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may 2014 The magazine for our people

Welcome to Glasgow Also...

Station staff ready to greet new visitors for The Commonwealth Games

Planning for bank holiday success Working towards a weather resilient railway Improving points performance on the Western route


Network knowledge What’s making news across the business

Contributor’s welcome Olivia Piercy, Project manager for Smart

Welcome to the May issue of Network. With the new control period now in full swing, one thing we all understand is that to deliver our promises for the next five years we must continually improve everything we do. That’s something especially important to me, as in my role I help teams of colleagues use SMART principles and techniques to cut waste from their working practices, solve problems and get better and better in all areas of their work. You can read more about how SMART’s making a difference to our business on page four. Also in this issue, on page seven we look at measures to weatherproof the railway, on page 10 colleagues at Glasgow Central station talk about their preparations for The Commonwealth Games, and on page 14 the role of planning for bank holiday works goes under the spotlight. Happy reading! May 2014 You can read Network in print or online at http://goo.gl/ swXPH5

The Ipswich Chord opened in early April, increasing freight capacity and easing a major bottleneck on the Great Eastern main line. The new link removes the need for freight trains travelling to and from the Port of Felixstowe to use the sidings adjacent to Ipswich station as a turning point. The improved layout will also mean improved punctuality and performance on the Anglia route.

Whatlington has reopened

After weeks of round-the-clock working, our engineers have reopened the full length of the Hastings to Tonbridge railway. Three serious landslips in early February and late March caused considerable disruption to passenger journeys as trains could not safely run over the damaged railway. Fiona Taylor, former Kent route managing director, said: “We had a serious engineering challenge to meet at Whatlington, as well as at the other landslip sites, and it has taken a huge effort from everyone to get to this position.”

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In the spotlight

Nick Whelan, technical clerk, is improving the data we hold about access points

Crossrail extended

The Department for Transport (DfT) and Transport for London (TfL) have instructed Crossrail Limited to extend the Crossrail route to Reading. The move opens up a wider network of destinations across and beyond central London, and extends the benefits of a direct connection between London’s main employment centres and reduced journey times to even more people. The extension will also help to meet increases in passenger numbers by providing greater capacity than the previous plans. Rob McIntosh, our Crossrail lead, said: “This is great news for passengers in London and the Thames Valley, giving more people access to Crossrail and all the stations it will serve, as well as offering direct services from Reading to central London, the City and beyond for the first time.” Find out more at crossrail.co.uk

Two new managed stations

Two Western route stations – Bristol Temple Meads and Reading – have become Network Rail managed stations. Working with First Great Western, our station teams will run the stations using a new partnership model. Petr Mikyska, station manager at Reading, said: “First Great Western will continue to deliver customer-facing activities at the stations, while we will concentrate on our areas of expertise: facilities management, property and future station developments.” Dave Martin, First Great Western Reading station manager, added: “We’re looking forward to improving our passenger satisfaction rates, using the new model to build on our already excellent relationship with Network Rail.”

Connect goes mobile

Keeping up to date with our business’ internal news is now easier than ever. If you have a work-issued iPhone or iPad you may have noticed a new shortcut appear on your device homescreen in the last couple of days. Much like an app, Connect Mobile News allows anyone with an @networkrail.co.uk email address – including those using a personal smart phone or tablet – to register and then read the latest Connect stories on the go. In the future the app will be made available to work-issued BlackBerrys too. Connect Mobile News should always be read in a safe setting, and should not be viewed while lineside. More information and a full list of FAQs are available on the full Connect site.

“When I was asked to create a list of track access points for the area around Leeds, I immediately saw the safety benefits. “The list now includes everything – grid references, latitude and longitude, postcodes, road names and links to Google Maps. “While producing it, a colleague was struck and killed at Leeds West. The ambulance services, relying on postcodes, struggled to find the access point. This tragedy increased the urgency of the project. “Since then I’ve piloted a nationwide rollout, and by 2016 there should be a layer added to the ‘Where Am I’ app. “It’s a critical project and one everyone will benefit from: the industry, our people, emergency services and the regulator.”

