better way to help businesses thrive than to team up with a global leader and partner of choice for supply chain risk and performance management.
“This is a huge partnership bringing together industry leading products and services from both RBD Community and Achilles, and one that has the potential to transform organisations working in, or looking to work in, the rail industry.
“Achilles’ reach goes far beyond the UK rail sector, providing a platform to other sectors both in this country and all over the world.”
Established more than 30 years ago, Achilles is recognised as leading the way in supply chain solutions that help mitigate risk, reduce cost and improve compliance issues across a wide range of sectors.
Following the partnership with RBD, it has relaunched its Link-Up supplier registration and pre-qualification network, offering buyers and suppliers choice and value in the marketplace.
Working in partnership with customers, Achilles provides additional benefits such as a tender notice service, visibility to hundreds of global buyers across all its industry networks, market insights, competitor benchmarking, and enhanced audit services. Key industry transport buyers such as First Group, Kier, Mace and Great Western Railway are already using Link-Up, which is available at a discounted rate through the Achilles/RBD joint offering.
Katie Ferrier, Senior Vice President of Customer Engagement at Achilles, said: “This combined offer gives companies in rail a simple and cost-effective way to put their business in front of all the major players in the rail sector, be it to network, learn more, raise their profile or win the next contract.
“This really will help organisations save money and valuable time by bringing together industryleading products and services from both RBD Community and Achilles.”
In addition to an opportunity to do more business in rail, it provides your team with the best tools and resources in the industry designed to deliver results. This special offer includes:
Link-Up Silver Membership – provides you with verified pre-qualification status for rail buyers; Achilles Network Member Membership –become searchable to buyers looking for new suppliers in construction, utilities and other transport sectors;
RBD Community Membership – A vibrant and proactive network for helping organisations do more business in rail;
Supplier NOTiCE Subscription – matching active tenders to the products and services you provide, saving you time looking for new opportunities.
To launch the partnership, and for a limited time, new and existing customers can take advantage of deep discounts to RBD Community, Link-Up and other Achilles solutions like automated tender notices.
Signing up provides suppliers with the ability to connect with experts in the rail sector, join events, market themselves to major contractors across the UK and demonstrate their credibility to work in rail.
Eli Rees-King, Head of RBD Community, said: “Working together allows both RBD Community and Achilles to complement the service offer from both sides, as well as enhance the effectiveness of the activities being undertaken with combined resources and industry know-how.
“This really is a perfect fit and will show that when two leading organisations join forces, great things can be achieved. Many businesses are going to benefit from this partnership, and I can’t wait to play a part in helping them to thrive.”
Supply chain risk and performance management specialist Achilles has teamed up with RBD Community to help rail organisations win more work
“This is a huge partnership bringing together industry leading products and services from both RBD Community and Achilles”
Throughout his 25-year career in rail, Ian Chapman has valued and championed the benefits of an inclusive workplace and balanced teams.
The effort of the Leader of the Rail Control Systems Practice in Atkins’ Rail Consulting Business – particularly around the awareness of neurodiverse conditions – is widening the resource pool and bridging the rail industry’s skills gap while helping current employees thrive.
The passion stems from Ian’s own experiences as the father of three children with neurodiverse conditions. His eldest son is autistic, his middle son severely dyslexic and his youngest son has a neurological development disorder.
Having led changes at Atkins, Ian is urging all organisations to harness and nurture the positive attributes associated with neurodiverse conditions, including creativity, hyperfocus, outside-the-box thinking and the development of highly specialised skills.
“Simple changes can make a big difference and I’m passionate to take away blockers and remove barriers to get the best out of workers and to attract the best people to our industry,” said Ian, who is Co-Chair of Atkins’ Neurodiversity Network and part of the Atkins Transportation Equality Diversity and Inclusion Committee.
“There is a personal interest when it comes to neurodiverse conditions and I am keen to raise awareness to ensure working environments in which my three sons will be able to thrive.
“But my passion goes beyond that, as having a community of diverse thought and different perspectives leads to incredible things happening. To make sure that happens it is vital there is a recruitment process and working environment in which everyone feels comfortable.”
The engineering, design and project management consultancy – a member of the SNC-Lavalin Group – aims to weave equality, diversity and inclusion (ED&I) into everything it does. Twelve staff networks – including Equilibrium, ENABLE, ParentNet, and Empower – ensure it is embedded in its culture and everyone has a voice.
Ian co-chairs the Neurodiversity Network, which represents individuals with ‘spectrum’ conditions including autism, dyslexia, dyspraxia, attention deficit hyperactivity disorder (ADHD) and Obsessive Compulsive Disorder (OCD) among others.
awareness, support and a chance to normalise conversations around the topic. It also helps staff recognise traits in themselves.
“My three kids have helped me in understanding the issues and solutions. Before my eldest was diagnosed it was quite a tough time and very hard to understand what was going on.
“But having had that training with the National Autistic Society was excellent and all of a sudden a light bulb went on and things with him just changed overnight.
He said: “The chances are that we sit next to, work with, work for, manage or have family members at home who are neurodiverse. Our Neurodiversity Network, which currently has more than 300 members, brings
“We used to have meltdowns and really difficult times and now we have a 17-year-old who is a really pleasant lad, getting on really well at school and for the most part you wouldn’t tell he is autistic at all. We’ve done an awful lot over the years to give him the tools and techniques and what I’ve learned can be translated to the workplace and be shared with other organisations.”
Ian Chapman, Practice Director for the Rail Systems & Infrastructure practice at Atkins, says different perspectives coming together make incredible things happen
My three kids have helped me in understanding the issues and solutions
Raising awareness of neurodiversity and encouraging open conversations, Ian has led the way in empowering employees and educating staff. He has been instrumental in designing and implementing the company’s Neurodiversity Network action plan and Terms of Reference, which include:
Employees contributing to the Discover Autism Research and Employment (DARE) survey;
Creating a communications plan which includes team brief cascades, launching a neurodiversity Yammer page, producing an awareness pack for employees and orchestrating an events schedule including joint events with clients and partners; Engaging allies; Workplace adjustments; Training; Mentoring.
The initiatives include desk booking for workers who want familiarity of the same desk space in a quiet area. Ian is also working with HR on a complete overhaul of policies to ensure inclusivity. This includes making sure documents aren’t just pages and pages of words but are accessible and can be read via an automatic reader or through PowerPoint slides.
Ian, who was recently shortlisted in the Women in Rail’s Inspirational Man of the Year Award in recognition of his efforts, said: “It is about having a culture that celebrates different minds and is always open to being challenged and doing better. We are committed to supporting our people and potential employees who are or may become disabled or may need a reasonable adjustment to address a challenge or difficulty at work.
“As an engineering company, we are likely to have quite a high prevalence of people with neurodiverse conditions– possibly as high as 25 or 26 per cent – so it is vital we ensure we do what we can to reduce anxiety, take away some of the things that trigger issues, and provide the tools for everyone to thrive.
“If we can make it a nice place to work with less anxiety, then we’re going to get more out of people, they are going to want to stay and in a constrained market – where everyone is screaming out for people at the moment – it is a really good way of attracting people to come and join Atkins.
“The second side is a bit of a selfish thing that I want the best for my kids. I want them to be able to work for companies that are much more proactive, so I’ve done quite a lot of work about talking to organisations like Network Rail and different companies about the stuff we are doing.
