Rail Director January 2024

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Rufus Boyd Come together as ‘one railway’ Will Godfrey A £43.1 billion plan Simon Jones Taking GCRE onto a wider stage Bonnie Price Promote, inspire and develop

ANDREW HAINES The bumpy road ahead

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INTRODUCTION

Great promise and collaboration

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elcome to the latest Rail Director and the first of 2024. Many happy returns and I hope you had a great festive break, and for those who were working, I commend your efforts over the Christmas period. Since returning to work it has been fascinating to read about all the rail renewals, upgrades and projects successfully delivered throughout the UK, despite several storms that battered the country.

I would also like to congratulate all the railway workers recognised in the New Year Honours List. Among those includes Elizabeth line Duty Customer Experience Manager Rizwan Javed, who has been awarded an MBE for his work in supporting vulnerable people on the railway, Great Western Railway and Network Rail’s Ruth Busby, who received an OBE for services to diversity in the rail industry, and XRail’s Munir Patel, who was awarded an OBE for services to rail exports.

Looking ahead and 2024 is set to be another exciting year for the railways, with a general election highly likely, and the start of Control Period 7 (CP7), among the other challenges of running a safe and efficient network. With this month’s theme centred around the year ahead it seems apt that the cover feature is Network Rail Chief Executive Andrew Haines who has spoken about the next control period and the future of Great British Railways.

It was also interesting to speak with Will Godfrey, Director, Economics, Finance and Markets at the Office of Rail and Road, about the five-year funding and regulatory settlement. The £43.1 billion plan to deliver a safe and customer-focused railway is something he describes as “challenging but achievable”.

I am also delighted that Rufus Boyd, the Lead Director (Interim), Great British Railways Transition Team, has contributed an article. He writes about starting 2024 with a renewed opportunity for the sector to recommit to reform as one voice. With the announcement of the pre-legislative scrutiny of the draft Rail Reform Bill on the day of the King’s Speech, I am optimistic about some progress onto the GBR destination in the year ahead. I am particularly interested to see what comes next following the Department for Transport’s rail freight growth target of at least 75 per cent by 2050.

This is just a snippet of what is in this month’s edition, with the Global Centre of Rail Excellence, Southeastern, Young Rail Professionals, Transport for the North, and the new trains heading to London’s Underground also featuring in the latest Rail Director.

I hope you enjoy this month’s issue. Thanks to everyone who has been involved. Please do contact me or the rest of the team for more information on all aspects of the brand, including if you’d like to feature in a future edition of Rail Director. Here’s to a happy, healthy, and prosperous 2024.

Looking ahead and 2024 is set to be another exciting year for the railways

All the best,

Danny Longhorn Editor Rail Director magazine and Railbusinessdaily.com are assets owned by the Railway Industry Association. Railbusinessdaily.com delivers more than 70 stories a week to +73,000 rail industry professionals in our daily 7am newsletter. If you have not already subscribed, it’s free and it’s easy to do so at www.railbusinessdaily.com, please also encourage your colleagues to do the same.

This is the very best way to keep abreast of what is happening on the UK’s railways. There is a digital copy of Rail Director on our website.

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CONTENTS

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6

The bumpy road ahead

Network Rail Chief Executive Andrew Haines looks forward to the next control period and the future of Great British Railways

10 UK Rail News

Featuring the government’s rail freight target and a regulated rail fare price increase

12 Industry must come together as ‘one railway’ to deliver reform

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Great British Railways Transition Team’s Rufus Boyd writes about how we all need to focus on what we can directly deliver in the here and now

16 Taking GCRE onto a wider stage

GCRE’s Chief Executive Simon Jones writes how the last 12 months have been about building tangible partnerships

22 Writing the next chapter in Southeastern’s history

It is little over two years ago that Southeastern came under operator of last resort. MD Steve White discusses the journey so far and the track ahead

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26 A £43.1 billion plan to deliver a safe and customer-focused railway

