RailDirector July 2021

Better for Business July 2021

Exclusively for rail industry leaders

July 2021 Issue 11 railbusinessdaily.com

In this issue…

Frank Anatole Reimagining what a railway station can be Olivia Cayley The long-term collaboration that saves lives Phil Evans Innovation and cost-effective VLR Katy Taylor The railway carriage of the future

Ian Bridges Increasing the global influence of the IRSE

11

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Introduction

The light at the end of the tunnel A

very warm welcome to the latest edition of RailDirector. It was wonderful to see so many of you at last month’s Rail Live event.

I’m still clinging onto the tan from the sun of the first day.

The return of live events really feels like a return of normality and it was great to see friends old and new in the flesh and not on a computer screen.

Events like this really do show the strength of the rail community and this well-talked about railway family, envied by many other industries. There is a real hunger to collaborate and work together, particularly as we look to build back stronger from the pandemic.

This leads me on nicely to the launch of our very exciting new dedicated business resource specifically set up to meet the needs of organisations working in the rail sector – RBDCommunity.

We’ve always been keen to take the industry on our journey of growth since we first launched four years ago. An obvious next step was offering an additional route of support for rail companies, with our impressive supply chain and industry connections, alongside our wealth of industry intelligence.

In this month’s RailDirector you can read more about the journey of Eli Rees-King, Head of Product of Marketing of RBDCommunity, and this exciting new platform which I genuinely feel will be of huge benefit to organisations that join.

Also in the magazine is an interview with Network Rail’s Principal Architect Frank Anatole, who discusses creating an environment that better serves passengers and communities.

The interview follows the recent worldwide search to create a lasting legacy on station design. Congratulations to Edinburgh-based architectural practice, 7N Architects, that won the competition.

Sticking with designs of the future, we’ve also spoken to Go-Ahead’s Chief Strategy and Customer Officer Katy Taylor about the need to become more imaginative when it comes to train carriages. I really like the prospect of train carriages that can be adjusted from ‘commuter mode’ to ‘leisure mode’.

As we do return to normality, with footfall figures at the UK’s rail hubs increasing, the need for all of us to identify those around us who may be in distress is as important as ever.

It is interesting to read our interview with Olivia Cayley, Samaritans’ Head of Rail Programme, on the long-term collaboration that has, and will continue, to save lives.

Those are just a small selection of the features in this month’s RailDirector. Thanks so much to everyone who has contributed. I hope you enjoy this edition.

Kind regards

Da vid

David McLoughlin Chief Executive Business Daily Group (incorporating: RBD Publications and railbusinessdaily.com)

The need for all of us to identify those around us who may be in distress is as important as ever When you have finished reading this issue of RailDirector, please pass it to colleagues to enjoy or put it in your reception area.

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July 2021 | 3

Contents

Developing signalling intelligence together

5

The 97th President of IRSE, Ian Bridges, aims to increase the global influence of the institution.

Reimagining what a railway station can be in the 21st century

8

News

12

Network Rail’s Frank Anatole on creating an environment that better serves passengers and communities.

Including: Once-in-a-generation scheme at King’s Cross, HS2 Interchange Station construction contract, and farewell to Pacer trains.

Milestone moment for the rail industry 14 Network Rail’s Chief Executive Andrew Haines discusses the Williams-Shapps Plan for Rail and the challenges ahead.

HS2 station being brought to life by virtual reality

16

VR with eye-tracking and emotion-sensing software to test station designs before building starts.

18

GRAHAM’s Civil Engineering Managing Director Leo Martin on keeping the firm thriving and Europe’s largest infrastructure project on track.

22

WSP’s Mohanad Ismail on the need to be comfortable at being uncomfortable to drive forward change.

Securing the future of heritage railways 24 Oliver Edwards is on a mission to secure the long-term of heritage railways.

Samaritans partnership more significant than ever

26

Olivia Cayley, Samaritans Head of Rail Programme, on the long-term collaboration that saves lives.

Full steam ahead?

30

As tourists return in larger numbers, Liz Saville Roberts MP stresses the need to support the heritage sector.

Challenging macho behaviours and cultures in the transport workplace

32

The new President of Women in Transport, Jo Field, discusses her vision and aspirations for her four-year term.

Government agrees conditional £1.08 billion funding deal with TfL

38

PD Ports Chief Commercial Officer Geoff Lippitt on the vital role of rail freight in its future.

The railway carriage of the future

44

Go-Ahead’s Katy Taylor discusses being more imaginative when it comes to train carriages.

Creating connectivity through innovation

46

36

Transport Secretary Grant Shapps says the package will support the transport network through the pandemic.

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Pre Metro’s Phil Evans talks Stourbridge ‘Shuttle’ and leading the way through innovation and cost-effective VLR.

Keeping organisations healthy and virus-free

Editor Nigel Wordsworth nigel@rbdpublications.com

48

Envelo Founder Stephen Collicott explains his passion for clean, healthy environments.

The new platform bringing together the rail industry

52

Accolade marks ‘halfway’ point of safety journey

56

Siemens Mobility’s Louise Ward vows to raise standards while encouraging the next generation of HSEQ leaders.

Success of reforms crucial to the UK’s recovery from the pandemic

58

Rail Delivery Group’s Andy Bagnall writes about the Williams-Shapps Plan for Rail

Flexible season tickets go live

62

Ticket launch the first step in railway’s reform as part of Williams-Shapps Plan for Rail.

International news

64

Most extensive trials of bio-coal on heritage steam line in the UK

68

Movers and Shakers

72

Featuring Alstom’s Chinese joint venture to maintain Innovia system for Wuhu City’s first monorail lines.

Bure Valley Railway tests alternatives to fossil fuel to power its trains.

A round-up of some of the new appointments in the rail industry.

Royal Scot train attempts London to Glasgow record

74

Avanti West Coast and Network Rail miss record by just 21 seconds.

GRP End of Platform Gates and Fencing Solutions

Writers Danny Longhorn Dave Windass Designer/Production Editor Chris Cassidy Print Manager Dan Clark

RBDCommunity’s Eli Rees-King considers her career journey and the track ahead.

Keeping business on track during a global pandemic

Moving the rail industry forward

Transforming River Tees into the UK’s most successful port region

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For subscription enquiries and to make sure you get your copy of RailDirector please ring 0800 046 7320 or email subscriptions@rbdpublications.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.

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People

Developing signalling intelligence together The 97th President of IRSE, Ian Bridges, aims to increase the global influence of the Institution

I

an Bridges, Professional Head of Signalling and Engineering Director at Balfour Beatty, was inaugurated as the 97th President of the Institution of Railway Signal Engineers (IRSE) at the Institution’s recent online Annual General Meeting.

IRSE is the professional institution for all those engaged in or associated with railway signalling and telecommunications, train control, traffic management and allied professions.

Ian takes over from Dr Daniel Woodland, Head of Command, Control and Signalling at Ricardo Rail UK. Andy Knight, Managing Director of Signet Solutions, has become IRSE Senior Vice President, and Steve Boshier, Manager Asset Integration and Completions for the Australian Level Crossings Removal Project, has taken over as Junior Vice President.

Ian presented his presidential address at the AGM, titled The Age of the Intelligent Railway, in line with his chosen theme for his 12-month tenure as president. During their presidential year, each IRSE president organises a themed series of presidential papers, presented by leading experts in railway signalling, communications, train control and traffic management.

As Ian told Rail Director, while he is optimistic that that some of the later papers in the programme will be delivered face-to-face, until social distancing measures have been lifted in host countries the presentations will be presented via remote webcasts.

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July 2021 | 5

People

The ongoing travel restrictions imposed by the global pandemic may disrupt IRSE visits to China, Thailand and potentially the seminar in India in February 2022, but Ian remains hopeful of being able to visit in person. The way that IRSE quickly adapted to an online model of communicating with its members, however, has also boosted engagement, increased the number of participants from across the world and could have long-term positive benefits on providing a mix of online and face-to-face seminars and conferences.

Forward thinking Ian is in a positive frame of mind about the months ahead, and still cannot quite believe that he is president of an organisation that has provided him with excellent support since his career in rail began as a trainee technician with British Rail, and subsequently as he moved through the grades and rose up the ranks with senior positions at Balfour Beatty, Signalling Solutions and Atkins before his return to Balfour Beatty in 2019.

Ian said: “When you look at the list of people that have come before you, and also think back to when you were young and how you held these people in such high esteem, to hold this position feels quite astonishing to me.

“IRSE has been a part of my life since the 1980s. I started work in rail in 1977 in telecoms, and it takes a little time to get your feet under the table, but from 1981 I started to attend IRSE talks and lectures. By 1982 I had joined the committee of the north western section. So from that point on the IRSE was always there for me.

“I think it’s fair to say I wouldn’t have been in my position, career-wise, if it hadn’t been for the IRSE. I found it a fantastic organisation to turn to in order to learn, there has been a lot of support over the years and I am incredibly proud to be president.”

IRSE aims to advance the science and practice of train control and communications engineering within the industry, and to maintain high standards of knowledge and competence within the profession. The overriding purpose in doing this is for the public benefit, to help ensure the safe and efficient movement of people and freight by rail.

The knowledge bank that IRSE has built up since it was established in 1912 is a vast and accessible resource. On his bookshelf, Ian nods towards a complete set of IRSE’s 21 ‘green books’ that he has collected over the years.

He explained: “The body of knowledge is an incredible resource for the industry to draw on. IRSE and the advancement of science and practice sits in two parts.

6 | July 2021

“When incidents occur we can become part of a working group, often working with Network Rail and the Office of Rail and Road, as an independent body to provide ideas, papers and ways in which improvements can be made. In the longer term, our 20-strong international technical committee selects subjects that are important and pertinent to rail around the world.

“This thinking and research covers a vast range of subjects, issues and problems we foresee, such as the safe and efficient movement of rail and freight, the movement of people, the impact of decarbonisation, the transfer of autonomous vehicle technology to trains. The papers that result from this big thinking become part of our body of knowledge for others to draw on.”

UK rail is the world leader in terms of the expertise that exists around information management IRSE’s body of knowledge is growing at a tremendous rate, including a large amount of video content, which could be regarded as the ‘TED Talks’ of railway signalling and traffic management. A big effort is being made to catalogue online resources and improve access, along with ensuring that IRSE’s supporting role for the industry has contemporary relevance.

While the presidential role only lasts 12 months, the structure of IRSE involves being junior vice president for two years, senior vice president in the preceding 12 months, serving one year as immediate past president and two years sitting on the IRSE council, allowing for a long-term approach.

Ian said: “The presidential year provides the chance to influence the direction of IRSE and have a more personal agenda. My chosen theme will allow us to gather information about how other industries manage data issues, and to learn how to deal with these when things go wrong.

“The first paper presented was Measurement Systems and Machine Learning. Balfour Beatty is currently installing large numbers of event and condition monitoring systems on the UK rail network, which feed data into their central system for processing.

“By using the processed data, information can be fed back to Network Rail at various levels to give them the correct level of understanding of how the network is performing and where remedial efforts need to be focused.

“Dr Jonathan Owen and Richard Parkinson of Omnicom Balfour Beatty discussed the journey that the company has been on and looked to how the future of maintenance and component renewals may be changed and become proactive. By looking at how we reduce boots on the ballast and by finding ways to do things in the office rather than on the track, we can also save injuries and lives.”

The year will continue with the delivery of a further six papers that will explore supporting topics. railbusinessdaily.com

People

“In August Martin Rosenberger will discuss global developments around axle counters and how train detection is changing. This will be followed by Paul Hendricks in October, looking at the subject of big data in a paper that was prepared for the International Technical Committee. Rajendra Jadhav from Wabtec will present a paper in November that will be looking at data analytics using machines.

“Thailand is the destination for January 2022, where it is proposed to introduce a series of six short papers on topics of local interest, followed in March with Dave McGorman from Unipart Group talking about innovating innovation. The seventh and final paper will be presented in March

by Professor Tang of China’s Beijing Jiatong University, looking at how China manages their 21st century high-speed rail network.”

Global reach The IRSE signalling seminar will take place in India in February 2022, allowing the industry to look at what India provides to rail globally.

Ian added: “We have some good papers planned. There is some slight disappointment that VR March21 Print Half Page v2 copy.pdf the pandemic has made it difficult to get speakers from those outside the rail industry and also that

it could have an impact on members gathering face-to-face. Whatever form the seminar in India takes, there will be a great exchange of views with receptive Indian companies and we have a lot to learn from that nation.

“50 per cent of the IRSE membership is outside the UK. It is a good thing we are expanding our reach but there are issues in managing that. We will make sure that presidents in succession cover different 1 26/03/2021 countries and areas11:29 in the world, giving IRSE a stronger presence and position globally.

“UK rail is the world leader in terms of the expertise that exists around information management. Network Rail has a strong presence overseas, in particular the likes of Australia, and the industry is a big exporter.

We have to look together as an industry, with IRSE in an advisory role, at how we join the dots, in terms of electrification, data and signalling, and rail’s importance worldwide.

The digital railway requires an intelligent, logical approach, working with government and providing value for money.”

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railbusinessdaily.com

July 2021 | 7

Stations

Reimagining what a railway station can be in the 21st century Network Rail’s Principal Architect Frank Anatole discusses creating an environment that better serves passengers and communities

N

etwork Rail has just completed a worldwide search to create a lasting legacy on station design. There were more than 200 entries from designers based in 34 countries to the competition organised with the Royal Institute of British Architects (RIBA).

Each had their own vision on how small and medium-sized stations need to be reimagined to improve the travel experience of the millions of passengers who use Britain’s railway.

The winner was Edinburgh-based architectural practice, 7N Architects, which is now working with Network Rail project representatives to develop their design into a formal proposal.

“What really attracted us to the 7N Architects design was that it was deceptively simple with room to expand – it’s like a Swiss Army knife in its flexibility,” said Network Rail’s Principal Architect Frank Anatole.

7N’s winning entry considers the needs of both passengers and their local communities. The station frontage includes an eye-catching clock tower, which serves a strong civic purpose as a local landmark and a natural meeting place for social activities.

Modular station design Beyond the station entrance, sweeping platform canopies – elegant and refined in feature – provide shelter for passengers. The modular station design can also be integrated into a variety of locations that complement the local landscape.

“We’ve now got an underlying concept which looks classic and elegant in form, and we’re looking at developing it in detail, which we’re tremendously excited about,” said Frank, an experienced design director with almost 30 years of public and private sector experience in transport design and research.

“It went back to basics with the canopy shelter first, and it introduced the iconic tower element which gave it visibility, reintroduced the clock – a classic station icon – with walls only where needed so it is not a massive footprint.

8 | July 2021

“The other great thing about this design entry is that it really cleverly integrates the landscape.

7N Architects has got this idea of bringing the landscape into the station, using local geology to inform the paving and the planting in front of the station, and that continues right into it and onto the platform.”

What really attracted us to the 7N Architects design was that it was deceptively simple with room to expand – it’s like a Swiss Army knife in its flexibility Panel members said the winning concept had been cleverly pared back to create an open and flexible system which, with minimum component parts, aligns with Network Rail’s aspirations to be carbon neutral by 2050.

The design also incorporates the capacity to generate renewable energy to provide most of the station’s power by using translucent photovoltaic panels which provide shelter from rain and dappled shade.

Frank continued: “Sustainability wise it has really high credentials. It can provide up to about 50 per cent of the station’s power requirement so it is quite a green design, uses the landscape well and really brings the community into play with an activity framework concept that has been developed.”

The competition comes at a time when Network Rail looks to put people at the heart of its stations – with the facilities of all sizes integrated with social and commercial activity.

“Holding an international competition allowed us to harness thinking from around the world about what constituted a station built for the community. We ultimately want to put passengers at the forefront of station design,” Frank said.

“Even before COVID there was an increased focus on regionalism, localism and looking at making use of redundant spaces in stations. railbusinessdaily.com

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Stations

“The beauty of 7N’s design is that it is a standardised station model that very importantly links with the community. The imposing clock tower at the front of the station is a great example where people can meet.”

Work is now underway to bring 7N’s concept into a formal proposal that considers construction methods.

Frank said: “We have a period of about four months working up that design because it is still a concept at this stage. There’s a lot of stuff to develop. I always believe that anything in the station people touch or even get close to should have a certain quality of design. How it looks and feels is an integral part of making a station environment more welcoming. We are looking forward to working with 7N Architects during this next phase and seeing how they will bring their design to life.”

Raising design standards The competition is just part of a step change for Network Rail when it comes to station design – particularly for small and medium-sized stations.

Frank is currently advancing a highly ambitious programme of strategic initiatives aimed at improving design quality and standards within the organisation through innovation, crossdiscipline collaboration and design guidance.

“My team have been doing a lot of work developing a suite of design guidance manuals that cover a range of station and operational, building, planning and design management themes. These resources can be downloaded to all registered users on our new Buildings and Architecture Design Hub and are an invaluable tool for project teams and external organisations working collaboratively to deliver the best built environment for the railway.

“We feel passionately that our services and infrastructure should connect people and places in a way which can be used by anyone. That’s why we have developed a set of 10 design principles, from inclusivity to innovation, that aim to ensure a strong design culture is embedded into the requirements for anyone investing in our assets.”

If I can produce a mini King’s Cross or St Pancras at a local station, I’d be quite happy Looking to the future, Frank hopes the hard work going on behind the scenes with station design can play a big role in attracting passengers back, as well as cementing the facilities at the heart of the communities they serve.

He said: “My focus is really making sure we know what we want to produce in terms of station buildings, environments. We have to attract people back to stations and that to me means creating environments that people want to go to and spend time in.

“My immediate focus is to get smaller stations to the same level of attractiveness of some of the larger stations. If I can produce a mini King’s Cross or St Pancras at a local station, I’d be quite happy.

“This isn’t a one size fits all approach though and it will be good to develop other styles, including a heritage-type station. There is an opportunity to develop a catalogue of stations, which is what we are doing with footbridges.

“We ultimately want to champion stations as community assets and the competition offered a really unique opportunity to leave a lasting legacy on our railway and improve the journeys of millions of passengers through quality design.

“I’ve always seen stations as social buildings and they really are in many ways replacing some of the functions we used to have in libraries and even in offices, with some of the bigger stations even becoming retail complexes in their own right.

“Looking at the stations of the future we’re moving into a stage now where the whole micromobility comes into play, more parcels will be transported by train, and stations will become distribution and collection points.