“It is not a closed shop and I want to spread what we are doing at Atkins and what I’ve learned as wide as possible. There are some really simple things that companies can do to help raise awareness and some changes you can make that will help everybody.”
The work from Ian and the team goes beyond just support for current employees. Atkins’ recruitment process has also been reviewed to be more inclusive and ensure neurodiverse talent is not unintentionally excluded and this is being built into the upcoming update of its recruitment system.
The company guarantees interviews for anyone who identifies as disabled and meets the minimum criteria for the role and provides photographic/ visual information for everyone invited to an interview to help process, and become familiar with, the environment in advance.
Atkins also tailors interview questions and the interviewer approach to accommodate neurodiverse capabilities.
“We are working hard on ensuring our recruitment processes are more inclusive so simple things like when you have your interview set up we are sending photographic directions to the site, here’s a map, here’s a photograph from outside the building, here’s a photograph of the reception etc,” Ian said.
If we can make it a nice place to work with less anxiety, then we’re going to get more out of people
“There’s also guidance for our managers to make sure when you have the meeting room set up it is a quiet space. We’re also changing the way we ask questions as well. A common confidence-based question, ‘can you tell me about a time when you’ve had a difficult problem to solve, what did you do and how did it turn out?’, is three questions in one and some people can find it hard to answer, which can lead to them ‘shutting down’ in the interview, so it is essential that the question is broken down.
“We’d like to get to the stage in which we are sending these questions out in advance so people have got time to process, and in an ideal, long-term future maybe even move away from doing interviews.
“We are setting our vision on whether we can do written responses, and getting away from that face to face thing. It might never happen, but it is something we are investigating.
“There is that whole unconscious bias with someone who is ADHD or autistic where they are not making eye contact and creating a rapport with that person, but they might be superb at doing the job with good technical skills and
hyperfocus on problems. They could be really into it and we’re losing all that value just because of how they come across in an interview.”
Leading numerous initiatives, Ian has also been involved in creating and sharing information, offering suggestions for workplace adjustments and recommendations on maintaining social interactions for neurodiverse employees working from home during the COVID-19 pandemic.
He also shares his experiences of the challenging processes he’s had to go through to ensure his sons have the correct education, health and care to help other parents in similar situations.
The campaign is ongoing for Ian, and alongside the focus on recruitment, he is also working on creating more support tools and training for managers, creating unconscious bias training and mentoring processes and working with facilities and estates teams to consider office adjustments to enable all employees to be more productive and reduce associated anxiety.
“I want all colleagues to become more
productive, mental health to improve, and the company to become recognised as an attractive employer,” he said.
“But not just Atkins, I want other companies in the rail industry to follow what we are doing and for the whole industry to be inclusive, championing balanced teams and challenging unconscious bias.
“Simple changes can make a big difference and if you’re not getting the best out of your people and you’re not attracting the best people in the market you need to adopt some of these practices.
“The thing about neurodiversity is that it is a spectrum across many different areas and you can’t generalise. We all need to look at the areas in which we can do better and create environments that help our current workforce thrive, while at the same time inspiring the next generation to want to work in the rail industry.”
HS2 has said that virtual reality and real time monitoring by sensors built into its infrastructure – including rails, bridges and overhead power lines – will help make it one of the world’s most reliable railways.
Detailed designs are being prepared by engineers working on the new high-speed rail network using advanced computer design programmes. The data will be used to inform construction of HS2 and build the railway’s digital twin, a virtual reality 3D replica that will be as detailed as the real thing.
During HS2’s construction thousands of remote condition monitoring sensors, similar to those used in Formula One and aviation, will be built into the physical line’s infrastructure as if it were the railway’s version of the body’s nervous system. These sensors will monitor performance of the railway’s assets and components to predict and prevent failure, helping to underpin the line’s reliability and ultimately the punctuality of its passenger services.
Taking live information on the health of its infrastructure from thousands of sensors across the route and building it into HS2’s digital twin has created Britain’s new high-speed rail network in complete virtual form.
David White, HS2’s Head of Strategic Planning and Asset Management, said: “With HS2’s digital twin-based predict-and-prevent approach to maintenance we have the ability to prevent failures and replace assets when the system indicates a decline in performance, as opposed to relying on a rolling programme of asset replacement.
Here, engineers and maintenance teams will analyse data with the use of AI to monitor asset performance trends across the network.
A downward trend in asset performance will trigger HS2’s predict-and-prevent maintenance programme.
However, before going out on site, engineers will use virtual reality headsets to investigate issues from the safety of the NICC.
The technology will enable maintenance teams to understand issues and, in some cases, resolve them without even having to physically go out on location.
“Harnessing the power of the digital twin and its predictive capability could see an asset’s operational life extended by months or even years. This will enable us to reduce cost, cut waste and shrink the environmental footprint of HS2’s maintenance operation and maintain a consistently high level of customer service.”
The data that sensors on board the high-speed trains collect will be transmitted directly to HS2’s Birmingham-based Network Integrated Control Centre (NICC) at Washwood Heath.
HS2 says virtual reality technology has an important part to play in keeping teams familiar with the railway.
David said: “HS2 will be very safe and reliable, not least because it will be new and built to the latest standards.
“This in itself creates the challenge of keeping staff trained and competent to run and maintain both the railway and its stations.
“We will create new tools through the use of virtual and augmented reality technologies to maintain and enhance the skills of our maintenance and station teams.”
Artists impression of an HS2 train from the sideDavid White, HS2’s Head of Strategic Planning and Asset Management, explains the importance of harnessing the power of the digital twin
We will create new tools through the use of virtual and augmented reality technologies
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With over 40 years experience, RFS has the logistical resources and expertise to successfully implement any material handling solution that your project requires.
RFS has world-class expertise in intermodal operations, container handling, terminal operations and on-highway logistics.
new generation of super-fast ‘bullet trains’ – capable of speeds of more than 200mph – will be built by Hitachi/ Alstom Joint Venture (JV) at factories in Derby, Crewe and County Durham.
The £2 billion contracts are set to support 2,500 jobs across the UK as, for the first time, the 54 trains will be entirely designed and assembled on home soil.
Transport Secretary Grant Shapps said: “The announcement places Britain firmly at the forefront of the high-speed rail revolution with these state-of-the-art trains serving communities right across the country from London to Glasgow.
“This is another landmark step in the delivery of HS2 which will open up new employment and leisure opportunities for millions of people, levelling up opportunity for generations to come.”
The trains will operate on HS2 – the new high-speed railway being built between London, the West Midlands and Crewe. Capable of speeds of up to 225mph, the fully electric trains will also run on the existing network to places such as Glasgow, Liverpool, Manchester and the North West.
The next step
Building on the latest technology from the Japanese Shinkansen ‘bullet train’ and European high-speed network, they will be some of the fastest, quietest and most energy-efficient highspeed trains operating anywhere in the world.
Andrew Barr, Group Chief Executive Officer from Hitachi Rail, said: “We are excited to be pioneering the next generation of high-speed rail in the UK as part of our joint venture with Alstom.
“This British-built bullet train will be the fastest in Europe, and I am proud of the role that Hitachi will play in helping to improve mobility in the UK through this project.”
The design, manufacture, assembly, and testing of the new trains will be shared between Hitachi Rail and Alstom.
The first stages, including vehicle body assembly and initial fit-out, will be done at Hitachi Rail’s facility at Newton Aycliffe, County Durham.
The second stage of fit out and testing will be done at Alstom’s Litchurch Lane factory in Derby.