Full story on page 18

3 network / MAY 2014


Continual improvement

We

Smart Doncaster depot is getting SMART about improving performance 4 network / May 2014

Photos: Tony McArdle

heart


SMART Control Rooms help teams analyse trends and drive local improvement

High speed lines Get Smart

SMART is about eliminating waste, solving problems and identifying opportunities to continually improve our business The SMART way of working requires five minimum ingredients: • the right issues • the right people • honesty and transparency • commitment • clear actions Only then can people change their thinking, which leads to a change in behaviour and ultimately a change in culture.

Everyone wants to be better – better at what they do, better at work, better off… just better. In the London North Eastern & East Midlands route, people are getting better all the time, and doing it by using SMART principles. Peter Hancock, infrastructure maintenance services manager, explained: “SMART is about continual improvement, eliminating waste, solving problems and empowering everyone to make changes that will improve how we work. “People actually doing the work know where there are issues. Those same people know how we can make improvements.” “That’s it,” said Olivia Piercy, project manager for SMART. “It creates ownership at the right level within our organisation and teaches us the tools to make those improvements. “The SMART Control Rooms make it visual to all. “Here in Doncaster depot, each team has its own SMART Control Room. That’s a tool to analyse trends for local improvement and get employees engaged in what matters to them. We review things including safety, performance, cost, people, problems and quality. “Every board’s colour-coded too, so if something’s red, it immediately draws your attention and everyone can see it needs to be worked on. Each of these improvement actions has an owner, action deadline and details the progress being made.” “When we started working this way we immediately found there were a lot of problems hidden under a lot of carpets,” added Peter. “But the good thing is, rather than seeing problems negatively, using SMART they’re

considered an opportunity. “We celebrate failures because if people have noticed a failure, that means they’ve identified a chance to improve. People sometimes say ‘SMART can’t be that good – look at all that red on your Control Room board’. But that’s the point. There’s no value in everything being green, because that would mean we’re not working to improve anything – we’d just be satisfied with where we are.” “When we started working this way there were a lot of sceptics,” added Olivia. Two years on, people see the value, and I don’t think many would go back. I certainly couldn’t.” n

Progress in store Jo McCrae, store coordinator: “We’ve used SMART to make improvements to the way we keep equipment. The stores used to be a mess and no-one would pay attention to keeping things correctly or neatly.

Through SMART, we’ve brought that out into the open. We discuss it in every Control Room meeting and track progress. It’s not about blame, it’s about recognising the issue and doing something about it.”

Lost now found Gavin Wright, logistics coordinator: “In our Control Room I have a board about equipment losses. We identified that as a problem, so we’ve posted up all the data about the equipment that’s missing and the costs of replacing stuff. Our aim is to

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get close to zero, and in just a year we’ve reduced the number of missing items from more than 200 to 89. That’s an achievement and we’ve got there by giving people accountability, and rallying everyone around the issue.”


Instant expert

5

tHINGS

you need to know about... Freight performance Freight delivery matters

The freight delivery measure (FDM) will be our regulatory freight performance measure in control period five (CP5), which covers 2014-2019. FDM measures Network Rail’s ability to deliver freight services to destination within 15 minutes of booked time. It replaces the control period 4 (CP4) measure of delay per 100 kilometres. This change has been driven by the need to create a measure that is more representative of our customers’ requirements and has been developed in conjunction with the freight operating community. Rail provides freight customers with a reliable, cost effective and efficient alternative to road

You make the difference

Currently, 11,000 trains a year arrive at destination between 15 and 30 minutes late. Through an increased focus, effective regulation and improved communication across route and signalling boundaries we can reduce that figure. The decisions we take on the front line will make all the difference.

Target 95 per cent

We will be targeting a 95 per cent FDM moving annual average (MAA) each year in CP5. We are currently tracking at 93.5 per cent.

The new measure has been developed with the freight operating community

Cancellations count

Any Network Rail-caused cancellation will count immediately as an FDM failure. FDM acknowledges the huge impact of cancellations on freight operators’ businesses and the ability of rail to provide a reliable, cost-effective and efficient alternative to road.