ORR’s Will Godfrey discusses the five-year funding and regulatory settlement, saying it provides stability and a platform for the industry to plan and invest

34 Press reset: why we urgently need a new narrative for rail to tackle its ‘press problem’

AtkinsRéalis’ Tim Danvers writes about his concerns that the rail industry can no longer attract the young talent it will need to tackle the challenges of the future

NOTHING TO SNOOZE AT Subscribe today for all the best news in UK rail from 7am daily news.railbusinessdaily.com

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5

CONTENTS

36 New Piccadilly line train breaks cover

We take a look at Siemens Mobility’s new train for London’s Piccadilly line, which is both brand new and eerily familiar

38 Let’s get on track to transform the North

Transport for the North’s Darren Oldham reflects on 2023 and looks to the year ahead

42 Promote, inspire and develop

Young Rail Professionals is this year celebrating its 15th birthday.

Current Chair Bonnie Price discusses awards and inspiring the workers of the future

46 “Community: Building purpose, belonging and uniting people”

Avanti West Coast’s Laura Warwick has received hero awards from both the Railway Benefit Fund and Women in Rail. She shares her story

54 The £30 million restoration of Barmouth Viaduct

Network Rail’s Gwyn Rees explains more about the painstaking four-year programme of work to restore the 156-year-old grade II listed structure to its former glory

64 How to get more from your RBD Community membership

Details of how this year RBD Community members will receive £4,300 worth of member benefits for just £399

74 Movers and Shakers

Featuring Paul Adams, the new CEO of CILT(UK), who has taken part in a Q&A about his new role

78 And Finally

Sir Jon Thompson, HS2 Ltd’s Executive Chair, has said there will be no let-up in delivery in 2024

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January 2024

Tel: 01132 082620 Sales: 020 7062 6599 Editor Danny Longhorn danny@railbusinessdaily.com Design and Production Debbie Nolan, Chris Cassidy Writers Rosie Crampton Fiona Broomfield Nigel Wordsworth Advertising Team Christian Wiles chrisw@railbusinessdaily.com Amy Hudson amy@railbusinessdaily.com Published by RBDMedia (an asset of the Railway Industry Association) trading address 15 Mariner Court, Calder Park, Wakefield WF4 3FL Printed by The Manson Group © 2023 All rights reserved.

Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of Rail Director please ring 01132 082620 or email info@railbusinessdaily.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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6

NETWORK RAIL

Image: Nigel Wordsworth

Network Rail Chief Executive Andrew Haines looks forward to the next control period (CP7) and the future of Great British Railways

The bumpy road ahead

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ndrew Haines joined Network Rail in August 2018, seven months before the start of Control Period 6 (1 April 2019-31 March 2024). As budget submissions had already been made to the Office of Rail and Road (ORR) some months earlier, Andrew could have little influence on the regulator’s final determination.

However, it was his job to deliver Network Rail’s plan of works and efficiency cost savings over the next five years.

Now, as CP6 draws to a close and CP7 is due to

run from 1 April 2024, Andrew Haines invited Rail Director to meet with him at his offices above London Waterloo to discuss how CP6 had gone and to look forward to CP7.

“I am really proud of the way CP6 has ended,” Andrew said. “Firstly, we delivered the £4 billion pounds of efficiency savings that the ORR asked us to do, and it’s the first time that Network Rail has delivered savings like that.

“Secondly, we have delivered the only public-sector pay deal that is both fully funded and returns to the taxpayer £100 million of savings per annum. If you

January 2024

look at what’s happening in the rest of the rail sector, and the rest of the public sector, we have delivered something unique.

“We’ve done it by dealing with practices that, frankly, date from the 1970s, that are deeply, deeply inefficient, and that, when you look at them objectively, very few people would find easy to defend. These included practices that dealt with the way people were rostered and that impeded the implementation of new technologies.”

Despite those successes, the last 12 months have been what Andrew described as a “bumpy year”.