In another major boost for train-building in the UK, all the bogies will both be assembled and maintained at Alstom’s Crewe facility – the first time since 2004 that both jobs have been done in the UK.
Hitachi Rail has recently completed a £8.5 million investment in new welding and painting facilities at Newton Aycliffe, where the 432 HS2 bodyshells will be manufactured.
Nick Crossfield, Alstom’s Managing Director, UK & Ireland, said: “HS2 is a once-in-ageneration opportunity to transform Britain by building a sustainable transport system fit for the 21st century.
“I am delighted that Alstom’s joint venture with Hitachi Rail has been selected to develop, build and maintain in Britain the next generation of high-speed trains.”
Designed to be fully accessible, the interior layout will be decided following a two-and-ahalf-year collaborative design process involving HS2 Ltd, the Department for Transport and the West Coast Partnership – the operator of the trains when they first come into service.
Each train will be around 200m long, with the option to couple two units together to create a 400m-long train with up to 1,100 seats.
The train will also benefit from Hitachi Rail’s pioneering low noise pantograph – the arm which collects power from the overhead wires. Developed in Japan, this technology will make it quieter than comparable high-speed trains and use regenerative braking to boost energy efficiency. It will also be 15 per cent lighter and offer 30 per cent more seats than comparable high-speed trains in Europe – such as the Italian ETR1000 built by a JV between Hitachi Rail and Alstom.
Alongside design, manufacturing and testing, the contracts also include 12 years of maintenance, which could be extended in the future to cover the estimated 35-year life of the rolling stock.
The fleet will be maintained at a new maintenance depot being built by HS2 Ltd at Washwood Heath on the outskirts of Birmingham, creating jobs and additional apprenticeship opportunities.
HS2 Ltd Chief Executive Mark Thurston said: “This is a massive announcement for HS2. The trains that will be built at Derby and Newton Aycliffe will transform rail travel – offering passengers unparalleled levels of reliability,
speed and comfort, and help in the fight against climate change. I’d like to congratulate Alstom and Hitachi and I look forward to working with them as together we bring these exciting new trains to passengers across the UK.”
The first train is expected to roll off the production line around 2027. Following a rigorous process of testing and commissioning, the first passengers are expected to be carried between 2029 and 2033.
The Werrington Tunnel has been officially opened, carrying freight trains underneath the East Coast main line.
The engineering needed to install the tunnel saw a UK-first, as the 11,000-tonne curved tunnel – 1,000 tonnes heavier than the Eiffel Tower –was slid into place under the existing railway.
Rail Minister Chris Heaton-Harris said: “This country’s railways have long been home to marvels of engineering and the new Werrington Tunnel shows that we are continuing that proud tradition.
“Opening this new section of railway marks the end of a project which saw Network Rail engineers deliver an incredible feat installing an 11,000-tonne concrete tunnel, freeing up tracks and unlocking new opportunities for rail freight.”
The ‘curved box’ was built next to the East Coast main line in nine interconnected sections. The structure is 155m long, 9.5m wide and 5.1m high, with 1m thick walls.
In July, the new track installed inside the tunnel was connected to the existing lines. Work continued to install the signalling system, which was commissioned over a single weekend in September.
Vital testing of the new tunnel then took place to enable trains to start using the infrastructure.
Rob McIntosh, Managing Director for Network Rail’s Eastern region, said: “From building the huge concrete tunnel onsite next to the East Coast main line, to pushing it into place in a UK first for engineering, to installing new track and signalling equipment to connect it to
the existing lines – it’s been amazing to see the progress our teams have made on this groundbreaking project.
“Passengers travelling between London, Peterborough, the North of England and Scotland will benefit from faster, more reliable journeys as longer freight trains can now dive underneath the famous passenger route.
“I’m proud of our team’s brilliant response to the challenges of the COVID pandemic and how they reached major milestones on the project when it was at its peak. Using innovative methods, we’ve also been able to avoid major disruption for passengers, as services have continued running throughout the majority of the work. We want to thank passengers as well as people in the community for their continued patience.”
The tunnel carries freight trains underneath the busy line and ensures that passenger services
will no longer be disrupted by freight trains crossing the tracks.
It will bring significant improvements to passenger journeys on the line as it passes through Peterborough. By easing congestion on existing tracks, the project will unlock the potential to shave time off journeys, allow more passenger trains through, and will see improved reliability for daily journeys.
John Smith, Chief Executive Officer of GB Railfreight, said: “The Werrington Tunnel is a win for both consumers and the rail freight industry. It will not only improve passenger journeys, but also crucially unlock much-needed extra capacity on the network for freight services.
“This is an important investment by the government and furthers our industry’s efforts to create a more efficient supply chain across the UK, while making crucial environmental and regional investment progress at the same time.”
Simon Smith, Managing Director for Morgan Sindall Infrastructure, principal contractor on the project, said: “We’re incredibly proud to have worked closely with Network Rail and our supply chain to deliver the UK’s first curved portal push on the East Coast main line upgrade at Werrington.
“The portal is a great example of the UK’s leading engineering and innovation expertise, harnessing these skills to enhance the passenger experience between London and the North of England.”
Network Rail engineers have installed an 11,000-tonne concrete tunnel, freeing up tracks and unlocking new opportunities for rail freight
Rail Director’s Nigel Wordsworth looks at the huge amount of work carried out by Network Rail and its supply chain during the festive period
Everyyear, the Christmas and New Year holiday gives Network Rail and its contractors the opportunity to carry out work that would just take too long to do in a normal working week.
No trains run on Christmas Day, and only a few airport shuttle services run on Boxing Day. So, in most parts of the country, that gives engineers two clear days for uninterrupted work.
Some services stop early on Christmas Eve, others start late on 27 December. or are even postponed altogether over the holiday week.
Reduced timetables operate over New Year’s Eve and New Year’s Day. With 2 January falling on a Sunday this year, and the Monday being a bank holiday, normal train services didn’t resume until Tuesday 4 January.
As a result, across the Christmas and New Year period, Network Rail and the rail supply chain delivered more than £133 million of engineering work from the evening of Christmas Eve through to the early hours of 4 January 2022.
Teams worked at over 4,500 sites across more than 1,900 possessions, delivering major enhancements as well as core renewals and maintenance works around the rail network.
DWWP standard
Over Christmas 2007, possession overruns at Shields junction, Liverpool Street and Rugby had a major financial and reputational impact on Network Rail. To try to ensure this state of affairs was never repeated, the Delivering Work Within Possessions (DWWP) standard was developed from industry best practices. Since its launch in 2009, it has continually been developed and improved, based on feedback from across the business.
A number of significant projects were delivered across the length and breadth of the countryNeasden Bridge
Under the DWWP standard, all worksites are assessed to identify if there is a risk of a possession overrun – a high risk (RED) score is the trigger to schedule and implement a series of mandated and best practice risk mitigation processes.
Of the work carried out over Christmas and New Year 2021/22, 42 projects covering 77 worksites were identified as RED through the DWWP standard, therefore deemed to carry a greater risk of possession overrun and/or a more significant impact in the event of an overrun.