Freight delay payment rates are going up

The amount our freight operators will pay for the delay they cause on the network will be going up by 17 per cent in CP5. This will increase the emphasis they place on performance and encourage collaboration on joint initiatives. Our freight operators are investing in their fleet, improving operational processes and embracing the latest technology to improve the service they offer to their customers. n

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find out more

To discover more about the freight delivery measure and the steps the rail freight industry is taking to improve performance, see the freight pages on Connect or contact your route freight manager


Rail resilience

how to weather proof the railway Some blue sky thinking is helping protect our infrastructure from the elements 7 network / MAY 2014


(continued)

Extreme events like the storm damage in Dawlish throw a spotlight on the weather resilience of our assets and give us the opportunity to improve on our plans. In February we established a strategic crisis management team to meet the long-term challenges posed by extreme weather. John Halsall, director of the strategic crisis management team, said: “We’re considering the impact of the weather on our national infrastructure and wherever possible we’re developing sustainable solutions. “We’ve worked with the routes and the rest of the business to provide information that they can use to introduce preventative measures and tailored local solutions. “Our vision is for Network Rail to be recognised as having proactively improved the long-term resilience of the railway in a way that provides value to our customers and taxpayers.”

Image: Crown Copyright

Rail resilience

Tomorrow’s outlook

Britain’s railway has been blighted by the elements. We need to understand these challenges to take preventative action

Iain Groark, head of sustainable business strategy, said: “We will work closely with colleagues from the RSSB, the Met Office, The University of Birmingham Centre for Railway Research and Education and others on this research to further improve the rail industry’s understanding of climate change. The research will take place during 2014 and the final reports will help us establish and then develop the tools we need to increase the resilience of Britain’s railway.”

Since 2011, the The Rail Safety and Standards Board (RSSB) has funded a study called ‘Tomorrow’s Railway and Climate Change Adaptation’ (TRaCCA). The study identified potential vulnerabilities in Britain’s railway if the climate changes as expected. The study also highlighted significant industry-wide knowledge gaps in this area.

Growing expertise

Dr Neil Strong, sustainability specialist (land), said: “Lineside vegetation plays a part when it comes to weatherrelated delays: landslips and trees on the line are two examples of this. “We’re developing more innovative ways of managing this vegetation. For instance one thing we’re exploring is using eco-plugs to prevent tree stumps regrowing after clearance works. “We’re also investing in mapping and remote surveying technology that will link with existing systems on our inspection helicopter to help us understand, and better manage, our 20,000 miles of line-side vegetation.”

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In February parts of southern England received 2.5 times the monthly rainfall average

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What’s at stake? Weather-related delays influenced the results of our public opinion tracker: • 30% thought the rail industry planned poorly for the storms • 22% believed conditions were well planned for • 69% thought we returned services to normal in a reasonable time • 17% believe we took longer than expected.


A slippery slope – the Kent perspective

Droning on

Aerial inspections A recent trial at Folkestone saw unmanned aerial vehicles (UAVs), also known as drones, inspecting our assets. In future there is potential to use drones to inspect buildings, structures and earthworks.

“Working with Ops will be key to future emergency works: we’ve now got a joint extreme weather plan in place. If we see the same combination of very wet weather on already saturated ground, we’ll work with operators to put in speed restrictions and also use multi-purpose vehicles at first light to establish if lines are clear before giving the green light to services using that line.”

As summer approaches some colleagues may forget the full scale of February’s storms. For our colleagues in Kent, however, they are still fresh in their mind. A landslip at Whatlington caused considerable disruption to passenger journeys on the Hastings to Tonbridge line. Simon Abbot, senior asset engineer for Kent route, said: “It’s my job to understand the geology – the relationship with embankments, cuttings and rock slopes. “At Whatlington several things happened at once. Kent soil has large outcrops of clay, and clay-based embankments swell when they absorb water and contract when they dry out. “We had the wettest winter on record – for a couple of months the ground was completely saturated. Lastly, the embankment slopes in the area, some constructed in the 1830s, are too steep by modern standards.”

Expect the unexpected

Derek Butcher, route asset manager (civils), added: “Experiencing eight months of rainfall in just three months was a case of being tested to the max. “With planned works you can investigate an area beforehand and provide passengers and TOCs with a reliable timeframe for how long the works will take. “Unplanned works, like Whatlington, can become complicated. Our original timeline was too optimistic and we had to delay the line reopening when the slip moved. “For future emergency works we definitely need to allow more ‘buffer’ time for the unexpected. It’s better to overestimate and hand a line back early than the other way round.” n

Water watch

“These factors led to the landslip. We began emergency works immediately but the slip moved, requiring more robust engineering works than originally planned.