“There are so many exciting opportunities for innovation in this sector and great design solutions are helping to lead the way for the railway of tomorrow.”

To access the Network Rail Buildings and Architecture Design Hub, visit brand.networkrail.co.uk/b/ www/c/en-GB/Registration

10 | July 2021

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I n sFue raat nu cr e

Advice for Railway Companies – monthly feature by Jobson James Rail – The Rail Broker

What is CAHA and why is it relevant to my insurance?

T

he Claims Allocation and Handling Agreement (CAHA) was created back in the early days of rail privatisation. It is a contract between train operators, setting out arrangements for the allocation of liabilities and the handling of claims arising from train accidents.

To minimise the number of claims dragged through the courts and to prevent any embarrassment from rail privatisation creating lots of work for lawyers, CAHA dictates the way that these claims will be handled and stipulates that train companies have to handle their own claims.

The result is that it is not necessary for a third party to establish which CAHA Party (train operator etc) caused their injury and is legally liable for the claim.

While its intention was mainly to agree how claims from members of the public would be handled if there was a train accident, CAHA actually applies to any person who is injured in a train accident, which includes professional railway personnel as well.

Tim Smith Cert CII NEBOSH

At Jobson James Rail, we look at lots of railway contracts and we regularly see that the arrangements relating to CAHA have been extended to contractors and sub-contractors. The consequence is that infrastructure subcontractors, which have elements of CAHA imposed on them under Network Rail contracts, often become liable for injury liability claims up to £7,500, even though they may not have caused them.

Strictly speaking, accepting CAHA terms puts railway infrastructure contractors in breach of their own insurance, which could therefore potentially leave them uninsured. This is because most Public/Product Liability policies contain a “rights of recourse” condition that invalidates the cover if the policyholder has agreed to waive its rights to compensation from the negligent party that caused the claim – which is the whole purpose of CAHA. That is why we arrange for CAHA liability to be included within our clients’ insurance programmes, at no additional cost, so our clients do not have to worry about such contractual terms.

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July 2021 | 11

News

armac and its rail freight partner DB Cargo UK have announced that the delivery of construction materials on a key strategic route will be powered entirely by 100 per cent renewable fuel.

The partners have confirmed that environmentally friendly hydrotreated vegetable oil (HVO) will be fuelling all freight trains running between Tarmac’s Mountsorrel site in Leicestershire and its rail-fed asphalt plant in the centre of Birmingham, as part of an ongoing commitment to supporting the sustainable delivery of the UK’s infrastructure ambitions.

HVO is one of the greenest fuels currently commercially available and is made synthetically through the hydro-treatment of vegetable oils or animal fats, which significantly lowers the amount of carbon dioxide and nitrogen oxide emitted when used in diesel engines.

Previous trials by DB Cargo UK have estimated that as much as 90 per cent of a train’s carbon emissions can be eliminated by using HVO fuel compared to traditional red diesel.

Chris Swan, head of rail at Tarmac, said: “We’re constantly looking to explore and adopt new innovations that support efficient and sustainability delivery, allowing us to move the right materials to the right place for customers. Developing our rail freight capability and capacity is key to our operations and aligns with the national agenda to deliver a low-carbon built environment.

“As the fight to cut carbon emissions and reduce air pollution intensifies, rail freight is becoming increasingly important for our sector and the adoption of new, sustainable fuels will further help to drive down emissions.”

12 | July 2021

multi-million pound, once-in-a-generation improvement scheme designed to future-proof King’s Cross station and radically improve services for passengers has been completed.

The scheme – dubbed ‘King’s Uncrossed’ – involved a wholesale replacement of the over 40-year-old tracks and track layout on the 1.5-mile approach into the station as part of the £1.2 billion East Coast Upgrade.

It also saw the reopening of a disused tunnel after 44 years to add two additional lines into the station from the north. The complex and challenging programme has seen the replacement of: Over 6km of new track Over 30 new sets of points Over 50 new signals Over 20km of new overhead wires.

At the same time as the King’s Cross work, Network Rail engineers have

Photo: Network Rail

T

Once-in-a-generation regeneration scheme set for King’s Cross station A

been continuing work on a new tunnel and 1.9 miles of new line at Werrington, north of Peterborough, so that slower moving freight trains will no longer cut across the East Coast Main Line, helping to unlock capacity on the route. This new tunnel is due to open in the Autumn.

They are also improving the power supply on the East Coast Main Line to enable faster, quieter and more environmentally friendly electric trains to run.

Taken together, these upgrades will deliver improved reliability

and punctuality for passengers, as well as ensuring the route has the capacity to deal with future passenger volumes.

Rob McIntosh, Managing Director for Network Rail’s Eastern region, said: “To complete such an ambitious scheme that will bring so many important benefits to passengers, while at the same time working hard to keep disruption to a minimum, is testament to the dedication and teamwork of the many different professionals who have worked on it.”

HS2 launches Interchange Station construction contract opportunity H

S2 has launched the search for a construction contractor to build Interchange Station. Bidders are asked to put themselves forward for the £370 million contract, which could support up to 1,000 jobs at the peak of construction, as part of the government’s Plan for Jobs.

Interchange Station will be one of the best connected stations on the new high speed network in the Midlands, and is set to pave the way for huge growth plans around the site being led by the Urban Growth Company that will support 30,000 jobs, up to 3,000 new homes and 70,000m2 of commercial space.

These will form part of the

Photo: HS2 Ltd

Tarmac commits to renewable fuel in rail freight

UK Central Hub area plans for 70,000 jobs, 5,000 new homes and 650,000m2 of commercial space, generating £6.2 billion GVA per year and bringing 1.3 million people to within a 45-minute public transport commute of the station.

The station is the first railway station globally to achieve the

BREEAM ‘Outstanding’ certification at the design stage – a measure of sustainability for new and refurbished buildings – putting it in the top one per cent of buildings in the UK for ecofriendly credentials.

The tender shortlist for the contract will be announced later this year and the contract awarded in 2022. railbusinessdaily.com

News

Wales says goodbye to last Pacer trains

Railway workers recognised in Queen’s Birthday Honours

ransport for Wales (TfW) has said goodbye to the last Pacer trains after more than 30 years of service, marking the end of an era for Britain’s railways.

The final Class 143 trains – 143601 and 143609 – ran their last services on the South Wales valleys network having operated the equivalent of over five trips to the Moon and back during their working lives.

The Pacers have now been replaced by larger, more modern trains with better accessibility.

TfW is also pressing ahead with building brand new trains for the Wales and Borders network and the South Wales Metro, which will begin to enter service in 2022.

our Network Rail employees and two British Transport Police officers have been named in the Queen’s Birthday Honours list.

Rajinder Pryor, John Sidebotham, Danny Hawkins and Simon Lloyd have been recognised for various pieces of work, including to support colleagues’ mental health throughout the COVID-19 pandemic, vital charity work in local communities, and promoting diversity across the rail industry.

Rajinder has been honoured with an MBE, while John, Danny and Simon will receive British Empire Medals (BEM).

Two senior British Transport Police officers – Chief Constable Lucy D’Orsi and Chief Superintendent Dennis Murray – were awarded the Queen’s Police Medal (QPM).

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Photo: Network Rail

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Rajinder Pryor

Nick Elliott

A former Network Rail employee, Nick Elliott, who was last year Director General of the UK Vaccine Taskforce, was named Companion, Order of the Bath (CB).

Network Rail Chief Executive Andrew Haines said: “I am incredibly proud to see the contributions of Rajinder, John,

Danny and Simon recognised in the Queen’s Birthday Honours.

“They have all been making a real difference to their local communities and to their colleagues, and it’s great to see their dedication acknowledged at the highest level. Congratulations to all.”

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July 2021 | 13

Infrastructure

Milestone moment for the rail industry Network Rail’s Chief Executive Andrew Haines discusses the Williams-Shapps Plan for Rail and the challenges ahead

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he rail industry needs to change the way it functions – being simpler, more sustainable and more passenger and freightuser centric.

That is the message from Network Rail’s Chief Executive Andrew Haines, who took part in a virtual round-the-table discussion with RailDirector and other industry media.

“The Williams-Shapps Plan for Rail is an absolute milestone moment for the industry and it is a fantastic time to be able to look at reshaping the industry with a white paper which is clear on its intentions and a Prime Minister passionate about infrastructure development,” said Andrew.

“The plan needs to be sustainable, it needs to be affordable, it needs to be passenger and freight user-centric and ultimately it has to be green. I’m really looking forward to playing my part with other colleagues in bringing those things to fruition.”

Launching GBR Details of the Great British Railways (GBR), were revealed in May. The new public body will integrate the railways, own the infrastructure, collect fare revenue, run and plan the network, and set most fares and timetables. Network Rail will be absorbed into GBR to bring about single, unified and accountable leadership for the national network.

Andrew said: “Because this is a once-in-ageneration type change, it is going to take some time with the earliest likely slot for legislation into parliament probably the end of next year.

“Even that will require the department to do a lot of things now at enormous speed – the white paper is a high-level policy document, but there is a huge amount of work to be done to flesh out the detail of what it means.

“I’ve been asked to help pull together some activity for the transitional arrangements. I’ve been absolutely clear that the future is not a revamp of Network Rail – that would be such the wrong thing to do, but Network Rail can play its part in that.”

The round-the-table discussion took place shortly after train operators, Network Rail and unions agreed to talks over potential cuts to rail services and jobs to save the industry money.

14 | July 2021

“The signing of the enabling framework agreement with trade unions is really important as it recognises that there needs to be a change in the sector in terms of our workforce, our working practices and some of the quantum of people we currently employ,” said Andrew.

The plan needs to be sustainable, it needs to be affordable, it needs to be passenger and freight user-centric and ultimately it has to be green “What it tries to do is create a context and framework that we can do that much more collaboratively than the typically adversarial approach, which has been so damaging for the industry’s reputation historically and hasn’t served anybody particularly well.

“I’m not so naïve to believe that because we have signed that framework agreement everything will be sweetness, but it is important we all recognise that if we can approach this phase constructively that will be a better outcome for the taxpayer, users of the railway and importantly for colleagues as well.”

Cost and materials Looking to the more immediate future and Andrew said they are keeping a close eye on material shortages and price inflations suffered by other industries.

“It is not yet having much impact, but it is coming to the fore and is being flagged as an issue,” he said.

“It is much more for us about the price now.

We haven’t had any real availability restrictions impede us yet, but we are now beginning to see quite significant increase in the cost of steel in particular.

“We’ve not had difficulty getting aggregate yet, but we are planning well ahead and getting things ordered earlier, as well as looking into other technologies where we can.” railbusinessdaily.com

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Te c h n o l o g y

HS2 station being brought to life by virtual reality years ahead of opening

Photo: HS2

Virtual reality with eye-tracking and emotion-sensing software to test station designs before building starts

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n an innovative world-first, virtual reality, eye-tracking and emotionsensing technology is being developed in combination and being used to achieve a stress-free passenger experience in HS2 stations.

The technology will be used to develop how passengers will navigate their way around the new HS2 station at Old Oak Common to allow for designs to be tested and refined before building starts.

As part of its innovation programme, HS2 Ltd is working with design and technology SME CCD Design & Ergonomics and station designer WSP to develop efficient and stress-free “wayfinding” for the quarter of a million people who will use the new 14-platform super-hub in north west London each day.

David Watts, Managing Director at CCD Design & Ergonomics, said: “Wayfinding is an immersive, multi-sensory task. Up until now we’ve not had the tools to fully test our designs with real people at the early stages of design.

Developing this tool will give the project far greater scope to get the design right while it’s all still on the drawing board.

16 | July 2021

“We are also able to explore other ways in which immersive tech can help design from improving accessibility, testing ideas for how digital technologies can assist the experience, assessing the right location for commercial units or advertising or helping staff simulate how they will operate the station.”

We’ve taken an innovative approach to use cutting-edge technology to ensure we have it right years before the station opens The successful deployment of the cuttingedge innovation in developing HS2’s station at Old Oak Common offers the potential for the technology to be used to design other HS2 stations, as well as other buildings that have to manage large numbers of people efficiently, including sports venues and concert halls.

Wearing VR headsets fitted with eye-tracking and emotion-sensing technology, three sample groups drawn from members of the travelling public will enter a virtual version of the giant new station.

Finding a path Once in the digital virtual reality, these passengers of the future will be asked to navigate their way around Old Oak Common to reach meeting points, platforms and to change between HS2 and Crossrail services using the signage included in the current design.

In addition, the team will dedicate a further session to passengers whose mobility is impaired to explore what further assistance they might need to navigate the station.

HS2 Ltd Iinnovation Manager Heather Donald said: “The HS2 super-hub at Old Oak Common is the largest single-build station to be built in the UK. Up to quarter of a million passengers will use it to connect between HS2, Great Western and Elizabeth line trains each day, so it is vital that its design is fine-tuned to deliver a stress-free step change improvement in the passenger experience. railbusinessdaily.com

“Informative and clear signage is a prerequisite to ensuring that people using the station and changing between services can move with intuitive ease through Old Oak Common. We’ve taken an innovative approach to use cutting-edge technology to ensure we have it right years before the station opens.”

Eye-tracking technology fitted to VR headsets will monitor in detail how the eye is drawn around the station’s interior, and whether there are any distractions that might contradict or confuse, all of which could hamper easy and stress-free movement.

This will be paired with emotion-sensing software that observes the wearer’s facial expressions and monitors heart rate changes caused by the visual stimulus of experiencing the station in virtual reality.

Refine the design The data collected by CCD will enable HS2 Ltd and station designers to assess and, if necessary, refine designs to help Old Oak Common passengers move smoothly and efficiently around the 100,000 square metre rail interchange station.

Photo: HS2

Te c h n o l o g y

Kevin White, Technical Director, Stations at WSP, said: “With WSP being involved in Old Oak Common’s design for the past three years, we have been able to work with HS2 and CCD to visualise the station in a full virtual environment. The process has brought immediate benefits to the wayfinding that will be fed back into the design, and it has become apparent how this technology can help in many ways throughout the design, construction and operational stages of the station.”

The Old Oak Common station, which was given planning permission in May 2020, will provide connections to London, Bristol and the west and to Birmingham and the north via the HS2 line, the Elizabeth Line and existing rail services.

The station will have 14 platforms, a mix of six high speed and eight conventional service platforms, with an 850m-long station box. It is due for completion in 2030.

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July 2021 | 17

Industry Spotlight

Keeping business on track during a global pandemic GRAHAM’s Civil Engineering Managing Director Leo Martin on keeping the firm thriving and Europe’s largest infrastructure project on track

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or most organisations in the rail industry, the past 12 months have been ones to forget. The unprecedented uncertainty arising from the coronavirus pandemic and Brexit meant that projects stalled, supply chains were disrupted and many firms sadly couldn’t weather the storm and are no longer here today.

Despite the difficulties of the last year and the unclear horizons as the lockdown eases, one firm that is maintaining a positive outlook among the gloom is civil engineering contractor GRAHAM. The national contractor is in a good position looking to the future, and can be proud of what it has achieved in the past year – no more so than its achievements on Europe’s largest infrastructure project, Crossrail.

18 | July 2021

For us, the major challenge of the pandemic has been changing the mentality of people GRAHAM is entering the final stages of work in constructing two brand new stations in West Ealing and Acton Main Line and providing significant upgrades and remodelling to Ealing Broadway.

The West Ealing station works involve the construction of a new station, interior fit-out, telecommunications, step-free access between platforms and street level, and the provision of ticket windows within the ticket office.

Elizabeth line The Acton Main Line station is a reciprocal new build station project. The Ealing Broadway station scheme features the construction of a new curved canopy, new glass structures, a new entrance, and a ticket hall. It also includes platform extensions to accommodate the new Elizabeth line trains, four new lifts, improved staircases and new toilet facilities.

“We remain on schedule for completion this summer despite progress being negatively impacted by COVID-19,” said Civil Engineering Managing Director Leo Martin. railbusinessdaily.com

Industry Spotlight

“Our efficient reorganisation, mitigation measures and health and safety focus in the face of such challenging pandemic conditions have been ‘commended’ by Network Rail.”

The measures put in place by GRAHAM at Ealing Broadway received praise by Network Rail’s Construction Manager Sean Curran, who described the measures to keep staff safe and the work continuing as an inspiration to other projects along the line.

This included extra hand-washing stations, temperature checks, one-way systems, forms and questionnaires, to ensure everyone entering the site was safe to do so to stop the spread of the virus.

“For us, the major challenge of the pandemic has been changing the mentality of people, from working in close proximity and breaking the cycle to make sure people follow social distancing rules while undertaking their works,” said Leo. “Despite the initial disruption when the pandemic hit, we have still managed to progress the Crossrail projects very well and I feel a lot of other organisations have looked to us and how we have put mitigations in place and followed our example to benefit their works.

“COVID-19 has been one of the biggest challenges the industry has faced in most people’s lifetimes. However, I have been really pleased with the feedback from our sites, the teams have been very good at following the rules and continued to make progress despite the increased measures and have remained focused on achieving our construction goals.”

240-year history The Crossrail work (which started in June 2019) builds on 240 years in the construction industry for GRAHAM, and can be credited to the collaborative relationship which the firm has developed with large infrastructure owners over recent years.

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Over recent years, we’ve been really proud of our work in rail “They also demonstrate our reputation for delivering excellence in the rail sector,” said Leo. “Over recent years, we’ve been really proud of our work in rail, delivering some crucial upgrades in the South East for Network Rail, as well as transformative projects such as a new train care facility at Scarborough for TransPennine Express and a brand-new station at Portrush for Translink in Northern Ireland.

“There was also our unique installation of Carpenters Land Bridge for London Legacy Development Corporation, which won multiple awards for its innovative Self-Propelled Modular Transporter (SPMT) installation, a first in the UK. We’ve gradually been building a really impressive rail portfolio and clients are looking to work with us for our ‘can-do’ attitude and ability to deliver works on tight programmes, often while managing multiple stakeholders as well.”

Continued success With this success it comes as no surprise that, despite the wide-ranging difficulties the industry has faced, GRAHAM reported a 16 per cent growth in revenue to £853.3 million in its latest published accounts for the financial year (up to 31 March 2020). The company also posted an £11.3 million profit before tax, which is a 38 per cent rise on 2019 (£8.2 million) and recorded a £10 million improvement in cash at bank and hand (£72.9 million).