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NETWORK RAIL

Four named storms in the autumn caused flooding and landslips that took time and money to fix, and the disruption they caused affected train services around the country.

Inflation has also caused difficulties. Work that was planned at a certain cost suddenly got much more expensive and, although inflation is now, to some extent, coming down again, the construction industry has a lag that is still causing problems.

In addition, Network Rail’s own success has worked against it, to an extent. During every control period, more work is planned than is covered by the budget.

This is done in the knowledge that some work won’t take place, for a variety of reasons, bringing the total cost back down within budget. In fact, as unspent funds cannot be carried over into the next control period, there is often a last-minute need to do extra work and use those funds up.

However, this time, Network Rail has been efficient and is delivering all of its planned work. This means that the workbank is larger than the remaining budget for CP6. Some work has therefore had to be paused, to resume once CP7 commences on 1 April.

“We did quite a lot of over-programming,” Andrew acknowledged. “We do this every year, to make sure that we get the best value for the railway from the money available. But this year, as there is no carryover mechanism at the end of the control period, we’ve ended up curtailing some of the work because of that.”

Still, despite all of that, Andrew stresses that 2023 has been one of the safest years on record for Britain’s

railways. New stations have opened at East Linton and Inverness Airport in Scotland, Thanet Parkway in Kent, Brent Cross West in London and at Portway near Bristol. In addition, existing stations at Gatwick Airport, Sunderland and Morley have had major upgrades.

The first trains on the East Coast main line are now being controlled by digital in-cab signalling and work is continuing to bring it northwards towards Peterborough. The Transpennine Route Upgrade continues to deliver improved connectivity between Liverpool and York and many other schemes and projects are making life easier and better for passengers and freight users around the country.

Andrew Haines.

Image: Nigel Wordsworth

Control Period 7 “CP7 is both a generous gift and a challenge,” Andrew Haines stated.

“Why do I describe it as a generous gift? Because I think we are now unique in the British economy in having a five-year funding settlement with high levels of confidence. Even in the private sector, if you think about the utilities that have five-year settlements with their regulators, they’re dependent on the readiness of their investors to carry on and the management of their debt by those investors. There’s certainly nothing in the public sector — the NHS, defence, schools, police — none of them have that level of five-year certainty.”

Looking forward to CP7, Network Rail has a firm budget over the five years of £43.1 billion for England, Wales and Scotland. But Network Rail has to do a

January 2024

CP7 is both a generous gift and a challenge

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NETWORK RAIL

lot of work for that money.

ORR has already deducted £3.6 billion for further efficiency savings during CP7. However, the determination is fixed at 2023/4 values. Any inflation over the next five years will reduce that total figure in real terms.

“Our business plan will be based on the prices we see come through from our supply chain and contractors,” Andrew explained. “We believe that our input price assumptions are realistic, but we can’t predict what inflation will do, both nationally and globally.

“So, say we have a shortfall of £800 million due to inflation. £800 million sounds like a lot of money, and is a lot of money, but when you’re spending £43 billion, there are ways of making that work over five years. It’s another challenge, but it’s doable.”

The precise programme of work that Network Rail intends to carry out during CP7 will be announced in March, as CP6 finally draws to a close. There is already talk of a ‘managed decline’, as renewals schedules are eased back and some routine maintenance is delayed, all to save money.

However, Network Rail’s budget doesn’t just have to cover maintenance and renewals and overheads.

It also has to take account of ‘Schedule 8’ payments, made to train operators to compensate them for any disruption to their services caused by problems with the Network Rail infrastructure. With severe weather events getting worse, that could be an additional challenge and constraint on the budget.

“We are undoubtedly seeing the reality of much more disruptive weather,” Andrew agreed. “As CP7 progresses, we will probably need to divert funds to weather resilience as well as providing compensation to the train operators when tracks are flooded or out of service due to landslips and the like. Another challenge!”