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A landslip at Whatlington took longer to repair than originally planned, due to unique conditions in Kent


Glasgow 2014

Photos: Jo Hanley

Shift station manager Scott McNeil and customer service assistant Karen Connor are ready for the challenge of The Commonwealth Games

Commonwealth people With The Commonwealth Games coming to Glasgow in July, colleagues at Glasgow Central station tell us how they’re preparing Looking out onto Glasgow Central station’s concourse area, customer service assistant Karen Connor stares at the official Commonwealth Games countdown clock. Ticking away each day, second by second, it serves as a continuous reminder of how soon one of the world’s biggest sporting events will arrive in the city, and how the station will play a central role in how positively it’s perceived. “It’s going to be a busy, busy time,” says Karen, “but I’m looking forward to getting out there and getting involved. There’s going to be a real buzz about

this place and we’ll be ready for whatever challenges it brings. “We have a good team here that shares a real sense of pride in this station and its history and that’s what we want people to recognise when they visit.” Shift station manager Scott McNeil nods in agreement. “The increase in footfall on top of our usual commuters is going to present us with a logistical challenge, but this is our day job and we do it well. “Alongside our industry partners we want to be friendly ambassadors that make our visitors feel welcome, safe and informed about travel and about what Scotland has to offer.”

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Karen Connor, customer service assistant “There’s going to be a real buzz about this place and we’ll be ready for whatever challenges it brings”


Glasgow Central station will be a transport hub during Games time

Capacity Boost

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Games planning

Get to know the Games

For more than two years, capacity planning colleagues have been working on the timetable for The Commonwealth Games – the biggest train timetable Scotland has ever seen. It will include capacity for extra carriages, more frequent services and later trains.

Opening ceremony – 23 July at Celtic Park 17 sports will feature 11 days of sporting events across 14 venues Up to 50% of spectators are expected to travel by train

Following on from their success during The Olympic Games, Travel Champion volunteers from across the network will support the station team to manage the rise in passenger numbers and additional security requirements. With up to 50 per cent of spectators expected to travel to The Games by train, the rail industry’s performance will have a significant bearing on the success of the event. “From infrastructure enhancements and vegetation removal, to train planning or our station crowd management systems, all areas of our business are working together towards the success of this key event,” adds Scott. “I think lessons learned from The Olympics have helped to make sure Scotland is prepared for every eventuality or scenario.” “Well almost”, responds Karen as she points to the open ceiling of The Commonwealth Games’ merchandise shop. “I don’t think The Commonwealth Games team planned for pigeons and their mess, so we’ll need to get that roof covered before there’s an unfortunate accident with someone’s memorabilia!” n

11 network / May 2014

The majority will travel into and out of Glasgow Central station Closing ceremony – 3 August at Hampden Park.

did you know?

More than one million extra train journeys are expected to be taken in Scotland during the 11 Days of The Commonwealth Games


Points performance

straight to the point Mario De Luca, programme manager, explains how Reading DU revolutionised points performance

12 network / May 2014


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Safe and on time During the Reading points improvement programme, all activity was green zone working, carried out in standard overnight possessions In the Reading area points failures are now down 47% on last year.

Historically, the Western route has suffered from poor points performance. It’s been a big issue, costing our business financially and reputationally. “Something needed to be done about it,” said Mario De Luca, programme manager. “Over the last couple of years we’ve been running a comprehensive programme to improve things. “In this area, we started off analysing all the data we had about our points and identified the 50 worst performing assets. That became our priority list, and we shared that information with the operators so they knew what we were doing and why.”

Fully overhauled

“Using best practices learnt from our route reliability teams, we scoped the works that were required at each location and developed a programme that would see each of those assets not just maintained, but fully overhauled. “Led by team leaders from the delivery unit here in Reading, at each location we did what was right for that asset. In some places that meant using innovative or new ways of working. It wasn’t a case of doing the same thing at every location. Our plans were tailored and our response built to suit the asset and its use.”