July 2021 | 19

Industry Spotlight

Leo credits this to the “hard work and dedication” of the business’s 2,000-strong workforce, and said: “Our divisional strength, sectoral expertise and regional presence all provide a well-balanced service offering.

Undoubtedly, there are still difficult challenges on the horizon, but this solid financial platform positions us well to look forward with confidence.”

Looking to the future, GRAHAM continues to nurture the values that has made it such a trusted and reputable contractor. One of these values is to foster a workplace where people are the core of the business and the force behind its success. A key to this is the development of emerging talent.

Looking to the future Each year, GRAHAM welcomes its next generation of talent through its coveted Civil Engineering Graduate programme.

The programme is part of the GRAHAM Academy, which is an in-house world-class training and development centre. It offers a range of graduate programmes, industrial and undergraduate placements, part-time university study, apprenticeships, work experience, and trainee opportunities.

Since 2015, the GRAHAM Academy has seen more than 120 graduates successfully through its programme. Last year, despite the challenges of COVID-19, 21 graduates were recruited to GRAHAM, from a pool of 300 strong candidates.

Leo explained: “Every year, it is a privilege for me to introduce the next generation of talent to our civil engineering division and to equip them with the tools to grow and become future leaders at GRAHAM.

20 | July 2021

I believe that nurturing and investing in the next generation of talent is crucial for the long-term success “Of course, we have faced considerable challenges presented by the pandemic this year, but I was more determined than ever to recruit a similar number of graduates as we normally do.

“And COVID-19 has not knocked us off course in this regard. That also goes for the content and delivery of the programme, which will be as engaging, practically based, and interactive as always.

“I believe that nurturing and investing in the next generation of talent is crucial for the long-term success and sustainability of GRAHAM. “That is why I am committed to giving young people opportunities, especially when so many avenues to employment are being closed to them.

“I am looking forward to working with, and learning from, this latest batch of talented graduates now and into the future.”

railbusinessdaily.com

Industry Spotlight

Marsh Barton Station The company has commenced works on the construction of a new £16 million railway station in Exeter.

The new two-platform station will be delivered in collaboration with Devon County Council, which provided the initial concept design that GRAHAM then utilised in a Design and Build Contract, along with Network Rail, and train operating company GWR. The project will also involve the construction of a new pedestrian and cycle bridge that will supplement the new station, which GRAHAM will also deliver using its vast engineering expertise.

The new bridge will provide step-free access to the station and improve ‘active travel’ links (cycling and walking) between Alphington, Marsh Barton and the Riverside Valley Park.

Once complete, the station will be located near the ‘Energy from Waste’ plant on the eastern edge of Marsh Barton industrial estate.

The station is a core element of the Devon Metro rail strategy for Exeter “It will provide access to excellent job and leisure opportunities in the area while the new pedestrian and cycle bridge will encourage heathier travel choices. GRAHAM is committed to providing projects that deliver lasting impact and our experience in the rail

sector is vast and wide-ranging. This latest scheme adds to our impressive portfolio, which also includes several projects we are delivering this year for Crossrail alongside Network Rail.”

A spokesperson for Devon County Council said: “The station is a core element of the Devon Metro rail strategy for Exeter and is central to supporting economic growth to the south west of Exeter and to the Marsh Barton employment area itself, as well as Dawlish and Newton Abbot.”

The new station will serve passengers on the Exmouth to Paignton line, via Exeter Central and St David’s, a route operated by GWR.

Expanding area The new station will accommodate services for more than 7,000 people employed at Marsh Barton, while there are also development plans for around 2,500 new homes across the estate, which is currently used for light industrial and office space, along with several car showrooms.

Discussing the project, Leo said: “We’re delighted to be working on this much-needed and anticipated railway station for residents living along the routes of Teignbridge, Exeter and East Devon. railbusinessdaily.com

July 2021 | 21

Diversity and Inclusion

Moving the rail industry forward WSP’s Principal Consultant Mohanad Ismail discusses the need to be comfortable at being uncomfortable to drive forward change

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omentum is building in the delivery of the Equality Diversity and Inclusion (EDI) Charter. With more than 160 rail organisations having committed to change, a Working Group is hard at work to pull together a plan of action.

Each month in RailDirector we’ve been meeting the Working Group, finding out about their experiences and priorities to make the rail industry a more inclusive and diverse environment.

This month we’ve spoken to Mohanad Ismail, a Chartered Engineer and a Principal Consultant at management and consultancy services specialist WSP. For the past five years he has promoted the industry through his work at the Young Rail Professionals (YRP) and as a Board Trustee of Women in Rail, and now he has an important role to play in the EDI Charter Working Group.

“In a more globalised world, I believe an industry’s success relies on truly representing the diverse range of people within its communities,” he said. “It’s proven that having a diverse workforce can drastically enhance productivity within organisations thus positively impacting the industry.”

Moving forward With passion and enthusiasm to match, it was no shock that the Principal Consultant at WSP was invited onboard to help take forward the Charter, created by Women in Rail (WR) and the Railway Industry Association (RIA). It was an opportunity that the former Head of Regions and National Vice Chairman at the YRP jumped at.

“I was happy to join as I see this group as

a true representation of what diversity looks like and what the representation of a more globalised world looks like,” said Mohanad.

“There is a lot of work that needs to be done,

but the Working Group looks like the group that can get it done and the Charter is a commitment and an accountability which is a really good step in creating that change.

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Diversity and Inclusion

“It is fantastic that already so many organisations have signed up to that commitment, but this is just the start and really we are just getting the engine going. Hopefully already it will give people the confidence to speak up.

“The Charter has the potential to have a phenomenal impact if the industry fully follows through on it and supports it. This is a group being led by people with different experiences who are a true representation of the different communities within the country.

“People need to buy into it though, and not because they feel they have to but because they want to.”

“Before the industry can go out and create that major change I think every leader needs to sit down and reflect on what their community is looking like and comparing that to what their workforce is looking like.

“We also need to be comfortable being uncomfortable if we are going to change for the better – if we are always seeking comfort things will never change, so in order to break barriers we need to put ourselves in uncomfortable situations.

“Throughout my life I was always in situations where I was out of my comfort zone and this has enabled me to appreciate different perspectives and develop as an individual.”

Commitment to diversity The EDI Charter Working Group comprises of young professionals in rail chosen by WR and RIA on the basis of their personal commitment to equality, diversity and inclusion and their individual qualities, representing a spectrum of backgrounds, ages, gender, ethnicities, abilities and identities, roles and companies in the rail industry at this particular point in time.

Mohanad hopes to draw on his life experiences and is passionate about highlighting the fact that different people can represent so many different things.

He said: “I might be seen in the street as a black person, you’ll read my name and you might see an Arabic person, if you hear me speak over the phone I’m someone from an English speaking country. I was born in Saudi Arabia, I’m originally from the Sudan, I grew up in Ireland and I now live in the UK and I am of Muslim faith.

“What does that make me? I’m all of it and that is what I want to bring to the Working Group. An individual doesn’t need to be one race or represent a single group of people – different people can represent so many different things and for me it is the recognition of that.”

Every journey has a first step Joining the rail industry is just one example of Mohanad being out of his comfort zone. In fact, it wasn’t until his early 20s that he first got onto a train.

“I fell into the career by accident, and prior to getting on a train for the first time when I was in my early 20s, I didn’t know anything about them apart from Thomas the Tank Engine when I was a kid,” he said.

“I’ve enjoyed every bit of it and I always recommend the rail industry to people now – rail is the way to go. For the past five years working for YRP and the last 18 months as Trustee of WR I have done a lot of work trying to change the perception of rail. It’s not just what you might see from the rail tracks or when you’re on the train – there is so much more behind the scenes.

“I would recommend the transport sector and in particular the rail industry without a doubt, so the challenge is to push out that message and make sure the industry is inclusive for everyone.

“The EDI Charter will play a crucial part in achieving this so it is vital everyone in rail supports its vision, help push its agenda, do it right and give everyone a voice.”

Each member of the working group brings their own experiences and ideas to the table. For Mohanad he thinks the industry and its leaders really need to carry out a huge reflection piece.

You can have a diverse group of people but that doesn’t mean you are inclusive He said: “You can have a diverse group of people but that doesn’t mean you are inclusive, so the priority initially has to be creating an inclusive environment.

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July 2021 | 23

Heritage

Securing the future of heritage railways Oliver Edwards is on a mission to secure the long-term of heritage railways

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Award winner The award recognises the crucial importance of succession generations in securing the future of heritage rail, acknowledging a distinguished contribution by someone under the age of 26.

“I believe wholeheartedly in the ability of our movement to change lives if we work hard enough to get there,” said the 21-year-old, who is a board member of the W&LLR. “As soon as we learned about the lockdown, I suggested we launch an appeal for funds, which raised around £50,000 in the first five weeks. We then changed to appealing for a locomotive, which we needed to complete for services, and raised a further £95,000 in approximately 100 days.

“It’s been brilliant to have raised that money and has really contributed to the sustainability of the railway. The message we wanted to put out was that the money was needed to make sure the pandemic didn’t send us back years in our development.

“It has been a challenging year and it’s been an exhausting one, but I’ve loved the challenge.

24 | July 2021

Photos: wllr

liver Edwards may be a relatively young addition to the heritage railway family, but his impact shouldn’t be underestimated.

In the past year alone, he has led fundraising campaigns that have raised more than £140,000 for the Welshpool and Llanfair Light Railway (W&LLR), had a grant of £169,000 approved for the Embsay & Bolton Abbey Railway, and had three books published on railways.

His efforts, particularly at the W&LLR, haven’t gone unnoticed. At the recent Heritage Railway Association’s (HRA) Annual Awards he was awarded The Lord Faulkner Award for the Young Volunteer of the Year.

“It felt amazing to win the award. I was elated, humbled, proud and quite emotional actually,” he said.

“The awards were virtual so all the messages were pre-recorded, but I was told by my colleagues that they had been done for every nominee shortlisted. I genuinely believed that so it was a real surprise when I was announced as the winner.”

“We should remember though that it is the donors who raise the money and I was just the person that got the message out. The greatest debt has to be with them really.”

In my early teens I found volunteering on heritage railways provided me some escape and this sector, has changed my life Oliver’s fundraising success should come as no surprise. As a 13-year-old he helped out at the Keighley & Worth Valley Railway 1940s weekend, selling 50p recreational newspapers from the time at Haworth railway station – and so raising £400.

“Heritage railways are really important to me and, having started at Keighley, I’ve gone on to work across several heritage railways and organisations,” he said.

“I am of that Thomas the Tank Engine generation so those were my first interactions. I started on my 13th birthday because that was the minimum age you could start.

“In my early teens I found volunteering on heritage railways provided me some escape and this sector, through hard work, has changed my life. It hasn’t just been about personal development, I really love these amazing places.

I was pleased that I could contribute to their survival, and that is still central to my ethos today.”

From that first event at Keighley & Worth Valley Railway, Oliver has gone on to work for numerous heritage railway organisations and at 17 was Marketing Manager at a Scottish museum.

He said: “My work has mainly been in marketing and events, creating marketing campaigns, delivering marketing and event-type projects. railbusinessdaily.com

Heritage

“The first big event I organised was a model railway event spread over several sites when I was 16. It was a real challenge at that age, but great fun too.

“One of the things that’s really important to me is there are lots of volunteers interested in working with engines and the physical sides of this sector, but we will not preserve those artefacts – which I love as well – if we don’t get the finances right.

“To do this we need to deliver proper commercial projects, increasing our revenue.

That is the only way we will be able to sustain ourselves. I didn’t start by thinking I really want to sell things, this just appeared to me the area of most need for this sector, so I trained myself on that basis.”

Farming link Oliver has been involved with the Welshpool & Llanfair Light Railway for nearly two years.

The railway was built in 1903 to link farming communities with the market town of Welshpool, providing them with an outlet for their produce.

“Wales has always had a particular fascination for me – there is something magical about beautiful steam engines running through rolling valleys and hills,” he said.

“This railway does things that are really special, saving trains from literally all around the world that would have been lost long ago if they hadn’t come to this part of Mid-Wales.

“You feel some responsibility for, as well as some agency over, the future of these sorts of pockets of world heritage. It is a pleasure to play a part in maintaining them.”

One of Oliver’s passions is to encourage more young people to get involved with heritage railways.

He said: “We must show people the value of volunteering,” he said “The sector has always had quite an acute problem around the numbers of volunteers, but that problem is increasing now.

Joan, built in 1927

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ZB2, loaned to the railway from Austria

“Volunteering in this sector is going to become more transactional so it is important we consider what people can get out of being involved in heritage railways.

“If we don’t do that in a compelling way, those in other sectors will win the ‘arms race’ for volunteers.

“We have to focus on the social element, we have to give more training and we have to improve retention.”

With heritage railways opening back up after a year of devastation from the coronavirus pandemic, an uncertain future lies ahead – although whatever the future holds, Oliver is likely to be playing his part.

“I am really grateful to those across all number of organisations who have supported me in my journey so far,” he said.

“My ambition for the future includes continuing to climb the ladder in terms of leadership positions. I would like at some stage to be general manager at a heritage railway, or chair.

“I do more fundraising work now than I have previously so I would like to continue that work. It is through fundraising that we can deliver the transformation of the sector to a more viable place.

“I hope to continue to deliver for things that are important to me in the sector around education, around marketing and the increased need for improved commercial outputs.”

July 2021 | 25

People

Samaritans partnership more significant than ever Olivia Cayley, Samaritans’ Head of Rail Programme, on the long-term collaboration that saves lives

A

s footfall figures at the UK’s rail hubs return to pre-pandemic levels and increasing numbers of people make their way through stations and back on to platforms, the need for all of us to identify those around us who may be in distress is as important as ever.

Thankfully, Samaritans and Network Rail began working together in 2010 with the aim of preventing rail suicides and supporting those affected by them, so the industry is now in a stronger place.

The long-term partnership has successfully engaged the rail industry in suicide prevention activities and trained more than 22,000 rail and British Transport Police staff, with many of these course delegates going on to save lives on the railway. In 2019-20, 2,200 potentially life-saving interventions were recorded.

There is a sense, as we have navigated our way through lengthy periods of isolation, social distancing and time away from friends and family, that many of us have more empathy and are better at helping others.

26 | July 2021

Yet, according to Olivia Cayley, Samaritans’ Head of Rail Programme, recent months also underline that Samaritans’ messaging is more significant than ever.

Small Talk Saves Lives is about helping people identify that they have the skills to help people who are vulnerable Olivia said: “One of our key values is human connection and that has been impacted during different phases of lockdown. There might be some positive benefits in terms of increased empathy and a better understanding of mental health issues.

“The message is loud and clear across society right now, and that is that we need to watch out for each other’s physical and mental health. We have had a lengthy period of disconnect and not being in proximity to one another but, as footfall returns, we’re all ready. It is okay to step in, you don’t need to be an expert.”

Changing perceptions That said, clearly the expertise of Samaritans has transformed the manner in which potential suicide on the railways is both perceived, discussed and managed.

Olivia added: “People’s changing attitudes to the impact of suicide is one of the positive aspects of our programme. There has been a massive shift in perception. In terms of behavioural change 10 years is not long, as significant change can take decades, particularly when looking at addressing the stigma attached to suicide.

“The rail industry is becoming its own expert and we take a lot of pride in the way we work together in order to grow our knowledge, although there is still a way to go. railbusinessdaily.com

People

Reaching out There are seven key areas to Samaritans partnership with Network Rail and the wider rail industry. In addition to engaging the rail industry in suicide prevention and support activities these key areas are: reaching out to those most at risk through awareness campaigns; training rail industry staff in suicide prevention; supporting people affected by a suicide; volunteer outreach and support at stations after a suicide; working with the media to encourage responsible reporting of rail suicides and; working with police and health services in the local community focusing on areas of concern.

Training courses equip rail staff with the skills to identify people who may be in distress and presenting as at risk of suicide on the railways, how to approach them, how to start a dialogue, how to carry out de-escalation and, ultimately, how to get people to a place of safety.

Photo: Chris O’Donovan Photography/Samaritans

“What we have learned from various campaigns, and the actions of railway staff, is that those working in rail have a whole other side to the job that they do in that they are caretakers of the general public, and that contribution to the safety of the public is phenomenal.”

The wraparound process that is in place with British Transport Police then leads to people receiving the right levels of follow-up support and help.

Around 150 of these training courses take place year-round, and Samaritans deliver training to all of the train operating companies in England, Scotland and Wales.

Many of those that have undergone the training go on to make an intervention and save lives.

Samaritans’ rail-dedicated team is one of the charity’s biggest, with 13 staff made up of a core training team, media manager and a regionally devolved team that sits across the UK. The regional team and a project officer handle the wealth of data that is analysed from suspected suicides and interventions from British Transport Police and Network Rail, allowing for an everimproving understanding of the nuanced, complex issues surrounding suicide, which is key to suicide prevention.

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July 2021 | 27

People

Network Rail funds two award-winning campaigns. One is called Small Talk Saves Lives, which empowers the public to act to prevent suicide on the railways and other settings.

Olivia explained: “Small Talk Saves Lives is about helping people identify that they have the skills to help people who are vulnerable. It’s a small but simple thing. If you think somebody might need help, trust your instincts and strike up a conversation. That small talk interrupts suicidal thoughts.”

The campaign also highlights that members of the public are not alone – and should also attempt to get the attention of a member of staff, ask a passer-by to alert someone or call the police.

Since 2019, the rail industry has come together to commit to volunteering one million hours over five years to help Samaritans achieve their vision that fewer people die by suicide.

Thirty rail partner organisations have signed up to the Million Hour Challenge, with opportunities for around 165,000 staff to volunteer and support Samaritans’ efforts to be there for people who are struggling to cope.

The Challenge also aims to improve mental health and wellbeing within the rail industry, Photo: Chris O’Donovan Photography/Samaritans

Real People, Real Stories The other key campaign is Real People, Real Stories, which takes the messages of people who have experienced suicidal ideation and provides messages of hope, with an aim to encourage people to seek help before reaching a crisis point.

Olivia said: “We also do lots of media work around the importance of responsible reporting on rail fatalities. That sits alongside promoting positive stories, such as turning Blue Monday on its head with Brew Monday and reminding people that it’s important to look out for each other.