Despite resourcing challenges imposed by the ongoing pandemic, a number of significant projects were delivered across the length and breadth of the country, with a mixture of asset renewal schemes and enhancement schemes to enable future network upgrades. The highlights included:
The commissioning of major upgrades to the track layout, signalling and OLE in the vicinity of Leeds station as part of Transpennine Route Upgrade;
The successful commissioning of axle counters between Paddington and Stockley on the Great Western main line during Christmas Day and Boxing Day;
Renewal of Spital Ladder, located on the East Coast main line at Peterborough;
Renewal of Uddingston junction near Glasgow using new technology in the form of Unistar HR point machines;
Bridge renewals/replacements completed in nine locations across England and Wales; S&C renewals at Pouparts junction and at Courthill in south London.
The £126 million Leeds Station Capacity Programme is designed to improve and increase operational capacity within the station. The Christmas 2021 works delivered Phase 3b, which completes the functionality and flexibility improvement works linked with the construction of the new Platform 0 and also enables parallel moves between the A-C lines and Platforms 0-6 at the west end of Leeds station.
Between Christmas Day 2021 and 4 January 2022, during a series of full and partial closures aimed at keeping passenger disruption to a minimum, the track layout was amended and associated changes were made to the overhead line equipment and the signalling. Platform 7, at the east end of the station, was extended to enable four-car working, further increasing the station’s capacity.
In addition, a new six-track UTX (under-track crossing) to the west of the station was installed to increase cable route capacity.
Finally, the Leeds capacity team integrated its plans and acted as principal contractor for works undertaken by Network Rail’s works delivery unit to re-ballast and re-sleeper the Whitehall flat crossing, which had been prioritised to improve asset reliability in and around Leeds station.
Between Paddington and Airport junction, where the Great Western main line turns off into Heathrow over the Stickley viaduct, some 700 obsolete Reed track circuits have been replaced by modern Frauscher axle counters, improving reliability.
In addition, five new workstations were commissioned in the Thames Valley Signalling Centre at Didcot, along with the provision of four new scalable systems for infrastructure changes and the reconfiguration of interlocking and control systems.
Near Peterborough, engineers undertook a like-for-like renewal of the scissors crossover between the Down Slow lines, the March Independent line and the Down Fast. This was being renewed to improve reliability through a layout that is heavily used by both train operators and freight companies.
Renewal of the scissors crossover and the associate turnout on the Down Fast was completed and fully commissioned as planned with the possession handed back on time.
However, the team was caught out by the time taken for the Kirow rail crane to collect some of the panels from the laydown areas and also the time required to manoeuvre the large diamond panel around various lineside structures, although this time was largely recovered through the rest of the programme.
The £126 million Leeds Station Capacity Programme is designed to improve and increase operational capacity within the stationLeeds Network Rail complete biggest track upgrade at Leeds station in 20 years Network Rail completes major rail upgrade in Manchester as part of Transpennine Route Upgrade Image: Network Rail
Uddingstone junction lies on the West Coast main line between Motherwell and Glasgow. Over Christmas and New Year, four point-ends were replaced, along with a total of 1,039 yards (950 metres) of plain line.
Progress Rail supplied the first-of-type NR60 Mk2 double junction, which included a switch diamond, while the Voestalpine Unistar HR point machines were also new to the UK, although they have been in use elsewhere for some time. The Rail Systems Alliance Scotland (Network Rail, Babcock and Arcadis) completed the work on time, handing the site back at 50mph as planned, with the help of Story Contracting, Trimble and Speedy.
The railway bridge over the canal at the Ocean in Stonehouse, Stroud, Gloucestershire, was one of several replaced around the country. Ocean bridge was replaced on behalf of the Cotswold Canals Connected Project, and engineers also converted the current culvert to a new open structure, which will allow boats to pass through for the first time since 1968.
On Southern region, two turnouts were renewed at Pouparts junction near Clapham, along with around 200 metres of plain line, as part of the Victoria Resignalling and Recontrol project. These were life-expired assets, with their replacements having improved geometry and modern materials for improved resilience.
All of the planned works were completed within the 10-day blockade at Victoria.
In total, 1,985 possessions were booked across the network. Seventeen of them overran, representing a successful possession hand back rate of 99.1 per cent, which is a slight improvement on performance during Christmas and New Year 2020.
The total of possession overrun delay incurred was 889 minutes, considerably fewer than for the equivalent period during recent years.
Five of the possessions which overran were linked to delivery of a major ‘red-ranked’ scheme. These were:
Eastern – Leeds Station Capacity – a 10-minute possession overrun occurred, generating 21 delay minutes, due to delays picking up worksite marker boards as a result of possession staff shortages;
Eastern – Sundon Feeder – complications with the installation of an electrical bond saw an overrun of 37 minutes, incurring 16 delay minutes to an empty coaching stock service;
Wales & Western – Filton East Curve – the late removal of detonator protection by possession staff during an interim handback on 27 December resulted in an overrun of 11 minutes, incurring 82 delay minutes;
Eastern – Crossrail Anglia & OLE Renewals – an overrun of 146 minutes occurred, generating 424 delay minutes, caused by failure of the recovery unit on the wiring train during the early stages of the work resulting in the programme shifting;
Southern – Victoria Phase 3 Resignalling – on moving from part 10 to part 11 of the possession, protection boards had been left in place causing 166 overrun-related delay minutes.
All of the planned works were completed within the 10-day blockade at VictoriaNeasden Bridge Track upgrade at Leeds station Image: Network Rail
Therail industry is at a point of huge transformation. At the heart of its recovery and ambitions to thrive is a commitment to equality, diversity and inclusion.
For a sector that encompasses the full spectrum of engineering, operations and customer service, a more diverse workforce better represents the communities and passengers the railway serves. It also leads to a much bigger talent pool to recruit from. That is why the industry is working hard to change environments and perceptions and to make it a sector people of all backgrounds and abilities aspire to work in.
“I am passionate about improving diversity in the rail industry and also about getting better representation at all levels within the industry as well,” said Tom Flannery, SNC-Lavalin Practice Manager – Technical Services.
“I’ve recognised my position of privilege in that I’m not really affected by any kind of discrimination at all and that drives my enthusiasm to be active in creating positive change and to not just being a passive ally.”
Tom is doing just that as a member of the Working Group of the Equality Diversity and Inclusion (EDI) Charter. He is among a team of 11 driving forward the Women in Rail (WR) and Railway Industry Association (RIA) initiative.
“I initially joined SNC-Lavalin’s Embrace network – the Black, Asian and minority ethnic forum that discussed challenges, ideas and solutions around concerns of race, providing an open and supportive environment for individuals,” he said.
“My original motive for joining was just out of fairness as it doesn’t seem right that opportunities can be affected by a person’s background. The more I’ve looked into it and learned over the past few years, the more I’ve seen how it’s actually better for everyone having that diversity of thought – better decisionmaking and more innovative thinking.”
The EDI
has recently marked its first year in bringing organisations together to build a more balanced and higher performing sector.
Since its launch, it has reached 180 signatories covering organisations of all sizes and disciplines across the rail industry. Several months after its launch the Working Group was set up.
“It’s about education and making sure there is a focus on EDI in the industry and already I’m seeing initiatives put into practice and a genuine willingness to make improvements,” said Tom.
“The thing I’m trying to bring to the Working Group, with not really having a stake in any of the different areas, is ensuring there is equity across all the groups and that we’re not doing something that might be really good for one group, but really bad for another.
“I’m trying to make sure that we’re not plugging one hole but causing three more to spring up somewhere else. I’m consciously trying to think about how things might affect everyone and all the little bits along the way.”
Despite a large amount of progress being achieved in recent years, Tom is realistic about the challenge ahead. The Williams-Shapps Plan for Rail revealed that 87 per cent of the workforce is male.