Keep progressing By delivering enhanced points maintenance, colleagues from Reading DU have dramatically improved performance in their area

Points failures down

“As we improved assets and they fell off our priority list, we added the next worst performing points to our plans. That meant we could keep progressing, and by using remote condition monitoring we could tell immediately what kind of an improvement we’d made at each location and where we needed to concentrate next.”

“Now the programme’s coming to an end, we can see the results have been really positive, with points failures 47 per cent down on last year. “That’s quite some achievement and is down to a real joint effort between signalling and track. “It’s collaboration, information sharing and determination that’s made the project a success, and that’s something everyone involved can be really proud of.” n

The results of the points improvement programme are testament to teamwork and collaboration

A proper job

Photos: Mitch Pashavair

Dave Warren, works delivery manager (signals): “On this programme, what I think really helped us was being able to deliver enhanced maintenance. “We didn’t just go to each set of identified points and give them a once over. Instead, we stripped each asset back to the bare bones, replaced

13 network / May 2014

parts, freed up seized components, checked the gauge, cleaned everything and rebuilt it. “We could do that because our shifts were concentrated on those points. We knew we wouldn’t get called out to another job halfway through and we knew we didn’t have loads of points to do in just a

single shift. “We were given the time and the tools to do a proper job, and the results speak for themselves.”


Capacity planning

Just like the British weather, our bank holiday timetable performance hasn’t always been reliable. For the capacity planning team, that was a challenge that needed careful attention

Photos: Richard Lea-Hair

bank on us

14 network / May 2014


“In recent years we’ve had a number of bank holidays where the performance of the timetable wasn’t nearly as good as it should have been. That led to poor service for passengers, a difficult time for signallers and other colleagues, and it negatively affected our reputation. For me, that just wasn’t acceptable. “We should have confidence that the timetable we provide is robust and deliverable. That should be the case every day, and we need to pay particular attention during bank holidays when there’s an especially high volume of work going on. We need to pay extra care and attention to those big weekends and that’s what our ‘planned and ready to go’ programme is really about – making sure we focus on the detail and check, double-check and triple-check our plans before going live.” Fiona Dolman, head of network operations capacity planning

Based at The Quadrant:MK, capacity planning colleagues are working hard to ensure our bank holiday timetables are robust and deliverable

“In the past year there have been some significant operational issues caused during our bank holiday engineering works. “Some of these issues were due to a lack of robust timetable planning and in some cases these caused serious delays that impacted passengers. We quickly recognised, for example, that clear communication and understanding is needed at the confirmed period possession stage. We also overhauled the way we produce traffic remarks and have restructured the way the preplanning meetings are run, so everyone has a chance to focus on the detail. “As a wider function, we have assigned operational planning managers, like myself, to lead on

mitigating the timetable planning risks associated with bank holidays and this has helped everyone to identify and solve potential problems. “Rather than people working on their own projects in isolation, we regularly review how one set of plans affects another on a national scale using a map produced by our national access planning colleagues and do all we can to make sure there are no clashes. We want to deliver bank holiday amended timetables that can be delivered on the day without operational issues.” Shona Elkin, operational planning manager “I manage one of the company’s short-term planning teams. We’re a national function, and the routes are key customers. “In the past we’ve not properly appreciated that fact, delivering timetables to them and saying ‘here you go, here’s how you’ll be impacted’. “We’ve moved away from that now, and as part of our ‘planned and ready to go’ approach we now include colleagues in the routes, our customers and a number of other stakeholders. “As a result revised timetables are becoming better, more robust and deliverable on the day. “There’s more scrutiny around bank holiday planning now too. In the lead-up to significant engineering works where trains are diverted or re-timed, plans are checked and cross-checked every day. We consult with the routes enabling them to brief their front line staff well in advance. Working together like that allows the route to verify what we’re proposing and gives them plenty of chance to build in contingency. For example, if timetable revisions mean there’s likely to be more passengers at a particular station, the route can bring in extra staff. If the revisions mean that there will be extra wear and tear on a particular piece of infrastructure, they can do pre-work to make sure that part of the railway copes. “It’s all about working together and making sure everyone has the right information. It’s bringing positive results for the function, the industry and the travelling public.” June Alebon, amended schedule planning manager

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Capacity planning (continued)

Timetable planning for bank holidays and periods when there’s an especially high volume of work is often a years-long process