“Within the rail programme team we have an on-the-ground approach in the Network Rail regions, focused on community level engagement around local suicide prevention groups, with local authorities and multi-disciplinaries coming together to look at vulnerabilities in each region and how these can be reduced.”

Samaritans’ rail outreach work has inevitably been hampered by lockdown but the extended team of volunteers are now ready to return to the railways once restrictions are fully eased.

Olivia added: “We have access to a fantastic pool of 20,000 volunteers across the UK and they are able to go out on the network and are incredibly supportive, and are still there to do that vital outreach work.”

28 | July 2021

with rail staff able to sign up to participate in fundraising activities such as Samarathon, the annual virtual marathon, or take part in Wellbeing in the Workplace training.

More opportunities Olivia continued: “One of our core aims of the rail programme is to increase volunteering hours by showcasing these opportunities and also providing more opportunities to get involved locally.

“We have to embrace an ever-changing industry and we have the opportunity, by working in partnership, to continually innovate and learn. We have worked with the industry for a long time now and are excited to take all that knowledge and learning into the next phase of saving lives on the railways.

“We know what we do works but what can we do differently? When we start to look at things in this post-COVID world, what do our partners across rail need from us?”

If you need support, Samaritans volunteers are available on 116 123 or email jo@samaritans.org

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Heritage

Full steam ahead?

As tourists return in significant numbers, Liz Saville Roberts MP stresses the need to support the heritage sector

T

he recent 70th anniversary of Talyllyn Railway as the first heritage railway to be run by volunteers in preservation has provided Chair of the All-Party Parliamentary Group (APPG) on Heritage Rail, the Rt Hon Liz Saville Roberts MP, the opportunity to reflect on the importance of more than 200 minor and heritage railways that exist UK-wide.

The Plaid Cymru MP has seven heritage railways in her Dwyfor Meirionnydd constituency and is clear on the need for ongoing support of the sector as it rebuilds and re-opens following COVID-19, as well as the vital supporting role it can play for the wider UK rail industry.

Liz said: “Heritage railways very much remind us of where our industrial heritage began and there is a long tradition of bringing people into engineering roles and providing hands-on experiences to those that have then gone on to make the railways their career.

“Opportunities on heritage railways introduce people to industry in a way that would otherwise not be possible. Lines like Talyllyn and the Ffestiniog and Welsh Highland Railways provide an opportunity for people to learn their craft before moving on to other commercial rail activities.

“Clearly there remains a vital role for heritage rail to play in looking back at the significant development of the rail industry in the UK and around the world, and also looking to the future of the industry and playing a part in that.

“In an increasingly digital world, where the digital railway becomes a reality, we should not forget that getting hands-on with steel and making things work is a visceral experience that we need in our lives. For many who have gone on to be engineers and take on senior roles, these are the inspiring moments. Often, these moments begin in childhood, with a visit to a heritage railway.”

Long-term support Liz stressed that, while tourism visitor numbers look set to not only return to pre-COVID levels but increase due to the lack of holidays abroad, the sector needs ongoing support to ensure that each and every heritage railway can remain in operation and satisfy the demand that is clearly there.

30 | July 2021

She added: “With the APPG, we are looking to combine the enthusiasm of cross-party parliamentarians from the House of Commons and the House of Lords to discuss and explore what is needed to support the sector via essential funding throughout England and Wales.

Heritage railways have a vital function but, in most cases, the business model relies on tourism, not providing transport.

Heritage railways are not going anywhere but we are anxious to ensure that they all come through and re-open as soon as possible “Last year, tourism numbers were extraordinary in the UK because people couldn’t head to destinations elsewhere in the world and that remains the case in 2021.

There are pressures in terms of the number of visitors to heritage sites and national parks, for instance.

“So one question to consider is how heritage railways could provide a solution there, with a role to play in bringing in different sorts of tourism in a way that improves the experience of visitors and protects fragile areas.

“This approach is already being discussed in Swanage, Dorset, and elsewhere. There is clearly a significant role for heritage railways to play in easing tourism pressures and reducing and managing the number of cars that transport visitors to national parks and vulnerable landscapes and locations.”

Alternatives to coal Then there is the subject of decarbonisation and reducing the use of fossil fuels, which is clearly problematic for a sector with a technology that relies on coal, along with the need to strengthen links with the wider rail industry.

Liz explained: “Heritage railways can actually be at the forefront of the shift from fossil fuels, given that at the centre of these railways is a technology that is built around coal. Coal is a symbol of our industrial heritage, and in the immediate future we are looking at finding a way to support these railways and their continued existence with supplies of coal and how we can also support the research and development of alternative fuels. railbusinessdaily.com

“There is an ongoing enquiry into the use of coal and this is an urgent consideration of both the UK and Welsh governments. There are existing supplies and also the option to import coal but, long term something else is required.

“In addition, heritage railways can support the industry and vice versa. It would be wonderful to see strong and more formal partnerships with Network Rail and TOCs to deliver training, and for more training to take place on heritage railways, providing the right legislative models are in place.”

The Department for Transport’s £500m Restoring Your Local Railway initiative, which aims to accelerate proposals for growth, will see the APPG report back on the role heritage railways can play in the future.

Rail connections As Chair of the APPG, Liz follows in the footsteps of other Welsh parliamentarians with links to rail. In 1911 MP for Merioneth, Henry Haydn Jones, purchased the Bryn Eglwys quarry along with the Talyllyn Railway.

Liz’s own links to heritage railways began with a childhood visit to the Romney, Hythe & Dymchurch Railway, in Kent.

Photo: Barbara Fuller

Heritage

Liz Saville Roberts MP on the Talyllyn railway

She added: “My work with the APPG follows in Henry Haydn Jones’ footsteps. I’m really lucky to have the highest number of heritage lines in my constituency. It is an honour and a great duty to be Chair of the APPG on Heritage Rail.

“My grandparents took me to Dymchurch, and now parents and grandparents still want to give children and grandchildren that same type of experience today. Something that can be passed down the generations is very important.

“Talyllyn was the trailblazer for heritage rail and so many others have drawn inspiration from it.

“It has experienced a difficult 18 months, as have many other railways, but it is great to see them up and running once again, with all the safety precautions in place. The anniversary is significant and a real boost to the railway.

“Heritage railways are not going anywhere but we are anxious to ensure that they all come through and re-open as soon as possible. It is very worrying to see what is happening to some of the smaller lines and they need to be able to access support. We need to do all we can to boost and draw attention to the heritage lines in the UK.”

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July 2021 | 31

Diversity and Inclusion

Challenging macho behaviours and cultures in the transport workplace The new President of Women in Transport, Jo Field, discusses her vision and aspirations for her four-year term

W

Improving diversity Jo is the Founder and Chief Executive of JFG Communications, a consultancy specialising in stakeholder engagement, political communications and diversity for the transport sector.

“I bring my expertise as a communications and public affairs professional to the role of President and I hope I can use my skills to make a difference,” said Jo, who prior to JFG spent almost a decade at Transport for London, where she built and led the stakeholder engagement team.

“One of the key things I’ve done since joining the Board six years ago is helping to raise our profile through effective political engagement, leading our engagement with parliamentarians from across the political spectrum and setting up the All-Party Parliamentary Group (APPG) for Women in Transport in 2016.

“This created a sea change for us. Having that platform for political influence is something that has enabled us to share our members’ views across Westminster and beyond. I want to make sure we build on this platform in the coming months and years.

32 | July 2021

Photo: sarahwillsphotography.com

omen make up around 47 per cent of the UK workforce yet remain underrepresented in the transport sector, accounting for only 20 per cent of workers.

Hoping to change that is Women in Transport’s new President Jo Field. She has recently started her four-year term at the not-for-profit organisation – for men and women – that aims to empower women to maximise their potential.

“It’s an honour to become President of Women in Transport and at such a challenging time for the industry,” she said. “I am a passionate campaigner for gender equality, and I bring this energy and expertise to the role.

“As the transport industry recovers from the pandemic, there has never been a more important time to ensure gender diversity is central to policymaking and that a genderbalanced workforce is involved in the planning, design, construction and delivery of services to enable the industry to build back better.”

“Women in Transport is a membership organisation, so our priority is to make sure we are delivering services for our members that will empower them to maximise their potential, which ultimately will have a positive impact on the transport industry as a whole.”

Five-year mission Conversations are currently taking place with members about the vision, plans and future service offering which will culminate in the publication of a five-year strategy for advancing Women in Transport.

She continued: “I also want to drive forward the recommendations from our All-Party Parliamentary Group for Women in Transport white paper. This will include seeking the support of industry partners and planning the delivery of a campaign and toolkit to challenge perceived macho behaviours and culture in the transport workplace.

“I’m also keen to encourage industry employers to ‘build back better’ following the pandemic and ensure flexible and remote working continues as the industry norm where possible. railbusinessdaily.com

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Diversity and Inclusion

“I’m looking forward to advocating for Women in Transport and boosting our connections with industry, parliamentarians and government to enable us to create positive change for our members and ensure we have an even greater voice on the issues that matter to us.

“One area of recent success has been the creation of our new regional hubs across the country. I want to make sure this expansion of our reach continues, so women and men throughout the country can benefit from our network.”

Jo, named among the 100 most influential women in Westminster and the top 10 most inspirational women in public affairs, is under no illusions as to the challenge that lies ahead in accelerating change.

She said: “The number of women working across the transport industry has remained static in recent years and is nowhere near the level it should be. Currently only 20 per cent of the UK transport sector is made up of women, compared to 47 per cent of the UK workforce.

“I have definitely seen progress during the course of my career. There are some fantastic recruitment and retention initiatives across the industry and the work of organisations such as ourselves at Women in Transport is definitely helping.

“But despite the goodwill across the industry, we are not seeing a comparable increase in the recruitment of women. We need to get much better at shouting about our stories and letting women and girls see what a great industry we work in.

“Once we have encouraged women in, we need to focus on keeping them. That’s why a campaign to tackle the perceived macho culture in the industry is much needed, with more than two-thirds of women in our recent survey saying this is an issue.”

Jo added: “Shockingly the same survey also revealed that 70 per cent of women said they had experienced discriminatory behaviour or

language – this included derogatory or sexist remarks, jokes or statements targeted at them.

So these are just some of the barriers women report facing in the transport industry.

70 per cent of women said they had experienced discriminatory behaviour or language – this included derogatory or sexist remarks “Personally, one of the biggest issues for me was realising that although there are some

fantastic role models in the industry, there are not enough women in senior leadership positions.

“But this was the catalyst that inspired me to campaign for change and reach out to encourage more women and young people to consider transport careers.”

Creating a new mindset An accomplished equality and inclusion leader, Jo has driven forward pioneering equalities initiatives including a women’s sponsorship programme, an award-winning accessibility campaign and an innovative youth panel.

Jo concluded: “We all have a part to play in driving change within the sector, now more than ever. The transport industry is at the forefront of recovery from the pandemic so all eyes are upon us.

“We don’t yet know if people and businesses

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Diversity and Inclusion

The Women in Transport team 2019

will continue working from home and travelling less, but we do need to keep investing in transport and we need to keep encouraging people back onto public transport following the pandemic.

“New infrastructure like HS2 is so important in creating jobs to aid the economic recovery.

railbusinessdaily.com

“So there has never been a more important time to ensure gender diversity is central to policymaking and that a gender-balanced workforce is involved in the planning, design, construction and delivery of services.

Individual organisations can play their part by establishing gender inclusive recruitment and retainment practices. These should include

factors such as inclusive job descriptions, removing personal details such as names from CVs, and ensuring interview panels are diverse.”

Visit www.womenintransport. com for more details.

July 2021 | 35

Finance

Government agrees conditional £1.08 billion funding deal with TfL Transport Secretary Grant Shapps says the package will support the transport network through the pandemic and ensure it is a modern and viable network for the future ransport for London (TfL) has reached an agreement with the government for extended financial support until 11 December 2021.

The government says the settlement, worth around £1.08 billion, will provide financial support, accelerating crucial reforms to ensure TfL becomes financially sustainable in the long term.

London’s Transport Commissioner Andy Byford said: “The pandemic – during which our staff have worked so magnificently to keep London moving – has shown our financial model, with such a disproportionate reliance on fare revenue, to be not fit for purpose.

“We are working hard to rebuild revenue through attracting people back to our services with nearly 60 per cent of pre-pandemic ridership already travelling again.

“The funding agreement with the government provides £1.08 billion in base funding and further support should our passenger revenue income be lower than forecast until 11 December 2021 to enable us to continue to run near full levels of service to stimulate London’s recovery and deliver a host of improvements like the Elizabeth line, Northern line extension and expansion of London Overground.

“It is vital that we also use this period to agree a longer-term settlement so that we can plan effectively for London’s future and deliver maximum value for money through our contracts and supply chain.”

Within the funding period to 11 December, the Mayor of London has agreed to: eliver £300 million of savings or new D income sources in 2021 to 2022; I dentify new or increased sources of revenue for TfL of between £0.5 billion to £1 billion each year from 2023; P repare a plan to accelerate TfL’s existing modernisation programme of £730 million

by April 2023; Review TfL’s generous pensions scheme; P repare a revised medium-term capital investment programme; 36 | July 2021

Photo: prochasson frederic / Shutterstock.com

T

S et aside at least £100 million to continue the delivery of healthy streets and active travel programmes; arry out a joint review with government of C demand on London’s transport network to ensure service levels are appropriate.

Andy added: “The conditions placed on us by the government agreement and the amount of funding we will receive means we need to find a

We need to find a further £900 million of savings further £900 million of savings or new income this year compared to our approved budget and on top of the £730 million of savings already assumed in our business plan.

“We will work through this while protecting frontline services to deliver what London needs and to play our full part in recovery,

decarbonisation, improving air quality and promoting active travel.”

The Mayor has agreed to work collaboratively with DfT on a joint programme for implementing higher levels of automatic train operation on the London Underground, as is the case on many metro systems worldwide.

Automated tube lines Over the course of this funding period, the Mayor and TfL will make progress towards the conversion of at least one London Underground line to full automation but with an on-board attendant. TfL will also lead market engagement into technology for protecting passengers at station platforms.

Transport Secretary Grant Shapps said: “This £1.08 billion financial package will support London and its transport network through the pandemic, and ensure it is a modern, efficient and viable network for the future.

“Throughout this process, the government has maintained that these support packages must be fair to taxpayers across the UK and on the condition that action is taken to put TfL on the path to long-term financial sustainability. As part of the settlement, the Mayor has agreed to further measures that will help ensure that.” railbusinessdaily.com

Freight

Transforming River Tees into the UK’s most successful port region PD Ports Chief Commercial Officer Geoff Lippitt on the vital role of rail freight in its future

P

D Ports is on an ambitious journey to transform the River Tees into the UK’s most successful port region by 2050. It is a bold vision for the port currently ranked fifth in the UK by volume, but one that should certainly be taken seriously.

One of the few in the UK to see growth during the coronavirus pandemic, Teesport contributes £1.4 billion to the economy annually, supporting more than 22,000 jobs across the Tees Valley alone.

Remarkably, this success story comes just six years after the port lost a third of its business overnight when the local steelworks collapsed.

Geoff Lippitt, Chief Commercial Officer, said hard work, investment and an ongoing journey of diversification has made the organisation stronger and more resilient at a time when many have been struggling.

“COVID has been cataclysmic for a lot of organisations, but our cataclysmic event happened five years prior when the steelworks shut – a third of our business disappeared overnight because it was a distress collapse,” he said.

38 | July 2021

“We had to completely rebalance our business.

Some years ago we’d already decided to develop a container model and intermodal terminal so that our structure was in place to create new sectors and accommodate changing markets. It’s probably been our most successful five years and we’ve rebuilt all the value and volume.

Rail has always been an important factor for ports because it is a reliable, sustainable and sensible way of moving products “Five years ago we did nothing in animal feed and we did nothing in construction materials – they were probably two of our biggest flows last year in Tees dock.

“The other materials that flowed through the port were still needed – we still needed to heat homes and drive cars but a lot of the reasons for our success was because our products in import and export were not retail driven, but more production driven.

“Now, the opportunities that sit around the whole of the North of England mean that by 2050 Tees will be one of the top estuaries in the UK in terms of volume.”

Beyond freight The journey of diversification has been led

by Geoff, who is responsible for driving the commercial business development activities across the company. At the heart of that is the rail freight offering, with a further 50 per cent growth in rail services expected over the next 10 years.

The port currently offers 25 intermodal services a week and more daily services to Scotland than any other port in the North of England.

“We have long been advocates for rail freight at PD Ports and this forms a large part of our future vision to establish the River Tees as the UK’s most successful port region by 2050,” he said. railbusinessdaily.com

Freight

“Rail has always been an important factor for ports because it is a reliable, sustainable and sensible way of moving products to and from ports, and it helps with efficiency and planning.

Add to that the green industrial revolution sitting top of the government agenda and there has never been a better time to make the switch from road to rail, saving on time, costs and carbon emissions.”

New connections PD Ports has recently added a new freight connection at Elderslie, West Central Scotland – an extension of the existing Teesport to Doncaster service. The flexible triangulation plan, operated in conjunction with GB Railfreight, allows its customer Containership to decide almost on a daily basis which of three paths it wants to run trains on.

Geoff said: “As pressure mounts to reduce carbon emissions and increase efficiencies, every time a train runs on this new service it takes up to 60 vehicle movements off the roads.

“The expanded network allows for the deposits of empty containers and the collection of new cargo in Elderslie, ready for export via Teesport.

“The new connection enhances the initial service offering and allows for the incorporation of new supply chains while adding to the already well-established, daily routes from Teesport to Mossend and Grangemouth.”

September marks Geoff’s 10th anniversary at PD Ports. He has over 37 years’ experience in the logistics and transport industry with a background in operational and general management, as well

as in business development and marketing.

Prior to joining PD Ports he worked at Kuehne + Nagel as Vice President Global Business Development – Drinks, in a role which saw him making sure drinks get into bars.

“It is what some would have called the dream job working with pubs and brand owners around the world looking at their supply chain around wine and other premium products,” he said.

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railbusinessdaily.com

July 2021 | 39

Freight

“It was a great job and a very different pace to the maritime sector, but when I’d done three continents in one week I thought it was probably time to hang up my boots.