Great British Railways In addition to running Network Rail and facing the challenges of delivering CP6 and CP7, Andrew has, since 2021, led the Great British Railways Transition Team (GBRTT). This was established following the Williams-Shapps Plan for Rail, which advocated the creation of a guiding mind to oversee the railway. Rail reform is intended to bring decisions about track and train closer together, provide accountable leadership and lead the railway forward under the influence and control of the ‘guiding mind’.

“GBRTT was set up in the summer of 2021, when GBR was meant to be operational in spring of 2024,” Andrew commented. “That’s self-evidently not going to be the case. The King’s Speech didn’t include a bill for rail reform in the last session of parliament, so it’s not going to happen any time soon. Rail isn’t alone in that; a lot of other people didn’t get bills either.

“The draught bill we did get is, actually, rather more than many other people got. What the government has committed to is pre-legislative scrutiny of the bill that was consulted on in Spring 2022, subject to any amendments the government has made to it in response to the consultation. This will get scrutinised by a committee in Parliament.

Convention says that will be either an existing standing select committee, or a dedicated committee

made up of both houses of Parliament.

“If it’s an existing committee, such as the Transport Select Committee, then the scrutiny has to be fitted in around its existing programme of work. If it’s a dedicated committee, that will take time to set up and establish. As far as we are concerned, we’d like to crack on with that sooner rather than later.

“So, what do we think about a draught bill? Well, clearly it’s not as good as the real thing, but it is a good way of fleshing out different views on the legislation. It’s a helpful way, potentially, of expediting it post-election, and it probably improves the chances of it being in an early session of Parliament after the election, because it should have taken the sting, or least some of the sting, out of any parliamentary dissent.

“Whether or not we believe a bill will be a priority for an incoming government of any colour or persuasion really depends upon how much other stuff they’ve got on the blocks ready to go and how controversial that is. And then of course, what sort of majority that government has. So, I think this process is a helpful one and is certainly better than nothing.”

Even before the next General Election, which some people believe could take place around October 2024, GBRTT wants to proceed with its planning.

“I’ve asked Ministers to be very clear on what, in their opinion, good looks like,” Andrew explained. “It’s not in our interest to continue to perpetuate workstreams with GBRTT that spend money and distract people.

We’d much rather focus people on the things which are going to be delivered on the government’s agenda, that support the long term strategy for rail, and prepare us for a post-election scenario.”

There is therefore much work still to do, both on GBRTT and in guiding Network Rail through CP7.

Andrew Haines certainly seems up for the challenge – his answers were clear and concise and he is very much on top of his game. It will be interesting to see what effect outside influences may have – the results of the General Election, the effects of inflation and extreme weather, and any other as-yet-unknown variables that may appear unannounced over the next five years as Andrew’s ‘bumpy’ journey continues.

January 2024

Andrew Haines visiting the team working to repair a landslip at Hook, Hampshire.

Image: Andrew Haines

It’s not in our interest to continue to perpetuate workstreams with GBRTT that spend money and distract people Control periods and determinations To manage its funding of the railways, the government created railway control periods, normally of five year’s duration (the first was only four). A plan is proposed, discussed, amended, and then a budget established for the whole of the next period.

It is a lengthy process. For Control Period 7 (CP7), commencing 1 April 2024, Network Rail provided its initial submission to the rail regulator (Office of Rail and Road – ORR) in March 2022.

ORR made its Final Determination in October 2023, awarding Network Rail £38.5 billion for England and Wales and a further £4.6 billion for Scotland.

This determination includes funding for maintenance and renewals of the railway.

Enhancements, such as additional routes or major upgrades, are funded by separate agreements with the ORR, the Department for Transport and the Treasury. The so-called RNEP (Rail Network Enhancements Pipeline) was to be published annually. However, the last iteration is dated October 2019…

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NEWS

Government sets ambitious target to grow rail freight by at least 75 per cent

Freight trains at Felixstowe Port. Image: GBRTT

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rail freight growth target of at least 75 per cent by 2050 has been set by the Transport Secretary Mark Harper. From delivering food to supermarkets, to transporting building materials to construction sites, rail freight is a vital part of everyday life in the UK, carrying tens of billions of pounds worth of vital goods.