“Across the London North Western planning team we have a great relationship with our operators. They trust our judgement and they know we’ll always be as fair as we can be when reconciling conflicting requirements. “I work in short-term planning and before we alter any services we’ll always ask operators what would work best for them and what services they’d like to be maintained. As far as we can we’ll try to accommodate those requests. That helps build a better relationship and means there’s a reduced likelihood of disagreement when we ‘offer’ the amended timetable. “Sometimes we’ll get together with the operators before we start, to look at the problems, work out compromises and find solutions everybody’s happy with. Working together that way means everyone understands the issues and can see for themselves the potential conflicts. By getting close to our customers at the outset we give all interested parties the best chance to present their aspirations, understand those of others and give them a service they value and a timetable that suits their passengers.” Chris Wareham, operational planner

“I’ve been in this job for 18 months, and this is my first role within the railway industry. Before this my previous roles were heavily customer service focused. With so many stakeholders, that background is really helpful, because I believe the best way to deliver for them all is to treat them as customers. “I work in the West Midlands’ Chilterns and Wales long-term planning team, so we produce the base plan and we have to get it right. Once the timetable is in operation, it’s there for a year and it will be the short-term planners who have to significantly amend this plan if it doesn’t work. “The timetable is a huge part of running the railway; it’s the product we provide. So involving our customers in its creation is the logical option and gives us a better chance of getting it right first time. “This job really allows you to think laterally and there are limitless ways to do things. Working collaboratively we can choose the way that has the most benefit for all our stakeholders.” David Cartey, operational planner

The ‘planned and ready to go’ programme means paying extra care and attention to the timetables we produce for bank holiday works

A view from our customer Gary Steele, special traffic manager, Virgin Trains: “As a result of Network Rail’s new approach to bank holiday planning, we now have advanced amended timetable plans that meet our

16 network / May 2014

aspirations and contain no surprises. “This is simply down to the fact that we are making our requests and highlighting our aspirations early and having the right dialogue at the right time. When we then

make our formal bid we already know we have a solid foundation to plan our resources, brief our train crews, talk to our front line managers and essentially plan our services with confidence.”


Standardised tasks

High speed lines Standardised working

Removes potential for error Improves how work is planned Increases understanding of the way we do things Makes it easy to share best practice.

standard bearers We’ve been standardising how common and performance-critical track maintenance tasks are completed, making them clearer and simpler Since 2010, our people have been establishing best practice on the railway by researching, discussing and testing the most efficient and safest way to complete those tasks that our 6,000 front line people do day-in day-out. The goal? Better consistency, quality, planning and safety.

Setting the standard together

Whether it’s measured shovel packing, mechanical sleeper changing or any of the other 29 tasks that have been standardised, the process for standardisation is the same – teams

that deliver the task in the best way are identified and observed. Their methods are then tested and trialled by other teams and experts who provide additional feedback before a finalised technique is agreed and signed off.

reduce bad rides and prevent repeat faults such as twisted track. It’s a traditional alternative to ‘Kango packing’, where a hand-held vibrating hammer is used. “Not many people do it, or people may not have done this for a while. MSP is good

The standard for fishplate oiling (preparing the rails for hot weather) takes 40 per cent less time than previously, saving over 600 team hours a year

Sharing best practice

The finalised standard is condensed into easy-to-use work instructions and “How To” videos that are shared in live demonstrations, road shows and briefs. What’s more, 126 of them are in the highly portable “How To” app for iPhones and iPads, as well as on Connect. n

Leader of the pack John Bird, section supervisor, Crewe, has been working on standardisation for measured shovel packing (MSP). MSP is a manual way of packing the sleepers with ballast to remove voids, and correct track formation. It can

did you know?

for removing repeat faults. I believe it’s better than Kango packing. If I walk into a different depot at the moment then they’d likely do MSP a different way. The plus of standardisation, though, is if I move from Cornwall to

17 network / May 2014

Scotland then I should be able to walk into any DU and do the same task the same way.”

find out more

For more information contact Nicholas. Hunt2@networkrail. co.uk, install the “How To” app on your iPhone or iPad, or see http:// networkrailstandards from within the company firewall


Entry points

A large section of the Mostyn sea wall in Llandudno, North Wales, collapsed following a tidal surge in December