“So, instead of visiting places like Singapore, New York, Paris and London, I swapped that to be able to go to Middlesbrough, Scunthorpe and Hull.”

It is not a move he regrets. Over the past 10 years he has been instrumental in driving forward relationships with Transport for the North and continues to play a key role in lobbying for critical improvements to the UK transport infrastructure as part of the Northern Powerhouse agenda.

Last year he also became a board member of the Rail Freight Group.

“I’d worked in the port sector and the shipping sector beforehand so I knew what it was going to be about and it has been a fantastic role which puts me at the heart of what the business does. It’s great to be working at a business which has really got its finger on the pulse with customers,” he said.

“It’s given me some great opportunities to talk to lots of different types of customers, see lots of different things, and it is very satisfying when new trains start, new operations and new shipping lines come in.”

Transformation Geoff is also trying to create positive change for the industry on the whole. Passionate about making the rail industry more attractive for the next generation of workers, he is also vocal on the need of improved infrastructure – particularly when it comes to the Transpennine route.

“It has been a long-held aspiration, but that is a technical issue for the infrastructure piece,” he said. “There is a wall of available freight that would move – as it is moving by road at the minute.

“There’s a number of gauge enhancements and some physical structures to change including four or five tunnels, some of which are quite complex.

“We need to see some action and although there is a lot of talking and meeting of minds, I’ll be more convinced when I see the actual plans.

It’s great to be working at a business which has really got its finger on the pulse with customers “I do think there is an incredible amount of potential for rail freight in the coming years.

I’ve spoken a lot of intermodal, but also an important piece to talk about is construction materials. If the UK is going to embark on a large series of construction projects for infrastructure it needs to move the raw materials to do those things.

“Rail is the most efficient way of doing that so I think rail has got a real important piece to play in that whole growth of our rebuilding and

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rebalancing, and it is not lost on me that the two growth sectors in rail freight are intermodal and construction materials.”

Like everyone involved in the rail industry, Geoff has been reading with great interest the plans for the Great British Railways, specifically around freight.

“I’m pleased we’re getting this new framework for Network Rail, but we have to get to a position where the automatic default for getting big enhancements is not necessarily coming to the private sector and saying ‘can you do a contribution to a rail bridge 60 miles from here’,” he said.

“I think there is a massive challenge, but I welcome the numerous mentions of rail freight in the Williams-Shapps Plan for Rail. It is a wellconstructed document and it is a good starting point, but the proof in the pudding is going to be in the eating. We’ve got to start to deliver on some of things in there.

“If something doesn’t get delivered, I won’t be having the same conversation with you in six years’ time – we’ll have moved on from rail freight and done something else – the markets will find another way.”

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IFnedaut us tr rey S p o t l i g h t

Putting you on track to accelerate your net zero programme David Pateman, Managing Director at DGP Infrastructure, discusses the company’s new platform to build back greener

P

ressure is mounting for everyone to play their part in bringing all greenhouse gas emissions to net zero by 2050.

Companies are looking at green initiatives and new measures are even requiring businesses to make the commitment and publish clear and credible carbon reduction plans before being able to bid for major UK Government contracts.

In a bid to accelerate its net zero programme and add weight to tender submissions, DGP Infrastructure has launched a specialist Net Zero Mobilisation Hub. “We will take full responsibility for your site establishment through the life of your project to help you become net zero,” said DGP Infrastructure Managing Director David Pateman.

“Our integrated solution will allow you to do what you do best – delivering for your clients.

DGP will take away the inconvenience of multiple subcontract awards at the outset and provide you with an establishment that simply works.”

Company focus Electric vehicle charge points, cycle parking, eco-friendly open-plan accommodation, heating and lighting, and utilities set-up are just a few of the many aspects that the company will look at when making quantifiable decisions to remove carbon and support construction projects.

David, a former Commercial Director at Balfour Beatty with more than three decades of experience across major projects in transport, civil engineering, utilities and telecommunications, said: “We can also include traffic management, site logistics, waste management and security, all fully COVID-19 compliant, leaving you to focus on what you excel in – construction.

“On-site logistics plays an increasing important role in helping the construction industry work towards net zero by 2050.

“Reducing waste and transport to sites, embracing all electric vehicles and creating an energy-efficient site compound all help in making quantifiable decisions to remove carbon from our industry.

42 | July 2021

“DGP is committed to partnering with innovative environmentally sustainable suppliers, to offer the construction industry a comprehensive integrated mobilisation hub for site establishment, with the latest environmentally friendly, carbon-reduction and carbon-free options.”

The launch of the Net Zero Mobilisation Hub is set to further build on the company’s reputation, which has seen the team work with many Tier 1 contractors including Mace, Balfour Advertorial

Beatty and Lendlease, on iconic projects such as The Shard, Birmingham New Street station and HS2.

The launch comes shortly after DGP revealed three new senior appointments to expand its newly formed UK Infrastructure.

Joining David are Non-Executive Director Darren Ramsay and Operations Director Michael McMillan.

Michael said: “I’m thrilled to have joined DGP Infrastructure at a really exciting time for the business and lead the operational strategy. There will be a special focus on both environmental and carbon-reducing operational solutions for our clients.

“DGP’s focus on innovative solutions and strong client care will continue and I’m looking forward to working with the many existing clients we have and welcome the new. We will continue to put them first as we develop our footprint in the infrastructure sector.”

For more information visit www.dgpinfrastructure.com, contact David Pateman on 020 8114 0307 or david.pateman@dgpinfrastructure.com

railbusinessdaily.com

DGP Infrastructure provides construction and support services to the rail infrastructure sector throughout the UK. Our new Net Zero Mobilisation Hub takes full responsibility for your site establishment through the life of the project to help you become Net Zero.

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Te c h n o l o g y

The railway carriage of the future Go-Ahead’s Chief Strategy and Customer Officer Katy Taylor discusses being more imaginative when it comes to train carriages

T

rain carriages that can be adjusted from ‘commuter mode’ to ‘leisure mode’ and additional cycle storage space are among the concepts for the future being considered by The Go-Ahead Group as the industry prepares for a return of passengers to the network.

The blueprints, released in partnership with the rolling stock company Angel Trains, featured train carriages with flexible zones to accommodate an increased provision for passenger bicycles or luggage.

“This is a signal to the industry to be more imaginative and creative as, if we are honest, train carriages are pretty similar, not very inventive and not very imaginative,” said Katy Taylor, Go-Ahead’s Chief Strategy and Customer Officer.

“The designs also send a message to the customers and general public that we do care and we recognise we need to do more to attract them back. Although passengers are and will keep returning to the railways as COVID-19 restrictions are lifted, travel habits are changing, and we need to plan for the future.”

Changing seats Under the design concepts, sliding armrests allow seats to be switched from airline-style individual seats to communal benches for family groups. Neighbouring seats can be folded down when pressure on space is less acute to provide additional surfaces for travellers’ belongings, for laptops or for food and drink.

In some carriages, perch seats and benches could be created offering extra space for passengers to

“You see so many families spread across chairs facing one direction – how about creating an environment where they can sit in an arch of stools or in a little pod – it would be much nicer and improve the whole experience. Having that flexible offering means we can cater for the work and leisure audience needs all with the same trains.”

plug in and work on electronic devices, reflecting an increasing expectation that it should be possible to work or stay connected anywhere.

“As an operator, one of the really big things is that there is no flexibility in our carriages. They are what they are and what would be nice, and they actually do this in Japan in a limited way, is if we were able to change the seats around for different customer groups,” said Katy.

“I would like the flexibility to be able to change things, so maybe for the morning journeys it is fairly pedestrian, but maybe on a Friday evening we can change that configuration. The train can go in a depot and someone changes it around so there is a lot more storage, more standing areas and more family grouping areas, ready for the weekend leisure traveller.

Creating room The designs, from the company that operates the largest rail operations in the UK – Southeastern and Govia Thameslink Railway (Southern, Gatwick Express, Great Northern and Thameslink) – also includes secure cabinets to store folding bicycles, with vertical racks at the end of carriages capable of holding full-size bikes.

Other changes being examined include the installation of permanent hand sanitiser dispensers, antimicrobial finishes and touchless doors to reflect greater public awareness of hygiene.

Katy said: “Many more people are already taking bikes, the government has got a massive push around funding and policy around active travel, and our trains aren’t suited to that at all at the moment.

“We don’t have a huge amount of storage generally – certainly on our commuter trains. If we really think there is going to be more leisure and less commuting, with the potential of more bikes and more luggage, we are going to need more storage.

“I think sometimes as an industry we are too risk averse and too worried about doing something different and we need people to be bolder about doing some of this.

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Te c h n o l o g y

“If I’m honest a lot of these designs have been created before, but they’ve just never been implemented as there has never been an appetite because it has really been about putting in as many people as possible and managing your peaks.”

Improving technology Digital displays are being designed by the operator which show passengers where seats are available on board a train, and new under-seat storage areas could be created in anticipation that passengers will be carrying more luggage.

Katy, who oversees the strategic direction of the business, said: “For me I think the UK’s rail network should be aspiring to be the best – you want people in Europe to be saying ‘if you go on holiday in the UK don’t hire a car, just take the train’. It is about having that reputation of creating an amazing experience on amazing trains. The decision though around the future fleet designs sits with the Department for Transport, but I hope these designs create a bit of inspiration and they are noted.”

Katy, who has been at the Go-Ahead Group for nearly nine years, will next month be taking on a new challenge at Southern Water as its Chief Customer Officer.

“I’ve loved my time at Go-Ahead. The people in transport are brilliant, so enthusiastic and so community minded and that sense of public service has been great,” she said.

“For me and my time at Go-Ahead it has been all about change and I am really happy that I leave having delivered a culture change strategy, changing the way we treat our people; and a reputation strategy, changing the way people think about us and how we engage with stakeholders.

“I believe there is a much bigger customer focus, which has resulted in genuinely different services, better fares and better information. For me though the point of diversity is still a blocker in the rail industry and we have a long way to go when it comes to gender diversity and ethnic diversity.”

Although optimistic about the fundamental means of rail as a transport mechanism, Katy does think there are some areas of concerns about the future and change is needed.

“We really need to make sure the rail industry is fit for the future and that we have the right people to get the customers back – because if we don’t give them what they need and get them back, they will go elsewhere,” she said.

“We can’t hit net zero by 2050 without moving significant numbers of people off private cars, but we need to make sure we are focusing on customer outcomes.

“Every journey you take by rail there is another

one if not two or three modes that are competing in a really commercial, innovative customerfocused way. As an industry we have to raise our game when it comes to customer focus, retain and attract entrepreneurial, commercial, innovative people to drive passenger growth, passenger recovery, modernisation and technology. We need to make sure the industry is attractive.

“The morning rush hour is likely to be less acute, with more demand for off-peak services during the day, as people space their journeys out.

Commuting patterns will be more flexible than the traditional nine-to-five for many passengers, and we need trains to reflect that flexibility.”

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July 2021 | 45

Ve r y L i g h t R a i l

Creating connectivity through innovation Pre Metro Operations Ltd Director Phil Evans discusses the Stourbridge ‘Shuttle’ and an operation leading the way through innovation and cost-effective VLR

A

t just over three-quarters of a mile long, the Stourbridge ‘Shuttle’ operates on the shortest branch line in Britain; it’s also thought to be the shortest in Europe.

Don’t be fooled by its size. Since the Very Light Rail (VLR) system replaced a traditional railway operation in 2009, it has completed over six million passenger journeys and has covered more than 600,000 miles.

Its importance also goes far beyond the passengers who rely on the three minutes to get between Stourbridge town centre and Stourbridge Junction railway station.

“The Stourbridge line is an essential part of the West Midlands travel area and I think the industry can probably learn a great deal from what we’ve achieved over the past 12 years,” said Phil Evans, Director at Pre Metro Operations, which operates the service on behalf of West Midlands Trains (WMT).

“The first is patronage, which thanks to our customer-focused service is 50 per cent higher now than when we started, and the other is the reduction in costs which are 50 per cent of what the traditional railway would expect to incur on a service like that.

“The latter is down to what we’ve done across the board – the engineering costs are lower, the maintenance of the vehicle is lower, the crew costs are lower because of the way we operate and generally speaking our overheads are lower as we don’t have a large bureaucracy managing us.”

Phil, a qualified accountant who has spent more than 45 years in public transport, says there are similarities between how Pre Metro has operated the Stourbridge ‘Shuttle’ with the Williams-Shapps Plan for Rail white paper.

Improving service quality Under the plans announced in May, the new Passenger Service Contracts will include strong incentives for operators to run highquality services and increase passenger numbers.

“The way we operate at the moment is as part of the franchised railway – we are a contractor to West Midlands Trains which holds the franchise – so we are operating a service on Network Rail infrastructure to specifications set out by regional government,” said Phil.

46 | July 2021

“We do not take the revenue risk – so again that is similar to some of the proposals in the white paper – we operate and get reimbursed for our costs plus the three per cent margin. So although we are a standalone operation, we are still performing to the specifications that are set out by the Department for Transport and the West Midlands Rail Executive (WMRE).”

Over the past few months the UK’s only currently operating VLR has seen some big changes.

The whole branch line has had major modernisation works, overseen by Network Rail – the first total renewal of the track since 1902.

Remarkably, from planning to completion, the whole project took eight weeks – normally it would take 18 months.

The super-fast approach was made possible by working closely with WMRE, WMT and Network Rail to complete the upgrade while passenger numbers were low during the latest COVID-19 lockdown. There is a new railway, new sleepers and new ballast – the entire track was significantly upgraded to ensure services can run effectively, frequently and smoothly,” added Phil.

“The work is a real sea change for the service.

Two of the difficulties we’ve had since we’ve commenced operations at Stourbridge were the small size of the Class 139 and the reaction between the short wheelbase of the railcar and the jointed track. In just over one kilometre, there were 76 pairs of rail joints. You can imagine what it was like on a small vehicle bumping over some of those rail joints.

Very Light Rail Very Light Rail or Ultra Light Rail as it is sometimes known, describes the form of transport that is small railcar-type vehicles that run on steel rails typically in towns and cities.

Pre Metro’s existing operation at Stourbridge is currently the UK’s only operational example of VLR. Its vehicles are broadly described as being lightweight (typically less than one tonne per linear metre), are self-powered and carry between 20 and 60 seated passengers.

The infrastructure required for VLR schemes is both low-impact and cheaper than the infrastructure used by conventional trams.

railbusinessdaily.com

Ve r y L i g h t R a i l

“Network Rail has been superb and thanks to the work we now have continually welded rail from station to station, which I hope will help encourage people to return to the railway quicker than they otherwise would have done.”

Driving innovation Looking to the future and Pre Metro Operations wants to build on its innovation and also the green agenda, led by the use of its environmentally friendly Class 139 Railcars.

The company has also been involved in the development of a futuristic self-propelled hybrid light rail vehicle that incorporates the use of a biomethane engine with battery energy storage.

“Environmentally friendly operation is vital to the future of public transport and we’re hopeful that developments such as the biomethane project will provide some direction as to how future vehicles will be powered,” said Phil.

“As a company we are moving forward in two directions at the moment. We’ve just signed contracts to provide test drivers for the VLR innovation centre in Dudley where the Coventry shuttle vehicles will be trialled and tested.

“We’ve done a similar thing with the Transport Design International/Eversholt Ironbridge

Centre where a single unit railcar will be trialled and tested. So we will be working with the industry to develop these low carbon vehicles.

“The other thrust of the company is to try to win several ‘Restoring Your Railway’ initiatives via the Department for Transport (DfT). We are eager to engage with scheme developers and franchisees looking to establish cost-effective and green solutions to restore Britain’s rail connectivity.

The Stourbridge line is an essential part of the West Midlands travel area “We have submitted one bid ourselves which would connect Stourbridge up the existing freight line to Brierley Hill – it is in with the other 85 schemes awaiting consideration by the DfT. “If we are successful, we will get up to £50,000 to complete the business case and

come up with decent costings in conjunction with Network Rail. We want to provide a similar ‘Shuttle’ service up to Brierley Hill centre and the shopping centre complex there.”

A brighter future With the work underway and the plans for the future there is no wonder Phil is optimistic for the role VLR has to play in creating connectivity and taking cars off the road.

“VLR provides better access between local homes, services and job opportunities, without adding more traffic onto roads,” he added.

“Ultimately, operations like ours encourage residential and commercial growth within local communities and are a step towards creating UK-wide connectivity through low-cost, ecofriendly rail.

“I think VLR has a successful future. Purely on a cost basis you don’t have to spend £20 or £30 million pounds on building a new railway station. You can do it very, very cost effectively at a fraction of that. Overall everything is moving in the right direction and as far as the climate change agenda is concerned, we already have the experience and interest in operations which will not be based on fossil fuels.”

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July 2021 | 47

Environment

Keeping organisations healthy and virus-free Envelo Founder Stephen Collicott discusses his passion for clean, healthy environments

T

he drive for clean, healthy environments for work, leisure and travelling is more important than ever. Key to this is successfully fighting airborne transmission of coronavirus and indeed any other viruses such as the flu.

Leading the fight is Envelo. The company was born out of recent flu outbreaks with a remit to create, maintain and monitor healthy spaces using new online and apps-based technology, process change and the best suppliers and products in the marketplace.

“Our mission is straightforward – to ensure that your bubble is healthy and virus-free day in, day out,” said Stephen Collicott, one of the company’s Founders. “Should you experience a virus or other sickness outbreak, our measuring and monitoring system will ensure it is detected at the earliest stages.”

It was during a Rail Alliance event in 2019 – which was about connecting SMEs with a remit to promote mutually beneficial opportunities in the rail industry – when the first seeds were sown.

“I met an interesting company, which led to another meeting a few months later at which the owner showed me his core product – an antimicrobial surface protector – which had just completed clinical trials,” Stephen said.

“We could see the opportunity for presenting this to the rail networks. This is what I have spent the past 12 months working on.

“However, it soon became apparent to us that surface protection was just one of a suite of solutions that were required to help the rail networks become resilient in the face of a virus that changes, and set against a pandemic that brought public transport to an abrupt halt, only to be followed by juddering starts.”

Starting the journey Stephen said it was the start of a journey to address surface protection, repairing the air, and protecting people.

He said: “We met with several organisations including Dyno Pest and CE Connect. Fast forward a few months and we now have Envelo with a team of hugely experienced people – in business, marketing, operations, and systems development.