But the Charter goes far beyond just gender, looking to build a fairer, more equal and more diverse railway industry for those already working in the sector, and those looking to join.
“There has certainly been progress, but there is much more progress to be made,” said Tom. “One example is disability and the difference in which we treat visible and non-visible disabilities.
“I’m trying to bring some of that learning in because I’ve had incidents in which neurodiverse colleagues have called me out on things I would never have considered – such as changing a meeting room last minute, or not putting an agenda together.
“Having these conversations is really important. If people don’t speak out and if we’re not all open, we are never going to see real change. I am constantly learning and changing and using my experiences to educate others.
“Two areas I’d like to see progression is this one-size-fits-all approach to PPE.
“When it comes to safety and inclusion we really need to make sure there is PPE for all shapes and sizes. Another one is about the importance of being flexible with working hours where possible.”
“It is all about us all coming together, encouraging each other and learning from each other to make the industry even better and even more inclusive.
“We can only make improvements if we all recognise there is an issue and we’re willing to help each other out to deal with it. I’ve thoroughly enjoyed my time as part of the Working Group and have learned a lot.
“A lot has happened and more is planned for the future. I always wish I could have done more, but what we have been doing is already having a positive impact. The plan for the future is to have a calendar of events lined up along with getting even more people signed up to the Charter and to help them recognise it is for them.
Despite the work needing to take place, Tom is optimistic for the future of the rail industry and the important role of the EDI Charter, which the Working Group are focusing on alongside fulltime jobs.
“The EDI Charter isn’t a stick to hit people with,” said the Chartered Mechanical Engineer and Practice Manager leading four teams within rail consulting.
“Overall we want EDI to be something people are thinking about, sharing best practice and to make sure we are working together and talking openly about how to make the rail industry an even better place to work.”
The Go-Ahead Group has launched its first services in Bavaria, Germany.
The first service took place last month from Munich Central Station on its journey to Buchloe, at the start of a 12-year contract involving about 2.7m train kilometres each year.
The service is being provided by a new fleet of 22 Stadler electric trains. Journeys will be faster, quieter and more environmentally friendly, with the new fleet taking advantage of the route being recently electrified.
The modern trains with 216 seats each feature air
conditioning, at least 20 bicycle racks per train, and plenty of storage space for luggage. A total of 61 drivers and 43 conductors have been recruited for the service.
Christian Schreyer, Go-Ahead Group CEO, said: “We are delighted to be operating our
first services on behalf of the state of Bavaria. Our team has been working hard to deliver a completely new fleet, new maintenance arrangements and recruit a team of drivers and conductors to provide the service.
“We have been working closely
with our client bodies Bavarian Railway Company (BEG) and Department of Transport BadenWürttemberg, and other partners to enable a successful start to operations, and we look forward to continuing to improve services for our new customers.”
Lhyfe has signed a deal with the German national railway operator Deutsche Bahn to build and operate an electrolyser in Tübingen from 2024, for the production of hydrogen to fuel a hydrogen train as part of the H2goesRail project.
For this project, Lhyfe has selected the Green Hydrogen Systems electrolyser, with an annual production capacity of around 30 tonnes. It will be powered exclusively by electricity from renewable sources – wind, solar and hydropower.
The announcement follows the news in November that Deutsche Bahn and Siemens Mobility was collaborating to build hydrogenpowered trains to replace the fleet’s 1,300 diesel trains by 2050.
Mathieu Guesné, Lhyfe’s founding president, said: “We are very proud to announce this first project in Germany with a major partner which has very strong ambitions in terms of innovation and decarbonisation.”
Tobu Railway Co. has selected Hitachi to provide a new fleet of ‘Limited’ express trains for its flagship service between Tokyo and Nikko and Kinugawa.
The new N100 express trains will improve the service from the Japanese capital and tourist spot and replace the previous Spacia 100 series, which have been operating since 1990.
The new trains are to be built at Hitachi Rail’s Kasado Works and will run in six-carriage formation,
which includes 212 seats.
N100’s exterior drew inspiration from the design of Japanese
traditional crafts, and the colouring comes from the white of Nikko Toshogu Shrine.
Koji Agatsuma, Group COO (Rolling Stock), Hitachi Rail said: “We are proud to design and build Tobu’s flagship express trains that will improve the service for the millions of passengers who visit Nikko and Kinugawa every year.
“Hitachi has built more than 500 commuter cars of A-train for Tobu. We will work with Tobu to build a fleet of modern trains that are safe, comfortable, and environmentally friendly.”
The first unit of N100 will be put in operation in 2023.
Photo: Go-Ahead
Photo: Lhyfe
Ithas been described as one of the biggest mergers in the UK rail industry in 2021. With the dust having settled on the announcement that Rail Business Daily (RBD) acquired Rail Alliance from the University of Birmingham, attention now turns to what this means.
“Our portfolio development team has long regarded Rail Alliance as a perfect match for our business,” said Rail Business Daily’s Chief Executive Officer David McLoughlin.
“This fantastic deal comes at a perfect time for us and the RBD Community as we support our customers in capitalising on heightened UK rail market opportunities, including the industry’s transition to Great British Railways.”
The combination will substantially increase RBD’s community offer, which has already seen more than 200 rail organisations sign up to the company’s business support service since June 2021. Led by Eli Rees-King, more than 800 Rail Alliance members have now transferred over to RBD Community.
David added: “It is a move that will uniquely position RBD to support the growth of organisations through a dynamic combination of symbiotic services all designed to help organisations position themselves to win more work and to grow in line with their business aspirations.
“We are already a trusted partner to hundreds of companies, offering a range of services designed to support long-term success. As well as expert advisors in a range of key business growth areas, from business development and investment to online and offline marketing and recruitment services, we are also UK rail’s biggest and most powerful rail online/offline media and publishing business.”
It has been some journey so far for Rail Business Daily. The company was set up in 2017 with the aspirations to create a service that was a force for good in the rail industry and to champion the great businesses that make such a positive difference.
From a standing start nearly five years ago, Rail Business Daily has expanded into five symbiotic business divisions – each a success in its own right:
RBD Advisory – pipeline and introduction, work winning, business growth, commercialisation and product to market;
RBD Marketing – corporate positioning, content, design, web, social media, photography, videography and animations;
services;
RBD Community – a community designed to bring people and organisations together for profile raising opportunities and to support business growth and work pipeline development. There is full calendar of events taking place during 2022 backed by an online platform with resources and market intelligence that can accessed by members;
RBD Stride and Rail Recruiter – white and blue collar online and offline recruitment.
“It is only really when I stop to catch my breath that it really hits home how much has been achieved and the impact we are having on the rail industry,” said David, who has held a number of high-profile roles at the likes of Network Rail, Spencer, KPMG and Amey prior to Rail Business Daily.
RBD Media – online and offline profile enhancementthe
We are already a trusted partner to hundreds of companies, offering a range of services
“Our aim was to create a platform that was easy to use, affordable and impactful for organisations big and small – to show the fantastic things they are doing, to help them win more business and to progressively raise their profile.
“Although I’m ever the optimist and very ambitious, never did I expect to be in the situation we are in now in such a short space of time, but the team and I are driven by a passion to help organisations succeed and to prove wrong the doubters of what we can achieve.
“We’re proud to be part of the fabric of rail business life with a great many fantastic clients. Our new relationship with former Rail Alliance members will add so much more value to so many organisations and we look forward to forging close working relationships over the coming weeks and months.