The government says the target not only provides the sector with certainty by setting a clear pace for growth, but it will also lead to significant environmental benefits by taking lorries off the roads – slashing emissions and congestion in the process.

Mark Harper said: “Rail freight helps keeps this country moving, ensuring our supermarket shelves are stocked and materials are supplied to our construction workers.

“Not only is it the most efficient and environmentally friendly way of transporting many goods, but it helps grow the economy across the country.

“This ambitious plan demonstrates this government’s confidence in the rail freight sector, and

I hope it encourages businesses to capitalise on the extra opportunities, so the industry continues to thrive and deliver for our country.”

It is also hoped the target will encourage further private sector investment in projects that will grow and modernise the industry, such as GB Railfreight’s new state-of-the-art maintenance facility in Peterborough, which was officially opened by the Transport Secretary in September.

Great British Railways Transition Team’s (GBRTT) Lead Director (interim) Rufus Boyd said: “The government’s announcement, for a rail freight growth target of at least 75 per cent growth by 2050, supports what our customers and stakeholders told us in the national Call for Evidence. That setting a clear ambition for rail freight growth will help bring the sector together, focus minds, break down silos, and be a catalyst for private investment.

“Rail freight is already a big success story. Moving goods by rail is a greener option and helps cut road congestion, and what we have here is an opportunity to grow rail freight’s modal share. I am convinced that

through collaborative working the industry can rise to this challenge.”

The Rail Freight Growth Target also forms a key part of the government’s drive to improve the longterm capacity of the rail freight network. It says billions of pounds of redirected funding from HS2 is now further supporting schemes to improve rail infrastructure and services in all parts of the country.

Director General of the Rail Freight Group Maggie Simpson said: “We are delighted that government has recognised the economic and environmental benefits of growing rail freight. This target sends a strong message about the benefits and potential of rail freight which will encourage investment by industry and private businesses and attract more customers to move their goods by rail.”

The target has been set following a call for evidence with industry leaders, customers and other stakeholders by the GBRTT. Going forward, GBRTT’s recently formed Strategic Freight Unit will spearhead strategic leadership in the freight sector, further unlocking the industry’s potential for growth.

DfT: Most regulated rail fares will be capped at 4.9 per cent The government has announced this year’s rail fares increase will be capped at 4.9 per cent, lower than July’s 9 per cent RPI figure on which they are historically based.

In a release, the government says it comes as it delivers its commitment to halve inflation by the end of the year with the latest statistics showing

inflation is at its lowest level for over two years at 3.9 percent – helping to keep fare rises lower in the long-term.

Since 1996 regulated rail fares have increased closely in line with RPI inflation – never being more than 1 per cent above or below RPI before last year’s significant government intervention.

January 2024

The announcement means fare increases are lower than last year’s rise and will not increase until 3 March.

The regulated fare cap for National Rail operators in England is also significantly lower than in Scotland where rail fares are set to increase by 8.7 per cent from April next year.

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GREAT BRITISH RAILWAYS TRANSITION TEAM

Rufus Boyd, Lead Director (Interim) at the Great British Railways Transition Team (GBRTT), writes about how we all need to focus on what we can directly deliver in the here and now

Industry must come together as ‘one railway’ to deliver reform

January 2024

GREAT BRITISH RAILWAYS TRANSITION TEAM

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e start 2024 with a renewed opportunity for the sector to recommit to reform as one voice. And, given the scale of the changes being made, it is my hope that the upcoming pre-legislative scrutiny of the draft Rail Reform Bill – announced on the day of the King’s Speech – will help the legislation to have a swifter passage through Parliament when it is brought forward.

The draft bill also keeps alive the conversation about the reforms that rail desperately needs and, better yet, may force consensus if not a conclusion.