48 | July 2021

“It is our mission to ensure that every organisation remains healthy and virus-free 24 hours a day, 365 days a year. So, we have developed a measuring and monitoring system to detect and contain a viral outbreak.

It is our mission to ensure that every organisation remains healthy and virus-free 24 hours a day, 365 days a year “We help clients manage their risk by repairing the air and protecting their surfaces, all wrapped up in apps-based technology to provide ongoing monitoring.

“This is so important given the reluctance of people to return to the spaces they previously cherished or regarded as safe.

“Although we have developed impressive systems and use best of breed products, we work on a human level with people, one to one, oneto-many helping them ‘get back to better’.

“The prevailing norm seems to centre on what I call ‘soap and hope’ – that if organisations simply up the ante on their cleaning then all will be well, when in fact more is needed if an organisation is to promote real wellness in the spaces occupied by their people; be they pupils, patients, guests, visitors, or workers.”

Worldwide rollout Such has been the initial success that the company is already in talks with train operating companies in the UK, Ireland, Germany, Norway and China.

The company is also getting involved in establishing health and safety standards on the engineering and operational side of the railway. railbusinessdaily.com

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Environment

“We are opening doors and showing people what is possible,” Stephen said. “Sometimes as an SME you are given the opportunity to be part of a change and to have an impact on standards.

These are usually supplier-led standards.

“But you can only go so far because of the inherent commercial interest that is behind the pushing for the standard. This is acceptable in some circumstances, not so in others.

“The rail industry is set up to have that independent management from a standards perspective. So, we aim to work with the organisations that are setting the standards within the rail networks.

“We can help by sharing our data, our knowledge, and our vast experience on the rail networks and that’s just for starters. The future looks very encouraging.”

Passion project Stephen’s passion and impact on the railway should come as no surprise as he is following in the footsteps of his grandfather, who was a train driver and a railway man.

He joined the industry as a graduate trainee for RailTrack on the infrastructure side, just after privatisation.

“I am a civil engineer by profession and training and have held several roles in the industry, moving from engineering and civil engineering over to mechanical and electrical,” said Stephen.

“After a short career break in Hong Kong, I returned to the UK with valuable experience including the ambition to be a shareholder and not just an employee.

“My last two main industry roles were as head of stakeholder engagement for NSAF Rail and latterly as the Technical Director for

50 | July 2021

the Railway Industry Association, where I sat on several boards.

It can be challenging to bring innovative projects and concepts into the rail industry “Next stop was working for several SMEs and larger corporations connecting them through mutual commercial interests and opportunities.

“In the past five years I have been helping different SMEs to scale up and work with many parts of the rail industry and enter other sectors.

“It can be challenging to bring innovative projects and concepts into the rail industry.

“You must be spot on when it comes to developing the innovation process, having the knowledge of what is required and ultimately knowing how the project should work and the people should pull together.

“It is challenging, but exhilarating, converting the energy and vision that SMEs have into a commercially sustainable business model.”

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railbusinessdaily.com

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RBD Community

The new platform bringing together the rail industry RBDCommunity’s Head of Product and Marketing Eli Rees-King discusses her career journey and the track ahead

T

he railway is on an exciting journey of change as it undergoes its biggest transformation since privatisation, while also leading the way in achieving net zero targets.

Helping to bring the industry together to overcome the bumps in the rail, railbusinessdaily (RBD) last month launched RBDCommunity – a dedicated business resource specifically set up to meet the needs of organisations working in the sector.

“The RBDCommunity is a place where new business relationships can be forged, collaborations can be nurtured, and company profiles can be raised,” said Eli Rees-King, Head of Product and Marketing.

“There will be plenty of dot joining and connection-making and it is our mission to make the community a hotbed for new business opportunities either through networking and engagement or by acting on market intelligence carefully curated by the RBDCommunity team.”

Eli was appointed last month alongside Rachel Woodman, Client Relationship Manager, joining Dan Clark, Head of RBDCommunity, to launch the business gateway to collaboration, business support, and growth.

“Helping to establish the RBDCommunity plays on all of my experience, knowledge and connections and being at railbusinessdaily.com feels like my natural home,” said Eli. “It might be the companies that are named as members but let’s not forget it is the people within those companies that make the real difference, and by tapping into an engaged and proactive community that offers advice, collaboration opportunities and the chance to do business – this is what the RBDCommunity is about.”

Team-building Eli was previously a Marketing Director at Birmingham Centre for Railway Research and Education (BCRRE) Rail Alliance and a key member of a small but very effective team providing rail business support to organisations in the supply chain.

Having worked in the rail industry for close to seven years, and before that in a number of other sectors, including automotive, Eli’s skills and 52 | July 2021

experience set her in good stead to help grow and develop the RBDCommunity and support the organisations and people within it.

She said: “Little did I realise the value of starting out in the automotive industry with a university placement at Vauxhall Motors in Ellesmere Port many years ago.

“Based in a portacabin set between the welding and production line and a daily walk into the office that took me through the vast shop floor, past huge panel presses noisily stamping out metal sheets, was not the placement I had expected, especially considering my degree was in Business and Marketing; but what a lasting impression it made on me – the magic of innovation, design, engineering, manufacture, and the importance of industry.

“Rail is now well and truly under my skin, and with a father in rail and now a partner in rail, you can imagine the conversation around the dinner table!”

The launch of RBDCommunity comes as the country looks to build back stronger and grow the relationships established as the industry works together to keep goods and people moving during the coronavirus pandemic.

“You don’t need me to point out that the pandemic has caused a great deal of distress on a number of levels with the rail industry having its own wounds to bear,” she said.

“However, despite this, it is heartening to see that the prevailing mood in the rail industry is still one of optimism and belief that there is business to be made and not only that, but with values that reflect the very important agenda for net zero targets and green solutions needed to achieve this.

“The recent William-Shapps Review appears to be widely embraced as bringing in long overdue change to the sector with the passenger at the centre of this reform. Only by working together towards a common goal with collaboration and innovation at its heart will this vision succeed, and this could almost be the mantra for the community.”

Visit www.railbusinessdaily. com/rbd-community/ to find out more about RBDCommunity and the benefits from joining.

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IFnedaut us tr rey S p o t l i g h t

A platform for your Direct Current Conductor Rail (DCCR) training Duncan Richardson, Director and Head of Engineering at Richardson Rail, discusses keeping DCCR training on track

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ou should never underestimate the dangers of working on or alongside the railway. The conductor rails provide trains with up to 750 volts DC – which can be 100 times stronger than your supply at home.

Nine out of 10 people die when struck by it and others, more fortunate, are left with life-changing injuries, including burns and amputations, alongside the emotional scars.

Helping to keep workers safe is Richardson Rail Services, which is the only external company approved by Network Rail to deliver the new Sentinel based Direct Current Conductor Rail (DCCR) training.

“Everyone should arrive home safely from work and should be adequately trained and confident in their working environment, particularly when that working environment is high risk,” said Duncan Richardson, Director and Construction Manager at Richardson Rail.

Richardson Rail is due to start delivering the pilot for Sentinel for its new material, which the rail training specialists also helped develop.

Duncan said: “In the meantime we are providing training and on-site assessments for Non-Sentinel based DCCR (1 to 6) qualifications, to help companies and staff stay compliant to the new CTM015 standard and keep the industry moving.

54 | July 2021

“We are also talking about how to proceed with the Sentinel DCCR 3, 4, 5 and 6, but in the meantime looking at temporary training so that companies can continue working and the industry does not come to a complete stop. This might mean workers needing to be re-trained, but more importantly it is about keeping them up to date with their DCCR training and as such improve safety and quality of works.”

Richardson Rail Services – a RISQS and NSAR-accredited company – offer various trackrelated courses, including: Track handback engineering; I nspection and repair to reduce the risk of derailment at switches with cast crossing inspection; Raising and removing speed restrictions;

Training options Richardson Rail provides track engineering training as well as DC and HV training. It also provides track hand back engineers, track monitoring teams, speed restriction designs, as well as all the equipment for speed restrictions.

Rhys Richardson, Managing Director, said: “Richardson Rail Services is built up by multiple members of staff whom are all very experienced track engineers – including signed off and approved responsible engineers and engineering managers – as well as experienced trainers/assessors.

“Using our experience and knowledge, we develop all our training and assessments to meet the needs of the industry, taking into account any issues we found during our time in services, and when it comes to track-based training and delivery of services Track/P-way CREs and trying to produce materials and processes that iron these out to help candidates and the industry develop.”

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Alongside the training, Richardson Rail Services also offers competency assessments – Rail Training Assured Assessor (RTAS) – conducted by qualified and National Skills Academy for Rail (NSAR) individuals, as well as services and assistance to individuals and companies to aid them with specialised development and processes.

Rhys added: “Our courses aim to improve industry standards and the understanding of track engineering and quality of provision as well. Any staff we send out to cover the track or the track monitoring have been through our high quality, informative training and have the skills to work efficiently and safely.”

Visit www.richardsonrail.co.uk railbusinessdaily.com

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Te c h n o l o g y

The‘halfway’ point of safety journey

Siemens Mobility’s Louise Ward will continue to raise standards while encouraging the next generation of HSEQ leaders

S

iemens Mobility HSEQ (Health, Safety, Environment & Quality) Director Louise Ward was awarded with the Lifetime Achievement Award in recognition of her longstanding service to the safety industry at this year’s Safety & Health Excellence (SHE) Awards.

With experience gained over 25 years in rail, utilities, government and manufacturing, Louise has been key to promoting professional health and safety across multiple industries. Her recent involvement in the Safety4Good initiative – developed by UK health and safety leaders to promote the industry through raising money, donating time, and mentoring those in the early stages of their careers – has also shaped the future of safety by attracting young people to the profession and developing the careers of the industry’s future leaders.

Industry accolade Yet Louise, whose entire career to date has been in safety-related roles, could be forgiven for not feeling old enough to receive an accolade often reserved for those in their twilight years. Not least because she still has endless amounts of enthusiasm and a strong desire to build on her excellent track record of raising safety standards.

She said: “I’m delighted to have had my work recognised, particularly because I was nominated by my peers. I still have a lot to achieve, and I don’t feel anywhere near old enough. I started early in safety. Lots of people move into health and safety roles as a second career but it was the path I followed straight from school.

“So, I’d say I’m not even halfway on the journey to what I want to achieve. One of the things I love about health and safety is that you can take it and move around and get different experiences. I’m curious and I love learning and I’ve been fortunate to be able to try different things, and I have had some really great opportunities. I’m really pleased to be able to bring all of that to rail and to Siemens Mobility.

“In 25 years, we all know that the culture around health and safety has changed. We’ve come a long way from the old stereotypical image of someone stood with a clipboard and pen and telling people what not to do. Now, we’re more coaches and facilitators and are driven by trying to find a safe way to do what we need to do. Every business and every industry has its objectives and my work is about finding the safest way to achieve that.

“All of this requires having some difficult conversations but everyone is so skilled in this day and age that those conversations can take place effectively as they are quite rightly built into the process. In rail, people who know their job inside out sit down with people like myself, who understand risk, and together we take things forward.”

Positive development Siemens Mobility enjoyed a good night at the SHE Awards, with retired Siemens Mobility EHS Manager, Richard Abbess, receiving the inaugural Unsung Hero Award for his outstanding contribution to upholding and improving safety standards. Siemens Mobility’s Poole facility was also highly commended in the ‘Best Health and Safety for Manufacturing’ category for its safety behaviours cultural change programme.

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56 | July 2021

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Te c h n o l o g y

The awards, says Louise, are recognition of the culture of safety that runs right through the business. She added: “We’re blessed at Siemens because there is a large group of senior leaders who are really committed to a modern and empowered approach to health and safety and that runs right through the organisation.

We share what we do, through the supply chain and networking groups, and it’s not all one way.

Sometimes we get some real insight from SMEs and the supply chain. We know we have a long way to go and are open to learning and sharing, which is clearly the right approach to take.”

Commitment to Zero Harm Culture Louise heads up a team of 120 which, she points out, is large for an HSEQ team – although hardly a surprise given the business’s Zero Harm Culture programme and strategy.

Louise explained: “As a world class business you cannot aspire to anything less than zero harm. You have to set the bar high. It is an aspiration and what it signals is that we’re committed to a continual improvement process.

“In rail, the big hits and quick wins are a thing of the past. We are on a slow and steady journey of continual improvement. Each time we get a learning opportunity we analyse it to, for example, understand the root causes of a near miss. We think about how we can enhance our processes, procedures and operations to move forward with incremental changes, which then add up to big change.

“Ultimately, safety and zero harm is all about people – we can’t do what we do without them.

Trained, highly competent and experienced individuals drive our success, so we absolutely want to commit to keeping them safe and well.

Everything we need in order to improve is already there in our people. ” She added: “This is such an exciting profession and I enjoy helping people understand what it’s really about and the opportunities that exist.

“Attracting young people to health and safety as a profession is absolutely feasible now. There are some great schemes and routes that provide a blend of the right qualifications with experience.

I’m delighted to have had my work recognised, particularly because I was nominated by my peers “Then, for me, it’s about helping people to take that next step, enabling good people to move into leadership, which they can’t achieve with qualifications alone. The Safety4Good initiative is a wonderful mentoring scheme for future leaders. I’ve never had a mentor through my career, but I have grown a network of peers I know I can call on if I need a sounding board.

“Safety is often a lonely profession, so we all need people who we can reach out to. Ideally, this initiative combines the two, it allows us to provide mentoring and offer the people being mentored a chance to build networks.”

From two groups initially, there are now 26 Safety4Good groups of around five future leaders all matched with a suitable mentor.

Louise, who only recently took delivery of the physical Lifetime Achievement Award given that the ceremony was a socially distanced online event, hopes that others will be inspired by the recognition she has received.

She said: “Hopefully, the award provides some inspiration to others, including women considering entering this profession and the rail industry. People might look and think ‘she’s done ok, maybe I could too’. We need to make sure that women feel that there are no barriers, that it is all really about having the confidence in your skills and experience, there’s nothing stopping anyone delivering against their potential and that organisations will actually empower you to achieve success.

“Being involved in HSEQ in rail is very exciting professionally and there is a big role for the industry to play in decarbonisation and the sustainable movement of people. The biggest challenge is to do the very best for each and every customer. We have to upskill everyone in risk management to make sure that they are in a position where they are always able to make the best possible risk-based decisions.”

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July 2021 | 57

Government

Success of rail reforms crucial to UK pandemic recovery Rail Delivery Group’s Director General Andy Bagnall writes about how the Williams-Shapps Plan for Rail has the potential to be a real watershed moment

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f you think back to the start of the Williams Review and it seems like a different world, that’s because it was. The publication of the Plan for Rail, after three years, a general election, two different Secretaries of State and one global pandemic, is a transformational moment, moving us decisively away from the franchising system of old and towards a more integrated and passenger-focused railway.

The focus is on coherent leadership and strategic direction, a reformed and rebalanced partnership of the public and private sectors.

A new body, Great British Railways (GBR), will plan and run the network while providing ticketing and information, effectively bringing together the cross-industry functions of the Rail Delivery Group (RDG), parts of the Department for Transport and the infrastructure owner, Network Rail.

Making connections The RDG advocated for such an organisation and there is a lot to welcome. Critically, it will bring together the ownership and management of infrastructure, and the specification of train operations, which can help align incentives, hopefully to the benefit of the passenger.

However, at first sight, with GBR’s hands on all these key levers, there appears to be a contradiction with the stated aim of continuing to harness the best of the private sector.

58 | July 2021

It is absolutely critical we now get the details right in establishing the relationships between the different parts of the new structure, in particular the relationships GBR has with government and, perhaps most importantly for passengers, those it has with private sector operators.

GBR must genuinely be at arm’s length from central government.

The length of that arm, so to speak, is important, not least as the white paper sets out very wide-ranging powers for the Secretary of State to issue guidance or give mandatory direction to GBR on any matter at any time. While you can never divorce politics from the railway in terms of longterm decisions, we need more than the

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Government

white paper offers to prevent short-term interference, which is simply a recognition that railway professionals should be making day to day decisions affecting the railway and passengers, and not ministers or civil servants.

RDG said that the arm’s length body should sit equally above track and train, and hold them to account together, proverbially being able to bang heads.

However, under the proposed arrangements, GBR will be directly responsible for the provision of infrastructure, as well as controlling timetables, setting the majority of fares and specifying service quality as part of new ‘passenger services contracts’.

This means that getting the details of the contractual relationship right between GBR and train operators, between contractor and contractee, will be key. It is within these details that much of the ambition of the white paper will hang.

Reducing bureaucracy If we get it wrong, we risk creating a structure dominated by bureaucracy, with operators constantly looking over their shoulder and inwards to GBR asking for permission to act, when what we need is a contractual system that allows operators to look outwards to the customer.

There is no ‘one size fits all’ approach to the contracts with two main variants proposed: standard concessions, mainly for commuter markets, and then contracts with more commercial freedom for some operators, particularly on long distance.

Long-distance routes have genuine market forces operating on them, so you need commercial freedom to go out and win business.

Operators need to be able to draw on their local market knowledge to offer an improved service, implement new products for customers and provide better value for money.

Ultimately, we need to preserve the best parts of how the private sector was harnessed in the past in a reformed partnership of the public and private sectors. The operators are closest to the passenger, so they need to have the flexibility to deliver for those passengers. You cannot simply specify brilliant customer outcomes from the centre, without understanding the local.

This also reflects a centralising and a localising tension in the white paper that we now need to work through in detail. Squaring off local interests with the importance of national coherence will be essential, not least in the relationship between the centre and the regions within GBR itself. Exactly how they interact and the relationship between them will be a critical part of success.

We believe that to really get the best for passengers we need to reform regulation to enable fares simplification across the board In this context, it is hard to overstate the importance of creating the right culture at GBR. The white paper explicitly refers to the paramount importance of the existing culture at Network Rail – which, after all, will make up a significant proportion of GBR – not simply being transported wholesale into the new body.

If it can draw on skills from right across the industry, GBR can develop a commercial mindset rather than an infrastructure or production-led mindset. A decentralised system with a culture that enables and supports decisions to be taken as close to passengers and freight customers as possible is likely to produce the right answer.

Getting this right will ensure GBR really is a guiding mind for the railway rather than trying (and failing) to be a controlling mind.