“Whether they are looking for support to take their business to the next level, advice on taking a great idea to market or support in getting their name out there, we can help them to unlock the true potential of any rail business.”
The takeover of Rail Alliance capped off an incredible year for Rail Business Daily. Buoyed by the success of its first magazine in 2020 – Rail Director – the company announced the appointment of Managing Editor Nigel Wordsworth, who has since launched a second magazine, Inside Track.
Last year also saw the expansion of Rail Business Daily’s growing service portfolio with a unique collaborative alliance with one of the UK’s leading rail and construction recruitment specialists – Stride Resourcing – creating RBD Stride.
There were also the appointments of Eli ReesKing and Rachel Woodman to launch RBD Community.
Towards the end of the year, as well as the acquisition of Rail Alliance, RBD Community joined forces with Achilles to offer customers a one-off discounted price to access an extensive range of products and services, and Martin Little was appointed Chief Operating Officer of RBD Advisory.
“Despite our expansion, our ethos will remain the same. We want to keep on telling good news stories and helping companies to raise their profile – above all we want to encourage people working in the railways to talk with each other and work together.”
Created to be a force of good within the UK rail industry, David and the team’s passion goes beyond supporting clients, with the business also assisting organisations that perform an invaluable service in the community and across the rail industry including Railway Children, Women’s Aid, Women in Rail and White Ribbon.
“I think it is fair to see it has been an eventful year for everyone involved with Rail Business Daily and the organisation has grown exponentially since we first launched the business four years ago,” said David.
“My aspiration was to become the go-to partner for developing business in rail and I firmly believe we have successfully established ourselves in that role.
“We are always looking at ways we can offer additional routes of support for rail companies, which is proven by the acquisitions and appointments made in the past 12 months.
“This is only the beginning and we have several irons in the fire with more to be revealed in the coming months.
David said: “Each of these charities makes an immeasurable difference to vulnerable people in different areas of society – people, often women and children, who desperately need help to stop the cycle of abuse they find themselves in and regain their freedom, independence and self-respect, so that they may live a full and happy life.
“In addition to supporting these different causes, we have also signed the Disability Confident charter.
“We are devoted to promoting diversity and inclusion throughout our own business and those we work with.
“As RBD continues to grow, we want our positive action for the industry to grow. Our platforms provide us with the opportunity to make a real, measurable difference and we will continue to support all our causes and more in the years to come as part of our group strategy.”
We’re proud to be part of the fabric of rail business life with a great many fantastic clients
The full impact of a scheme offering free train travel to women, children and men fleeing domestic abuse has been revealed in a briefing by Women’s Aid.
Since Rail to Refuge was launched across all UK train operators in April 2020, free tickets have been provided to 2,265 people – including 650 children over five. Such is its importance as almost two-thirds (64 per cent) of people who used it said they wouldn’t have travelled if the journey had not been paid for. As it stands, Rail to Refuge, which has been funded by Rail Delivery Group, is due to stop in March 2022, although it is hoped there will be a further extension.
Farah Nazeer, Chief Executive of Women’s Aid, said: “This report shows just how many women and children’s lives have been saved through Rail to Refuge.
“When we know abuse isolates you from your finances, this scheme – which takes these barriers into account and brings survivors to safety at no cost to them – is exemplary. The continuation of this scheme is essential for the safety of women. It is a lifeline for survivors who would otherwise be trapped in abuse and at a huge increased risk.
“We are delighted that train companies have worked with us to remove such a significant financial barrier to escaping abuse and hope to receive positive news soon regarding funding that secures the future of this lifesaving scheme.”
Rail to Refuge was first introduced by Southeastern in September 2019, after one of its station managers – Darren O’Brien – watched a Dispatches documentary ‘Safe at Last’ about Reigate and Banstead Women’s Aid.
Advice line
Great Western Railway joined the scheme in March 2020 to offer free travel on its routes as part of its celebration of International Women’s Day. During the first lockdown, Rail Delivery Group worked with Women’s Aid to turn Rail to Refuge into a national scheme so that hundreds more people could access free travel. This was launched in April 2020, covering England, Scotland and Wales.
Making a difference
Jacqueline Starr, Chief Executive of Rail Delivery Group, said: “The railway has an important role to play in ensuring a fair recovery from the pandemic right across the country, so train companies are immensely proud to have helped more than 2,000 people so far to escape domestic abuse and get to a place of safety.
“This report shows almost two thirds of people wouldn’t have been able to leave without the free
Where can people get help if they are experiencing domestic abuse and need this scheme?
Survivors of domestic abuse who would like to access the scheme, or need other support, can get in touch with Women’s Aid through their Live Chat service, open Monday to Friday, 10am–4pm, Saturday and Sunday 10am–12pm: https://chat.womensaid.org.uk
Is Rail to Refuge only for women?
The scheme is open to any survivor of domestic abuse, regardless of gender, and their dependents – as long as they have a place at a refuge. There are 37 refuges available for male victims of domestic abuse.
Respect refers male victims to 37 different refuges, including 17 Women’s Aid members. Women’s Aid has an additional five members that accept men. Male victims of domestic abuse can call the Respect Men’s Advice Line on 0808 8010327.
travel provided by train companies, so it really does offer a way out for the people who urgently need it.”
Free train travel, provided by train companies, can be booked by member services of Women’s Aid Federation of England (WAFE), Welsh Women’s AID (WWA), Scottish Women’s Aid (SWA) and Imkaan, the UK’s umbrella organisation dedicated to addressing violence against black and minoritised women and girls.
These organisations can make bookings when offering them a place in their refuge, or referring them to a refuge outside of these organisations’ memberships. Among those using the service is the Stop Domestic Abuse organisation, which has been able to secure more than 100 rail tickets.
Chief Executive Officer Claire Lambon said: “The Rail to Refuge scheme has changed lives and saved lives. There are many challenges women face when fleeing domestic abuse and one of the main concerns is how they will afford a train ticket to get to a refuge. Rail to Refuge has meant that Stop Domestic Abuse has been able to secure more than 100 rail tickets to get women and children to safety.
“The scheme makes it a much easier decision for women to find the courage to leave their abusive relationship, knowing they have financial support to travel. Being the most frequent user of this scheme highlights how important the Rail to Refuge scheme is to Stop Domestic Abuse and the women and children we support.
“We are so pleased that the scheme has been extended and we will continue to support Women’s Aid in securing further funding for this life-saving initiative.”
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Martin Little has joined the Rail Business Daily family as Chief Operating Officer of RBD Advisory (RBDA). Martin is the former commercial director at Birmingham Centre for Railway Research and Education (BCRRE) Rail Alliance.
Martin has been appointed to provide leadership and strategic direction to the organisation. He brings vast operational and managerial experience and is responsible for client delivery processes, business development, quality assurance, reporting structures and operation controls for the company.
He will communicate and foster growth among the executive team and the company’s growing workforce.
At BCRRE, Martin was responsible for the delivery of the organisation’s commercial and operational strategy and industrial development.
Steve Burch, RBDA’s managing director, said: “Martin has a great mix of big picture strategic thinking and a hands-on leadership style. We were excited to learn how much of his values align with our own. He has a reputation for setting a high bar, focusing on impact, and building trust with internal teams,
stakeholders and customers.