Access all areas When we need access to the railway at short notice, our property colleagues work behind the scenes to make it happen Mostyn Sea Wall

Following a tidal surge in December, parts of the Mostyn sea wall collapsed. Not only was the railway shut down, but planned works were at risk of delay. Rebecca Collins, portfolio surveyor, explained: “To get the wall fixed and the main line up and running again, project teams needed temporary access via Mostyn Docks. The landowner insisted on a written agreement before he’d grant us access, and we turned it around within 24 hours. Works needed to begin on Saturday morning and I finalised the agreement with him at 18:00 on the Friday.” Peter Caulfield, scheme project manager, added: “Damage to the sea wall took place 48 hours before planned works. We had plant, labour and material deliveries committed for the weekend and further delays would have had huge cost implications. Thanks to Rebecca, our works were delivered on time and the main line reopened a week later.”

Rebecca Collins, portfolio surveyor

Penny Parker, senior surveyor

Dauntsey Lock

The Great Western Electrification Programme (GWEP) needed to raise the bridge at Dauntsey Lock, Wiltshire. Road access to the track was via privatelyowned Old Station Yard. Historically the owner had refused access, however this time he was interested in selling the property to Network Rail. Penny Parker, senior surveyor, said: “GWEP didn’t have sufficient funds to make the purchase so two project

groups, together with Property, each paid a third of the purchase price. It was a fairly unusual purchase but this sort of activity is a long-term investment. “We now have 24/7 access to the track, as well as the opportunity to open up a new road rail access point to supplement the nearest alternate access point, 11 miles away. “When GWEP departs, Property will look at leasing or selling part of the site not required for operational use, to recoup some of the investment.”

Repair works taking place on the Mostyn sea wall

Road-rail access points

Property has used the valley lines electrification (VLE) programme to initiate a full-scale review of road-rail access points in the area, with teams from Infrastructure Projects and Network Operations working together to clearly identify the quality and location of entry points to the railway. VLE can see the advantages of sorting out good access to facilitate construction and to enhance the safety of our maintenance teams in the future. n

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FIND OUT MORE

On page three we speak to Nick Whelan about his innovative solution to identify points of access onto the railway


Corporate calendar

Diary dates

Twitter talk

19 May Partnership Awards 2014 shortlist announced.

The transition from CP4 to CP5 brought an increase in the number of emails, calls, letters and Tweets. TV appearances from chief executive Mark Carne and assorted press articles led to debates on Twitter, while on the phones we also received an increased number of information requests through our national helpline. On Twitter, we used our @networkrail account to focus on major achievements from CP4 and highlight our plans for CP5.

30 May Cycle to work scheme closes for applications.

@gingio: The #BetterRailway website is really interesting. Well done @networkrailPR @networkrail: #BetterRailway Timelapse of a morning peak at London Bridge shows why we’re investing millions to ease congestion youtu.be/W7Z1reYxcpo

31 MAY Your Voice engagement conversations and plans completed. 31 May Annual Benefit Statements for the NRDC and CARE pension schemes will be issued by the end of the month.

Digital Network Did you know you can read Network on a PC, tablet or smart phone? The magazine is available fully digitally and can be viewed both on Network Rail machines and on your own personal devices. Each issue we print a link to the digital version at the bottom of page two, and every Friday a live link is sent to everyone in the organisation with a Network Rail email address via the weekly Connect News email round-up. What’s more, anyone that wants to be emailed as soon as a new edition is online is invited to join our Network alert service. Just send an email to internal. communications@networkrail.co.uk and we’ll add you to the list.

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To help you make best use of the digital version of Network, here’s a guide to what the cursor allows you to do: 1 Drag the cursor left and right to zoom in or out 2 Flick the pages forwards and backwards – just as you would with a printed magazine 3 Search the publication for specific words or phrases 4 Toggle between viewing the magazine as single pages or as a spread 5 Download a PDF copy of the magazine or share it with colleagues 6 Choose to view the magazine full screen or in your browser.

19 network / MAY 2014

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Promoting Our industry’s achievements The Rail Delivery Group’s poster and digital campaign can be seen across the country at stations. Look out for more.

www.raildeliverygroup.com


Network May 2014