There are a couple of areas where we would like to go further than the white paper, particularly in the area of ticketing and fares modernisation, though we should acknowledge that a lot that is positive was announced. We believe that to really get the best for passengers we need to reform regulation to enable fares simplification across the board.

That would not only allow you to get the best out of pay as you go in urban areas, it would allow for a smoother curve of pricing on long-distance trains, to give people better value for money and spread demand through the course of the day. We at RDG will continue to lead calls for change to deliver this for passengers.

Welcoming change Having asked for change, the private sector part of the industry – the operators – are keen to get on with it and look forward to working with government on the detail. If we get these reforms right, and get the relationships right between the parts of the system, private sector train operators will have the tools to restore passenger numbers again.

I am optimistic about demand recovery, but it is not going to fall into our laps. Recovering demand will be the fastest way of restoring the health of the industry’s finances, and within the decentralised system operators must have the levers and incentives they need to really drive that recovery.

The ‘Plan for Rail’ has the potential to be a real watershed moment and the success of any reforms will be crucial to the UK’s recovery from the pandemic. If these reforms fulfil their potential, we will see a better running railway and a more punctual railway which, after all, is ultimately what matters most to our customers.

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railbusinessdaily.com

July 2021 | 59

Rail Aid

Join the Rail Industry in supporting Rail Aid 2021 Rail Aid Ambassadors set out to endorse Rail Aid 2021 and Railway Children’s aims to safeguard vulnerable children. Read their open letter to the UK and international rail community…

Rail Aid Ambassadors Open Letter It is no secret that the Railway Children charity is close to our hearts.

Since it was founded, Railway Children has helped more than a quarter of a million children, previously stricken by abuse, poverty and starvation, come to know a better life; living in hope and without fear. Each year the charity supports children from the UK, Africa and India who, through neglect or poverty, find themselves in unbearable situations, homeless and on the street.

The pandemic wiped out Railway Children’s extensive events programme last year and has continued to affect it this year, including the cancellation of their main fundraiser, The Railway Ball, for the second year running. This leaves a gap of over £1 million in funding for Railway Children over two years, at a time when the children the charity supports need their services more than ever. Even as the world starts to recover from COVID-19, a new variant in India has emerged and is proving catastrophic for vulnerable communities and the impact and aftermath of this virus will be felt for generations to come.

Rail Aid 2020, dubbed ‘the railway’s answer to Children in Need’, invited every part of the rail industry to fundraise in support of Railway Children’s work, and we hope to involve even more organisations in Rail Aid 2021.

There are a variety of ways to get involved including: Mobilising your workforce to participate in fundraising initiatives; P articipating in events, such as the Rail Aid British Pullman, or host your own event; Showing you’re a force for good as a Rail Aid sponsor;

This year, Rail Aid is back bigger and better for 2021! One of our main events for Rail Aid 2021 will be a British Pullman Train Ride on Sunday 21 November 2021, sponsored by Porterbrook, where guests will be luxuriously transported across the Kent countryside with fine dining refreshments. Tickets are initially limited due to COVID restrictions, so we warmly encourage your firm to join us and book your tickets today.

The British Pullman Train Ride provides a strong and intimate alternative to those missing The Railway Ball, with all proceeds going to support Railway Children’s work with vulnerable children across the world.

We hope you will accept this invitation to come together to support Railway Children this year.

Donating to the Gala & Railwayana Auctions; P romoting Rail Aid within your business, to encourage colleagues to get involved, and in external communications.

For more information, visit https://railaid.co.uk/

From the Rail Aid 2021 Ambassadors

Andy Byford TFL

Mary Grant Porterbrook 60 | July 2021

Darren Caplan RIA

Sir Peter Hendy CBE Network Rail

Lisa Coleman Worldline

Mark Phillips RSSB

Susan Cooklin Network Rail

Ian Prosser ORR

Dyan Crowther HS1

Jacqueline Starr Rail Delivery Group

Mark Thurston HS2 railbusinessdaily.com

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Te c h n o l o g y

Flexible season tickets go live Ticket launch the first step in railway’s reform as part of Williams-Shapps Plan for Rail

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ew national flexible rail tickets have been launched allowing travel on any eight days in a 28-day period, with passengers able to tap smartcards or scan mobiles at the station, with no need to select the days of travel in advance.

The government says the change has the potential to save commuters hundreds of pounds, providing greater choice and flexibility.

Commuters can visit an updated online ‘season ticket calculator’ website, which will point people to the best tickets for them based on their journey, working pattern and individual needs, ensuring they get the deal that suits them.

To encourage more passengers to travel by rail, for the rest of this year (until 31 December 2021) train companies will also offer a “book with confidence” guarantee, allowing people to rebook journeys or receive rail vouchers without an admin fee if their plans change.

Transport Secretary Grant Shapps said: “Our railways work best when they are reliable, rapid and affordable.

“As we kickstart the biggest reforms to our railways in a generation, flexible season tickets are the first step. They give us greater freedom and choice about how we travel, simpler ticketing and a fairer fare.

“With a season ticket calculator to see which option works best for you, and a book with confidence guarantee to make journeys stressfree, the future of fares is flexible.”

Freedom and flexibility Robert Nisbet, Director of Nations and Regions at the Rail Delivery Group, said: “We’ve worked with government to introduce the new Flexi Season ticket to give commuters the freedom and flexibility to divide their time between home and the office.

“The rail industry is helping people travel and book with confidence by providing better journey information, boosting cleaning and helping them change a booked journey fee for free should their circumstances change.”

The launch of flexible season tickets is the first step in the reform of the railways, as part of the recently launched Williams-Shapps Plan for Rail.

This new national offer also reflects the longterm decline in the use of traditional season tickets, with a change in working practices having been accelerated by the outbreak of COVID-19.

62 | July 2021

Kirstie Allsop, TV presenter and consumer champion, said: “As everyone tries to negotiate the balance between the office and working from home and work out how, and where, they want to live, this initiative is really helpful.

“Using the season ticket calculator will also help people see which option gives them the best possible deal.”

People who commute part time are being offered an alternative to full-time season tickets Matthew Fell, CBI Chief UK Policy Director, said: “CBI members have told us that hybrid working is likely to be the long-term norm for many firms, with employees splitting their week between home and onsite working.

“It is therefore essential that public transport networks reflect these new habits.

“The introduction of flexible season tickets will help to ensure rail travel remains an affordable and realistic option for commuters, while futureproofing a network which has a key role to play in the UK’s decarbonisation ambitions.”

Room for improvement Norman Baker, from Campaign for Better Transport, said: “Finally, after years of campaigning, people who commute part time are being offered an alternative to full-time season tickets.

“Unfortunately, these new flexible tickets do not appear to offer the kind of savings we had hoped for and are not comparable to the discounts for people commuting full time. There appears to be no standard level of discount and in some cases the flexible season ticket could end up being more expensive than the day return option.

“The projected growth in hybrid working has made this an urgent issue and to avoid an increase in commuting by car we need to encourage people back onboard trains. The test will be whether the level of discounts offered will entice people onto rail. Sadly, we don’t think these will, except at the margins, so this could turn out to be a real missed opportunity.” railbusinessdaily.com

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02/03/2021 14:36

IFnetaetrunraet i o n a l N e w s

Alstom wins maintenance contract for Wuhu city monorail

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lstom’s Chinese joint venture, CRRC Puzhen Bombardier Transportation Systems Limited (PBTS), has been awarded a 27-year contract to maintain the Innovia Monorail 300 platform for Wuhu City in China’s Anhui Province.

Under the agreement, PBTS will be responsible for maintaining Wuhu Yunda Rail Transit Construction and Operation Co Ltd’s new monorail, scheduled to enter operation at the end of 2021.

The contract comprises technical support and spare part supply as well as the labour and materials required to carry

CAF wins almost €200 million contract to supply LRVs in Germany

C

AF has won a contract with Ruhrbahn GmbH to supply 51 LRVs, which will serve the cities of Essen and Mülheim an der Ruhr.

Secondly, the company has won an extension of eight additional trams for the city of Freiburg, with both contracts amounting to almost €200 million.

This adds to the company’s success in Germany, where it is also currently supplying electric units to the operator Schönbuchbahn.

The German market also represents an important opportunity for Solaris, a subsidiary of the CAF Group, which supplied 329 buses to the country’s public transport operators in 2020 – 40 per cent of which were electric vehicles.

The 51 LRV units – which will be bidirectional, low floor, 28-metre-long vehicles – are planned to be delivered between 2024 and 2026.

64 | July 2021

out the Innovia fleet’s corrective and preventive maintenance, and overhauls, in addition to maintaining the system’s guideway switches and depot equipment.

The fleet is based on a contract

PBTS signed in 2017 to supply Wuhu City’s Innovia Monorail 300 platform, along with a total of 240 cars. Once complete, the new 24-station, 30.3km Line 1 and the 12-station, 16.5km Line 2 Phase One, will be the first two

monorail lines in Wuhu and form the backbone of the city’s public rail transportation system.

Jianwei Zhang, President of Alstom China, said: “We are very proud to continue making significant contributions to developing Wuhu’s public transportation network with our integrated urban mobility solutions.

“This latest order demonstrates the confidence that Wuhu’s authority has in the Build & Maintain principle and their trust in Alstom’s leading role in China’s growing transportation sector following the acquisition of Bombardier Transportation.”

Bechtel lands new role on landmark Sydney Metro project

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echtel has been selected by the New South Wales (NSW) Government as its Integration and Delivery Partner for Sydney Metro West, a major driverless metro rail line which will connect Greater Parramatta and the Sydney Central Business District (CBD).

The once-in-a-centur y infrastructure investment will transform Sydney for generations to come, doubling rail capacity between the two CBDs, linking new communities to rail services and supporting employment growth and housing supply.

The project is expected to create about 10,000 direct and 70,000 indirect jobs during construction.

This role is additional to Bechtel’s current work with Sydney Metro as its Delivery Partner for the Tunnels, Stations and Excavation package on Sydney Metro, City & South West. Bechtel is also the Commonwealth Government’s Delivery Partner on the new Western Sydney Airport.

Scott Osborne, Bechtel’s

General Manager for Asia Pacific, said: “Sydney Metro West is a vital piece of infrastructure for NSW, and we are honoured to be working with the NSW Government and Sydney Metro on this transformational project.

“Sydney is our infrastructure headquarters for the Asia Pacific region. This project further reinforces our commitment to infrastructure in NSW and Australia. We look forward to partnering with Sydney Metro,

contractors, suppliers and the local workforce to deliver a world class rail line for the people of NSW.” The award builds on Bechtel’s near 65-year history of delivering complex mega projects in Australia. Aside from roles on major infrastructure including Sydney Metro and Western Sydney Airport, Bechtel has delivered a number of liquified natural gas mega-projects at Curtis Island, Queensland and Wheatstone, Western Australia. railbusinessdaily.com

I n t e r n a t i o nFael aNt u ew r es

Wabtec and GM to develop advanced Fuel Cell

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abtec Corporation and General Motors (GM) will collaborate to develop and commercialise GM’s Ultium battery technology and HYDROTEC hydrogen fuel cell systems for Wabtec locomotives.

Wabtec and GM signed a nonbinding memorandum of understanding to advance the two companies’ shared vision of a zero emissions future in transportation.

Wabtec will bring its expertise in energy management and systems optimisation to develop a solution for heavy haul locomotives that takes full advantage of GM’s advanced technologies.

Rafael Santana, CEO and President of Wabtec, said: “The rail industry is on the cusp of a sustainable transformation with the introduction of batteries and

hydrogen to power locomotive fleets. Our FLXdrive locomotive, the world’s first 100 per cent batterypowered locomotive, has proven its potential to slash carbon emissions by up to 30 per cent when operating at 6MWh. But we can’t stop there.

By working with GM on Ultium battery and HYDROTEC hydrogen fuel cell technologies, we can accelerate the rail industry’s path to decarbonisation and pathway

to zero-emission locomotives by leveraging these two important propulsion technologies.”

GM’s Ultium battery technology is anticipated to provide the flexibility, efficiency, power and reliability needed for rail. Ultium Cells LLC, GM’s joint venture with LG Energy Solution, is currently constructing battery cell plants in Ohio and Tennessee.

Mark Reuss, GM President,

said: “Rail networks are critical to transportation and to GM’s ability to serve our customers across North America, and Wabtec’s bold plan to decarbonise heavy haul and other locomotive applications helps advance our vision of a world with zero crashes, zero emissions and zero congestion. Wabtec’s decision to deploy GM’s Ultium battery and HYDROTEC hydrogen fuel cell systems further validates our advanced technology and demonstrates its versatility.”

GM’s HYDROTEC hydrogen fuel cell power cubes can be used in a wide range of applications, including locomotives. HYDROTEC fuel cell systems will be assembled

by Fuel Cell Systems Manufacturing LLC in Brownstown, Michigan, the manufacturing joint venture between General Motors and Honda.

60 more Alstom trams for Toronto, Canada A

lstom has signed a contract to supply 60 new Flexity trams (streetcars) to the City of Toronto in Canada to provide additional capacity.

The 100 per cent low-floor, zeroemission light rail vehicles (LRVs) will be supplied to the Toronto Transit Commission (TTC) under a contract valued at over €275 million (£193 million).

They are five-module,

unidirectional vehicles with allwheel drive and are based on light rail technology modified to TTC specifications and the special requirements of Toronto’s streetcar network.

“Alstom would like to thank our customer, the TTC, for their continued confidence in our zeroemission Flexity streetcars,” said Jérôme Wallut, President of Alstom Americas.

“Over the years, our innovative, reliable, Made-in-Canada rail products have established themselves as a signature element of Toronto’s iconic cityscape and contribute daily to the sustainable economic and social development of our Canadian cities.”

The Flexity LRVs for the TTC are five-module, unidirectional vehicles with all-wheel drive. They are based on light rail technology

modified to TTC specifications and special requirements of Toronto’s streetcar network.

To date, 204 trams have been delivered to the TTC, and the additional order of 60 vehicles will help maintain jobs and expertise, particularly at Alstom’s site in Thunder Bay, Ontario, which has experience assembling and testing previously delivered streetcars to the TTC.

ARE WE

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July 2021 | 65

IFnedaut us tr rey F o c u s

Creating a solid platform to keep rail workers safe QTS Training Director Lorna Gibson explains why operational and health and safety training within the railway infrastructure has never been more critical

D

uring the coronavirus pandemic, railway operatives have been under additional pressure with regards to safety at work. Not only have they been carrying out their duties with the highest level of safety, but at the same time working in a way they never have had to previously.

Social distancing, wearing face coverings, constantly cleaning equipment, and travelling separately after long shifts are among just some of the conditions to stop the spread of COVID-19.

Due to the pandemic, and issues with accessing training safely, there were also extensions put on safety critical competence validity periods by Network Rail, meaning longer periods between assessment of competence and refresher courses. With all of this in mind, there cannot be enough emphasis put on ensuring the quality of training provided to your workforce.

QTS Training is not only a National Skills Academy for Rail (NSAR) Gold-rated training provider but, as part of the QTS Group, it recognises and fully understands the operational duties carried out by its learners and the pressures that they are under every day.

Although, like all training providers, it had a period of closure due to the pandemic, the

This can impact on the knowledge and understanding achieved and success levels in written assessments. It is essential therefore that the surroundings and behaviour of trainers, assessors and other learners helps them to feel safe and comfortable and that the learning experience is as enjoyable as it can be.

The whole team at QTS Training works hard to ensure that learners have a valuable and enjoyable experience whether attending their first personal Track Safety (PTS), upskilling to Controller of Site Safety Course (COSS) or undertaking a Small Plant or First Aid course, or anything in between. company reacted quickly and re-opened its training centres in May 2020 with the highest level of precautions in place.

Since re-opening, QTS has trained more than 10,000 candidates throughout the UK, helping to ensure that everyone gets home safe every day!

Even in normal times, many railway operatives find themselves very much out of their comfort zone when attending classroom learning events and during the pandemic this has been more prevalent with additional worries around spread of infection and having to follow quite strict precautionary processes.

Additional locations As well as the fantastic facilities at the training HQ in Lanarkshire, and satellite training centres in Leeds and Wiltshire, the new QTS training facility at Linby, Nottinghamshire, will certainly help with learner comfort. The classrooms are large and modern with up-to-date IT equipment and the breakout area has plenty of room for everyone to be safely distanced and relaxed – not to mention the outdoor facilities for breaks and lunch when the sun is out.

The feedback from learners is testimony to the effort put in by the whole team at QTS Training and there is always an open invitation for anyone to visit for a tour of the facilities.

“Thoroughly enjoyed my course. I obtained new skills that I will carry with me throughout my career. The course was well paced and easy to follow. I would have definitely return in the future.”

“The trainer was fantastic, one of the most engaging courses I have been on.”

“Our contact has been fabulous the whole time we have been dealing with QTS Training, cannot do enough for us and provided the best customer service. Thank you QTS we will definitely be booking further training with you.”

The importance of the learner experience and how this impacts on achievement and carries through to the safety of railway operatives should never be underestimated, particularly now.

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Heritage

Most extensive trials of bio-coal on heritage steam line in the UK Bure Valley Railway tests alternatives to fossil fuel to power its trains

T

he Bure Valley Railway has held the most extensive trials of bio-coal on a heritage steam line in the UK to date.

The trials, a co-operation between members of the Advanced Steam Traction Trust (ASTT), Bure and HRA, took place over two days last month.

The 10:15 departure to Wroxham on the Friday burnt the usual Welsh coal from Ffos-y-fran as a base comparator under test conditions, on the narrow-gauge line.

The second-round trip test train burnt Homefire Ecoal50 and departed Aylsham around 14:00. Monday saw engines fire with Briteflame and Homefire Ovals. All three products are from a range of manufactured smokeless fuel samples given to the Bure Valley Railway for the trials by CPL Industries.

Science experiment Andrew Barnes, Managing Director of the Bure Valley Railway, explained careful measurements were taken during the experiment.

He said: “Fuel in the tender was weighed, the amount of water consumption and ash left in the ash pan and smoke box were also measured.

Tranducers were rigged to a computer in the lead carriage to measure smoke box vacuum, exhaust performance, and speed.

“All three fuels functioned well but Homefire Ecoal50 – made up of 50 per cent biomass, notably crushed olive husks which would otherwise end up in landfill with the associated risks of methane, and 50 per cent traditional solid fuel fines – was an unqualified success giving the same performance as our usual Welsh coal while emitting up to 40 per cent lower emissions.”