“2021 was an important year for RBDA – we launched new services to help our supply chain clients build and commercialise capability and win in the market. We have also been working with asset owners, consultants and integrators to help them find the right supply chain solutions to achieve the outcomes they want. To deliver on this, we have welcomed a number of industry experts into the business, including Stephen
Collicott, Andrew Stephens, Paul Corcoran, Neil Walker and Peter Queen among others.
“We are delighted that Martin agreed to join our leadership team to help take us into our next phase of growth. Welcome, Martin.”
Martin said: “I’m delighted to be joining the RBD Advisory team. The Rail Alliance gave me valuable experience of the industry and its fascinating spectrum of commercial complexity, for which I’m most grateful. After 20-odd years in
construction I think it’s fair to say I’m quite well invested in rail now.
“I recognise the same passion and drive here at the RBD Group. The fast-growing RBD Community is complimented by the RBD Advisory business, the capability and vision of which is very impressive.
“The inertia of change in rail has intensified and our industry will need to reach out, be better connected and open minded in its adoption of reform, but we should also be honest about the complexity behind the statements we sometimes make as an industry. Often progress can only be incremental, greater advancement the sum of its parts.
“RBD Advisory is delivering change through realistic, tangible outputs. We describe ourselves as ‘unashamedly commercial,’ but we are ultimately embedding ourselves within the trust of our clients’ teams, guiding decisions that connect with market needs, all of which should contribute to the sector’s direction of travel. There’s a big responsibility attached to that.
“I’m very excited about developing our reach and partnerships as RBD Advisory and the wider RBD Group goes into 2022 as a cohesive and progressive sector capability.”
Keltbray has announced the appointment of Paul Wiltcher as Operations Director for its Piling division, reporting to Stuart Norman, Managing Director.
Paul has built a highly successful career over 25 years in the piling and foundations industry, gaining a wealth of experience in the UK and overseas working on a number of large projects.
During that time Paul has worked on many complex major projects, most notably, Amsterdam NoordZuid Lijn, NLE Battersea Station Box, the New US Embassy, London, 21 Moorfields and London City Airport.
Prior to joining Keltbray, Paul most recently held the role of Operations Director at Skanska.
Commenting on his appointment, Stuart Norman,
Managing Director, Piling, said: “We are delighted to welcome Paul to the team.
“Paul joins us with a wealth of experience having worked for some of the best specialist piling and foundations companies in the UK and abroad.
“We are delighted to have him join us where he will have a senior role to play in delivering our core mission statement and values.”
Phil Wells has started his new role as WSP’s Stations Group Director. He is the third senior hire in six months as the engineering professional services consultancy grows its rail business.
Phil brings to WSP more than 30 years of industry experience. He has supported delivery of and led major multi-disciplinary projects, including West Coast Route Modernisation Rugby Station Remodelling; Bank Station Capacity Upgrade; and Network Rail’s southern track alliance.
Following a period of transition with his predecessor Dan Bishop – who will now fully focus on his role as Deputy Head of Discipline (Delivery) for WSP’s Rail business –Phil took on full responsibility in his
new role this month.
Previously AECOM’s Regional Rail Director for London and the South East, in this national role Phil will lead a 160-strong team and a growing portfolio of station projects, which includes HS2 stations (Euston, Old Oak Common and Curzon Street), Crossrail / Elizabeth line stations (Paddington and
Tottenham Court Road), and Brent Cross West station.
He said: “Station projects represent the ultimate multidisciplinary challenge; they are where all aspects of building and infrastructure come together.
“So, it’s great to be joining a business with such an impressive and growing portfolio of exciting and cutting-edge projects. As well as supporting project delivery, I also look forward to working with the team to build on our pipeline of opportunities in the UK and beyond.”
This latest senior level appointment follows the recent announcements that Matt Bailey, Delivery Director, and Stuart Dickson, Director of Rail Major Projects, had recently joined WSP UK Rail.
Nigel Page has been appointed as Bluebell Railway’s first IT Director.
Nigel is an experienced senior IT leader across all technologies, delivering strategic business and IT outcomes for multi-national customers. He is currently a senior manager with Amazon Web Services.
He said: “I am very excited about taking on this role with a long tenure in the IT industry. This is my first non-executive director role and I bring my technology experience and expertise in both the IT processing and business side.
“I ultimately want to create a vision of how the Bluebell uses technology while retaining its heritage over the next five years.”
have been appointed to Scottish Rail Holdings (SRH) – the holding company being set up to oversee the delivery of high-performing services by ScotRail Trains Limited on behalf of Ministers when the current Abellio ScotRail contract ends.
Chief Executive Officer Chris Gibb and Finance Director David Lowrie have been appointed on a fixed-term basis and work also continues to explore the process for recruiting non-executive posts within Scottish Rail Holdings.
Transport Minister Graeme Dey said: “I’m pleased to announce that two senior management roles have been appointed to Scottish Rail Holdings, they both bring with them a wealth of knowledge in the rail industry.
“We are on track to delivering SRH in the new year, which will provide ScotRail services within the public sector under Scottish Government control and facilitate the smoothest transition possible for rail passengers and staff on 1 April 2022.
“The Scottish Government is of the view that this is most robust and sustainable model available under current UK rail legislation, which we have no powers to change.
“It strikes a balance between the ability of experienced rail professionals to make operational decisions and overall accountability to the Scottish Government. We would also expect to see strong partnerships with Network Rail and other parts of the industry as a key feature of the new arrangements.
“We expect that the formal transfer of ScotRail staff to the new arrangements will commence over the coming months and full details and support will be provided to all of those affected in good time.”
ScotRail has appointed a new Chief Operating Officer (COO), set to take up the role on 1 April 2022, the day the train operator becomes a public body.
Joanne Maguire is currently Vice Principal – Resources at the University of the West of Scotland. There, she oversees a range of departments including finance, HR and industrial relations, health and safety, sustainability, and information services.
Joanne will take over from current COO Ian McConnell when Abellio hands over the franchise to Scottish Rail Holdings – the public body that will own and oversee ScotRail Trains from 1 April 2022.
Prior to her current role, Joanne was Executive Director for HR at the university. She has also held
senior leadership roles at City of Glasgow College and in the manufacturing and retail sectors.
In December, Transport Scotland announced the appointment of Chris Gibb as CEO of Scottish Rail Holdings. Chris will also chair the board of ScotRail Trains.
Joanne said: “I am excited to take up my role at ScotRail Trains. Throughout the pandemic, the railway has played a vital role in keeping key workers moving, connecting communities, and supporting the economy during challenging times.
“I know from my own experience as a passenger how passionate railway staff are about their role in keeping Scotland moving safely while delivering good customer service, and I cannot wait to join the team and engage with colleagues across the organisation.
“The transition to the new public body will be the next chapter in the evolution of Scotland’s Railway, and I am delighted to have the opportunity to play a leading role in the organisation during what will no doubt be an exciting time.”
Francis Bourgeois has been appointed as a brand ambassador at GB Railfreight (GBRf).
Throughout 2022, Francis will be sharing his passion and insights for the railway, by showcasing the vital role of rail freight and going behind the scenes at GBRf.
GBRf says Francis first caught its attention following his viral video featuring the Class 73/9 locomotive named ‘Dick Mabbutt’, which has now amassed 12 million views on TikTok.
He said: “I am so excited to be joining GB Railfreight, I have had a lifelong passion for the railway, and
I can’t wait to apply this enthusiasm to my ambassadorship at the company.