68 | July 2021

ASTT produced the test protocol, provided the test equipment and supervised the trials.

John Hind, Chair of ASTT, said: “We are not only looking at performance here but how the

The trials have been a positive step forward for the future of Heritage Steam bio-fuel burns and what will be acceptable to passengers? Homefire Ecoal50 is the nearest to recreating that unique ambience visitors expect recreating the smell of heritage steam.”

The results from the trials were as follows: Homefire Ecoal50 came out on top with an exact match for the performance of coal, Briteflame showed 80-85 per cent of the performance of coal but with significantly higher ash output. Homefire Ovals had 95 per cent of the performance of coal.

Ahead of the pack Heritage Railway Association’s Chief Executive Officer Steve Oates, who attended the event, said: “It’s excellent to see one of our member railways taking the lead. The timing couldn’t have been better. As carbon came under the spotlight at the G7 summit, a UK steam railway has been testing an alternative to fossil fuel.

Although heritage steam only produces 0.023 per cent of total UK carbon emissions we continue to be very focused on finding ways to reduce this further.”

Andrew Barnes added: “The trials have been a positive step forward for the future of Heritage Steam and suggest that, certainly for 15in gauge lines, we now have two viable alternatives to coal.

“More trials will of course be needed under controlled conditions for larger narrow-gauge and standard gauge steam.

“We are all in this together and we want to find a solution that will work for the lines that use a couple of thousand tonnes of coal through to the operations like Bure Valley using around 100 tonnes a year.” railbusinessdaily.com

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Jobson James Rail is a national specialist railway insurance broker, the market leader in the UK by a huge margin with over 325 rail clients across the UK, Middle East and Australasia. keven.parker@jjrail.co.uk jjrail.co.uk 07816 283949

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Pre Metro Operations works with UK transport companies and investors to provide low-cost light rail solutions that connect communities across the West Midlands.

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Red CCTV is a leading provider of UK rail security solutions, creating bespoke solutions to protect plant, property and people using highly advanced and eco-friendly security innovations. info@redcctv.co.uk www. redcctv.co.uk 0845 241 0526

RMF is a leading provider of reservation based international settlement and clearing services providing solutions for sophisticated revenue and cost allocations including analytical tools. david.hiscock@rmf.co.uk www.rmf.co.uk 020 7042 9961

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railbusinessdaily.com

July 2021 | 69

Movers and Shakers

70 | July 2021

T

rainline has appointed Google’s Milena Nikolic as Chief Technology Officer.

Joining this month from Google Play where she was Engineering Director, Milena will be responsible for the innovation strategy and tech vision.

Trainline’s technology team comprises over 300 travel tech specialists who manage more than 300 product releases each week, driving ongoing enhancement of the customer experience.

Jody Ford, Trainline CEO, said: “We’re delighted to welcome Milena who will play a key role in ensuring

Trainline’s technology continues to provide a seamless travel experience and innovative ways of meeting the

evolving needs of train travellers across the UK and Europe. Milena brings with her deep tech expertise, including extensive knowledge of harnessing data to create an exceptional customer experience, and a proven track record of leading world-class tech teams.

“As well as launching new innovations for Trainline customers, Milena will focus on helping the rail industry leverage the Trainline platform to better serve its customer needs and accelerate growth in passenger numbers to facilitate a modal shift from road and air to rail.”

New Customer Director for CrossCountry

B

ritain’s largest longdistance o p e r a t o r, CrossCountry, has announced the appointment of Colette Casey as Customer Director, who will join the company in September.

Colette has worked in the automotive industry for 20 years for many household names such as MG Rover Group, Vauxhall and most recently Renault as Head of Customer Experience and Quality, where she led on the marketing, digital and commercial strategy for the business. She was responsible

for accelerating the use of digital technology to improve the customer experience and delivering major brand marketing, for accelerating the use of digital technology to improve the customer experience, and for delivering major brand marketing such as Renault UK’s sponsorship of premier league coverage on Sky Sport.

Colette’s new position will provide a strong focus on ensuring CrossCountry not only meets customers’ needs but exceeds them, with a strong focus on the future. She will play a central role

Photo: CrossCountry

T

ransport Secretary Grant Shapps has appointed Keith Wallace as Chairman of Crossrail International (CI) – a Department for Transport body that provides strategic advice on developing and delivering complex rail schemes to client organisations across the world.

Keith has been appointed for a term of three years, starting this month, to oversee the continued growth of CI as a UK Governmentowned specialist rail advisory practice.

He brings more than 20 years of leadership experience at board level to his new role. He has held senior positions in the public transport sector, including Merseyrail (Serco/Abellio JV), Caledonian Sleeper, Govia Thameslink Railway and Greater Anglia franchises.

A Chartered Director and Chartered Engineer, Keith is currently a Non-Executive Director of Dublin Bus. He has also worked on HS2, Europe’s largest infrastructure project, and spent more than seven years at URS/Scott Wilson (now part of AECOM), where he led the firm’s international rail business.

Keith succeeds Sir Terry Morgan CBE, who has served as founding Chairman of CI since 2018.

Transport Secretary Grant Shapps said: “I’d like to welcome and congratulate Keith, who joins CI at an exciting time, as the company grows internationally and extends its work helping cities across the world to unlock the potential of world-class transport networks.

“I am grateful to Sir Terry Morgan for the excellent job he has done as founding chairman in establishing the company and proving that there is global demand for British insight and expertise in delivering complex mega projects.”

Google’s Milena Nikolic to drive innovation at Trainline

Photo: Trainline

Keith Wallace named Chairman of Crossrail International

in shaping and delivering the customer proposition to create a seamless experience.

South Devon announces new General Manager

T

he South Devon Railway (SDR) has announced the appointment of Ernest ElsworthWilson as the line’s new General Manager. He will take up his new role in the summer.

Ernie has been a volunteer on the SDR for more than 15 years. His roles have included working in the stations, signalling and telegraph, permanent way and locomotive departments. He also spent nearly

two years in the SDR’s operations management team from 2011-13 as a management trainee.

He moved to First Great Western (now GWR) as a guard based at Exeter. Since then, he has progressed to Area Operations Manager and Train Service Delivery Manager for the West of England, before progressing to Lead Area Operations Manager – Central and West, with Great

Western Railway. While working at GWR, he completed an HND in Railway Operations Management with the Institute of Railway Operators.

Ernie has been a very regular volunteer on the railway and is a qualified steam and diesel locomotive driver, guard, signalman and duty officer as well as being the Operations and Safety Director of the SDR. railbusinessdaily.com

Movers and Shakers

C

onstruction Industry Council (CIC) has inaugurated Justin Sullivan as its new Chair at its Council Meeting. Justin succeeds Stephen Hodder MBE in this role for a two-year term of office.

Stephen now becomes Deputy Chairman for a year, in accordance with CIC’s rules and byelaws.

Justin is a Chartered Quantity Surveyor with more than 30 years of experience in the construction industry, and founded his company Adair in 1994. He is a Fellow of the Royal Institution of Chartered Surveyors (RICS) and Chair of the International Construction Measurement Standards Coalition (ICMS) and a Fellow of the Expert Witness Institute.

On taking up his new role, Justin said: “It is a great honour and

Photo: Construction Industry Council

Justin Sullivan becomes new chair of Construction Industry Council

privilege to be appointed as Chair of the Construction Industry Council.

My priority will be to continue to build on our solid foundation and lead the organisation especially during these challenging times. It is vital we have an organisation that is relevant for our members and professionals within the built environment.

“I have a clear vision of where I want CIC to be, delivering the ongoing changes we need to stay relevant and successful, and which capture the desires and needs of the market and the professions.

“What has become apparent over the past year is the need to work together, to facilitate collaboration and work with our members and others, using expertise to shape a built environment that delivers a better society and a better world.

“I look forward to taking CIC from strength to strength and delivering on behalf of our members and colleagues. I would like to take this opportunity to thank Stephen Hodder for helping to steer this organisation through very testing times and who will now continue as Deputy Chairman for the next year.”

SLC Operations strengthens senior leadership team

S

LC Operations has appointed Mike York as Operations Director to further strengthen its senior leadership team.

Mike has been with SLC Operations since its inception just over a year ago, and during this time – as Head of Train Operations – he has helped to establish and develop the organisation’s operations function.

He said: “This is an exciting time for SLC Operations, and I’m delighted to have been appointed Operations Director.

“I’m really looking forward to leading the Operations team as we establish ourselves as the go-to company for driver hire, testing of new trains, driver training and providing end point assessments for the Train Driver Level 3 assessment.”

+44 (0)1332 343 585 enquiries@signet-solutions.com www.signet-solutions.com

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Movers and Shakers

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West Midlands-based rail industry group committed to improving customer service has appointed a new leader to help evolve and deliver improvements for passengers.

The Grand Railway Collaboration (GRC), which represents train operators, Network Rail’s Central route, the West Midlands Rail Executive (WMRE) and Transport Focus, has appointed Lucy Wootton as its new head.

Lucy, a rail professional with more than 12 years’ experience, was the regional manager (London), for Chiltern Railways, and has joined the GRC on an 18-month secondment.

She will work directly with the GRC chair Alex Warner to progress plans to improve customer service and satisfaction, as well as meeting the challenge of recovering from the impact of the coronavirus pandemic.

Lucy said: “This is an exciting opportunity to work with the rail

Photo: Network Rail

Lucy Wootton to lead Grand Railway Collaboration

industry to really improve the passenger experience across the network. I want the GRC to set

the standard for customer service and for how train operators and Network Rail work together to really deliver for passengers.”

Sir Peter Hendy, chair of Network Rail, said: “Network Rail is focused on putting passengers first. The Grand Rail Collaboration fits perfectly with this and I know, with Lucy’s support, it will have a positive impact on attracting passengers back and improving customer service as we emerge from lockdown.”

T

he West Somerset Railway Heritage Trust (WSRHT) board has announced that Mike Thompson will take over the role of Chairman of the Trust.

During the interim period, Mike will work alongside Steve Williams in his current role as acting Chairman to allow a smooth transition of duties. Steve will remain on the board as Vice Chairman and Company Secretary.

Mike has been a volunteer on the WSR for over four years and is currently a qualified guard, TTI and booking clerk at the WSR. Mike has a business background with more than 30 years in aviation leadership roles managing a wide range of international teams including sales, marketing, customer service and operations.

Mike said: “It is an honour to take on the role of Chairman

and I am very excited about working with our members and the excellent team of Trustees as we embark on several new restoration, educational and community projects.

“Chris Austin has carried the charity forward with great professionalism over the past 10 years and has overseen significant advances in the standard of our museums, carriage restoration

Photo: West Somerset Railway Heritage Trust

New Chair for West Somerset Railway Heritage Trust

projects and improving the finances of the organisation.”

Matthew Golton joins TransPennine Express as Managing Director

T

he new Managing Director of TransPennine Express (TPE), Matthew Golton, has started his role following the departure of interim Managing Director Liz Collins to take up a part-time position with West Coast Partnership.

With more than three decades of experience in rail, Matthew joins the train company from his position as Business Development Director for First Rail, where he led the team working with the Department for Transport and Rail North Partnership on the new National

Real Skills Training specialises in the education, training and assessment of personnel to the UK railway industry.

Rail Contract (NRC) for TPE. Before that, Matthew worked as Interim Managing Director and Commercial Development Director for Great Western Railway (GWR), having been with FirstGroup since 2006. Together with his new team, Matthew will lead the delivery of

TPE’s new contract, which will provide customers with continued high levels of performance, investment in stations, measures to improve the sustainability of services, further steps to enhance the accessibility of the railway and more investment.

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railbusinessdaily.com

Movers and Shakers

First ever Group Head of Sustainability for Laing O’Rourke

ndependent s u p p l y, maintenance and logistics partner for the rail industry, CWE, has announced the appointment of a new senior management team.

The senior team – Managing D i re c to r N i ck A n d re w ; Commercial Manager David Bates; Business Development Director Phil Brown and Oliver Baker as Chairman – bring with them a wealth of experience in the rail and engineering sectors, and a commitment to providing a lean, efficient and future-ready service to UK rail.

With over 30 years’ engineering experience working across sectors including rail, aerospace, nuclear, automotive, oil and gas, and defence, Nick joined CWE as Operations Director in 2019 and was appointed Managing Director in March 2021.

Nick Andrew, Managing Director at CWE, said: “CWE is a business with a huge amount of heritage in the rail sector, of which we are extremely proud. That said, we’re also always looking to the future, which is why we wanted a new brand identity to better reflect our pioneering approach.”

aing O’Rourke has appointed experienced environmental, social and governance leader Vicky Bullivant as its first Group Head of Sustainability.

She joined the company last month from Drax Group plc, where she was Head of Sustainable Business. She will report to Group Director of Legal Madeleina Loughrey-Grant.

The appointment comes a month after the company unveiled ambitious targets in a new global sustainability strategy. These include committing to achieve

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L

Photo: Laing O’Rourke

New senior management team for CWE

operational net zero by 2030; to be a net zero company before 2050; and achieving 50:50 gender balance across 5,500 global staff by 2033.

Vicky will lead a newly created, dedicated sustainability

function and be responsible for the implementation of detailed road maps to deliver the new sustainability targets in both the company’s operating hubs – Europe and Australia.

Vicky said: “I am delighted to be joining Laing O’Rourke at an exciting time on its sustainability journey. The business knows it has to go further faster and has set ambitious targets in terms of decarbonising its own operations, working with supply chain partners to reduce GHG emissions and delivering social value by helping people to thrive.”

Go-Ahead CEO David Brown set for retirement

T

he Board of the Go-Ahead Group has announced that David Brown has notified the Board of his intention to retire as Group Chief Executive at the end of this year after more than 10 years leading the business.

David has spent nearly 40 years working in the transport industry, including as CEO of London Buses for Go-Ahead London and Managing Director of Surface Transport at Transport for London,

before he became Group Chief Executive of The Go-Ahead Group in 2011.

The Board has a process to appoint a successor underway and a further announcement will be made in due course.

David Brown, Group Chief Executive, said: “It has been a privilege to lead the Go-Ahead Group and its 30,000 colleagues delivering over a billion annual customer journeys pre-pandemic.

“I look forward to helping those passengers return to public transport in the next few months, which will be vital as we rebuild the UK economy and work towards ambitious climate change targets.

“I have thoroughly enjoyed my many years providing vital transport services to customers, communities and stakeholders, and I look forward to the next stage in my career.”

Atkins appoints Alex Parsons to advanced signalling role tkins – a member of the SNC-Lavalin Group – has appointed Alex Parsons as Advanced Signalling Development and Delivery director, a newly created role responsible for leading and further developing Atkins’ in-cab and wayside signalling delivery capability.

Alex has more than 20 years’ experience in the rail industry and joins from Tracsis, where, as Managing Director of the Rail Operations and Planning railbusinessdaily.com

Photo: Atkins

A

Systems business, she oversaw the development of innovative awardwinning enterprise solutions.

Before this, Alex held a number

of senior roles across SNCLavalin’s Rail Consulting business, having previously headed up the signalling control product delivery at Resonate.

Scott Kelley, Managing Director of Atkins’ Signalling business, said: “We welcome Alex during an exciting time for the signalling sector, which is undergoing incredible change.

“With a passion for data and people-driven transformation, she will ensure our signalling services meet the industry’s evolving needs,

while allowing us to combine our excellent in-cab and track-side capability into a comprehensive and compelling offer for our client as we help shape the future of signalling in the UK.” Lizi Stewart, Managing Director for Atkins’ Transportation division, said: “As an organisation we continue to invest in people and cutting-edge technology to help the rail industry accelerate its digital transformation and improve the passenger experience.”

July 2021 | 73

A n d F i n a l l y. . .

Royal Scot train attempts London to Glasgow record

Avanti West Coast Network Rail misses record by just 21 seconds

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This event shows how the clean, green railway of today can cement economic growth, jobs, housing and social cohesion through better connectivity across the United Kingdom The charity event aimed to champion the ease of travelling between the home nations by train and the potential to boost connectivity between them in the future.

Photo: Avanti West Coast

What’s in a name?

The 390044 Pendolino carries the name of what was once the flagship train in the West Coast main line timetable and which provided the fastest passenger services from London to Glasgow for many years.

Phil Whittingham, Managing Director at Avanti West Coast, said: “While we’re disappointed we’ve not broken the record, we are proud to have worked with industry partners to showcase the vital role rail can play in enabling cleaner, greener travel and connectivity across the United Kingdom.

“We want to connect people and places to opportunity so we’re pleased to champion the railway’s part in this with our record attempt, while supporting Action for Children and Railway Benefit Fund whose work supports families and individuals along our route.

“The addition of Royal Scot to our Pendolino fleet highlights our commitment to connecting the nations we serve on the West Coast main line and we look forward to helping to deliver better Union Connectivity.”

Photo: Avanti West Coast

36-year-old record for the fastest non-stop rail journey from London to Glasgow remains intact – but only just after an attempt by Avanti West Coast and Network Rail failed by 21 seconds.

The train operator named one of its Pendolino trains ‘Royal Scot’ to mark the record attempt last month. Although it missed out on the record set by an Advanced Passenger Train (APT) in 1984, it was the fastest ever by a Pendolino between the two cities, completing the journey in 3 hours, 53 minutes and 1 second.

74 | July 2021

It also highlighted the environmental benefits of rail travel – the ordinary journey time (4 hours 30 minutes) for the 401.25-mile journey by train emits 24kg of carbon dioxide per passenger km compared with a plane journey of the same distance that emits 158kg per passenger km – saving 134kg of CO2 per passenger km.

Industry collaboration Sir Peter Hendy, Chairman of Network Rail, said: “This marked a brilliant collaboration across the railway industry. This event shows how the clean, green railway of today can cement economic growth, jobs, housing and social cohesion through better connectivity across the United Kingdom.

“There will be more on better connectivity by rail and faster journey times between England and Scotland when I publish my final Union Connectivity Report for the Prime Minister in the summer.”

Steve Montgomery, First Rail Managing Director, said: “As we begin to build back better from the pandemic, the essential role of rail services in connecting our major cities and driving economic growth while combating climate change, has never been clearer. This record attempt shows how effectively rail can deliver cross-border connectivity.” railbusinessdaily.com