“I am really looking forward to elevating the world of trains, rail freight, and spreading happiness and joy in general — with GB Railfreight, we will be able to achieve this together.”
Hannah Kingsley has been appointed as Chief Financial Officer at the Rail Safety & Standards Board (RSSB).
She joined from Network Rail, where she was the Finance Director for the Anglia Route. Prior to this, Hannah held several roles at the Rail Delivery Group (RDG), including as the Director of Commercial Service and Assurance and Head of Commercial Finance. She was also a financial controller for several of Network Rail’s business units.
Welcoming Hannah’s
appointment, RSSB’s Chief Executive Mark Phillips said: “Hannah is bringing a wealth of experience to our team and will help us become more financially sustainable, as we continue to support the rail industry to deliver a better and safer postpandemic railway.”
Hannah said: “I am really excited to be joining RSSB at such a pivotal time for the rail industry. I genuinely believe that the industry is being given a unique opportunity to deliver a more joined up and efficient approach, to modernise and drive
forward a sustainable future. I can’t wait to meet the whole team and get stuck into the challenges ahead.”
Photo: RSSB
McNulty has undertaken the role of Railway Partnerships Manager at The National Railway Museum in York.
In this newly created role, he will work with railway partners and the heritage railway sector, developing and strengthening relationships while acting as the day-to-day contact for existing borrowers and for new loan enquiries.
Paddy will work across the museum’s professional teams, including curatorial, registration, conservation, engineering, and rail operations, to ensure a coordinated approach.
SWGR appoints new Head of Delivery for Scotland to build on experienced team
SWGR has announced the appointment of Stuart Munro as its Head of Delivery for Scotland.
Stuart joined in January, bringing a wealth of experience in railway multi-disciplinary projects from Track Renewals, overhead line construction, isolations, and frontline management, gained from roles in Network Rail, SSE and SPL.
He said: “SWGR is a company that is delivering consistently fantastic levels of work and I am excited to be able to be a part of the journey.
“It is thanks to the forwardthinking mentality of the team and a constant hunger to innovate and make a difference beyond the basic work that I felt it was the right move to make in my career.
“In everything we do, ensuring we deliver safely and deliver well is essential. SWGR is dedicated to doing the right thing and it is a business I am delighted to join.”
Paddy has worked in the cultural heritage sector for more than 20 years. In 2014, he established his own cultural heritage consultancy and has extensive experience in partnership development.
He was the national museum
lead for the Arts Council Englandfunded Museum-University Partnership Initiative and provided strategic, operational, and business consultancy services to a wide range of museum and heritage organisations, including –Kirkaldy Testing Museum, Coombe Mill, The British Museum and Bath Preservation Trust.
A regular visitor to the National Railway Museum from a young age, Paddy has a keen interest in railway heritage and has family connections to the North York Moors Historical Railway Trust, where his late stepfather was a founding member.
Paddy said: “I am delighted to join the Science Museum Group in the run up to Vision 2025, which promises to bring transformational changes to the National Railway Museum and Locomotion.
“This new role has been created to improve communication with our borrowers, and I aim to nurture these important relationships and to celebrate the National Collection.
“COVID-willing, I plan to be as proactive as possible, and I want to get out to meet as many partners and borrowers and to visit as many heritage railways as possible.”
Themanaging director of Lumo, Helen Wylde, has stepped down from her role to take up a position outside the rail industry.
Going forward, First Rail’s commercial projects director Phil Cameron will act as Interim Managing Director. Phil also worked with the Lumo team throughout the mobilisation period and will ensure a level of continuity over the coming months until a permanent successor is appointed.
Helen joined First Rail in March 2020 to lead the mobilisation of the new East Coast open access train
service. This has been successfully delivered, with Lumo commencing passenger services from October 2021.
Andy Mellors, First Rail Managing Director of nonfranchised businesses, said: “Having led the mobilisation through the challenges presented by the pandemic over the past two years, Helen leaves Lumo with its 100 per cent electric, affordable and innovative service proposition firmly established. I would like to thank Helen and wish her well in the future.”
Nick Gray has started his new role as Currie & Brown’s Chief Operating Officer designate for the UK and Europe business. He has succeeded Alan Manuel, who has transitioned to the role of Group Chief Executive.
Based in the North of England, Nick has spent the past 24 years at Faithful+Gould, most recently
as regional lead for its North, Scotland and Ireland business.
Nick has also held roles at Coopers & Lybrand (now PwC), Bucknall Austin and Tarmac Construction, where he began his career.
As a chartered quantity surveyor, Nick was previously a member of the RICS UK and Ireland Regulatory Board for six years.
He is now a member of the RICS Conduct and Appeals Committee.
Commenting on Nick’s appointment, Alan Manuel said: “I’m very pleased to welcome Nick as he joins us to continue our strong growth in the UK and European markets. His extensive experience of our core and specialist services will bring real benefit to both the business and clients alike.”
Network Rail has produced a guide to help autistic people confidently and independently travel by train. It’s been developed in partnership with the National Autistic Society (NAS), after research was conducted with groups that represent passengers with specific needs, to look into additional ways the railway could be made more accessible for everyone.
Susan Holden, Network Rail’s Stations Customer Experience Manager, said: “After conversations with the National Autistic Society it became clear that we could do more to help prepare autistic people for travelling by train.
“Stations can be noisy and busy places, and although our staff are very well trained to provide assistance, and to recognise when people may need extra help, we also realise that some people may be put off travelling as they simply don’t know what to expect.
“The idea of this guide is that it will take you through every step of a journey, with clear information, pictures and sounds, so you can familiarise yourself before you set off. We’ve had invaluable input from NAS, and we’re confident it should really help anyone who’s anxious or unsure about train travel. More and more people are returning to the railway as we emerge from the pandemic and we hope this guide is an extra step to helping all our passengers feel safe and comfortable.”
Step-by-step guide
The online guide shows the sights and sounds passengers could expect to experience when using the railway. It covers every stage of a journey, from purchasing tickets, to getting to the right platform, to finding a seat on the train.
Lisa Myers, Head of Operations, Training, Consultancy and Conferences at NAS, said: “We are really pleased to support Network Rail to develop this new autism-friendly guide.
“Around one in 100 people are autistic and need to travel, like everyone else – whether that’s to school, to meet friends or to the shops. But crowds, loud announcements and sudden diversions can be really overwhelming, to the point that some autistic people find it hard to contemplate leaving the house at all.
“This guide could really help autistic passengers, by giving them the opportunity to prepare and know what to expect. But it’s also crucial that staff understand autism and how to support autistic passengers through autismspecific training.
The guide has links to examples of sounds that could be heard at a busy station and photographs of everything from common signs, departure boards, and uniformed staff to ask for help. It also offers advice on how to get to a station and what to bring.
Rail Minister Chris Heaton-Harris said: “Our railways are not just a cornerstone of transport across the UK but part of our history and culture, and it’s important that everyone feels able and confident when navigating them.
“This initiative is another huge step in the right direction to making our railways more user-friendly and will support the work in our upcoming National Accessibility Strategy –the first ever robust, joined up, system-wide approach to accessibility – set out in our Williams-Shapps Plan for Rail.”
“We’re pleased Network Rail has developed this guide and call on train providers to follow their lead to we can work towards making our railways more autism-friendly.”
Stations Customer Experience Manager Susan Holden explains how the new guide takes passengers through every step of a journey, with clear pictures and sounds
We’re confident it should really help anyone who’s anxious or unsure about train travel