It keeps that conversation in the minds of those parliamentarians that we need to act. It builds – incrementally – on the momentum that was gained almost a year ago when the Transport Secretary made his Bradshaw Address. A speech that had the full support of both the Prime Minister and Chancellor. It is also worth noting that in the run-up to the General Election, all three main political parties have spoken publicly about their support for a guiding mind.

But crucially, what the King’s Speech really did was to signal to the whole sector that while GBR remains the destination, it is the sector that will determine how the next 12 to 18 months play out. In this regard, we control our own destiny.

Working together - why now?

Five years on from the 2018 timetable debacle, and two and a half since the publication of the Plan for Rail, it is also worth reflecting that we have moved beyond the high degree of political instability that saw three Prime Ministers and three Transport Secretaries in just a few short months.

Added to that, there has been a material increase in subsidy off the back of reduced income and changed work patterns, with a huge variation between the best and worst performing train services.

No credible ‘Plan B’ to reform has been put forward.

In the run-up to a General Election, it is absolutely essential to have industry stability. And that we speak as one voice.

Before we talk about why we need to work together, we must first of all accept that, as a transition team, sometimes our approach has been more agitative and less collaborative. We had a big job to do in designing Great British Railways (GBR) and not a great deal of time.

We could occasionally be a sharp-elbowed, chest-out organisation because we had to be, given the deadlines we’d been given. But we need to be different now because GBR is the other side of a General Election, and we have to start ‘doing the right thing’ now. This calls for a different approach. We must be collaborative, sure-footed, and incremental in seeking progress for the here and now.

GBRTT needs to be a whole-system thinker in a way that supports the sector in tackling today’s challenges within the current legal framework. I’m clear that ‘whole-railway’ initiatives don’t need to involve GBRTT – often, they won’t. There are armies of capable, gifted people across rail who are already working in this way. Network Rail and the Department for Transport (DfT) own the largest network-wide levers and so will be central partners in these efforts.

But collaboration must include train operators, Rail Partners, Rail Delivery Group, Office of Rail & Road, Rail Freight Group, DfT OLR Holdings Limited (DOHL), Mayoral Combined Authorities, Railway Industry Association, and Rail Forum – to name a few.

Success will depend on working with leaders across the industry to develop thinking, spot opportunities, and address challenges promptly. Andrew Haines, caught up personally in the incident at Paddington station late last year, promptly posted online about the hard work of specific individuals working to help customers, while also noting the failure to work as a system. Looking across the breadth of the whole sector, I’m sure we can all agree that there’s plenty to go at and we can’t wait for others to tell us what to do.

In this context, we have a slightly evolved offer to the industry. In the period ahead of us, before GBR is established – and where greater collaboration can unlock benefits to customers and taxpayers – we are here to help in three ways.

1. By acting as an independent advisor when it comes to whole-system thinking – for example, our work that led to the government announcing a Rail Freight Growth Target.

2. By facilitating conversations and removing blockers to good ideas.

3. By developing tools that both national and local decision-makers, who know their own contexts best, need to see the bigger picture. Tools like our Industry Financial Model or our national Going for Growth Framework for prioritising investment where it can have the biggest collective impact on mode shift and passenger revenue growth, which has operator support.

The risk of navel-gazing When legislation was impending and GBR around the corner, I know some in the sector felt their voice was not being heard on issues they felt were important. Sometimes it was difficult for them to know who to talk to. Frustration was evident.

January 2024

While GBR remains the destination, it is the sector that will determine how the next 12 to 18 months play out

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GREAT BRITISH RAILWAYS TRANSITION TEAM

This was imperfect, not least because the sector looked divided to influencers and decision-makers who did not have the lived experience of our industry.

And on reflection, it made it easier for genuine detractors – as opposed to those with legitimate concerns – to undermine reform which will benefit the railway, but more importantly the country.

Now we have more time on our side to work towards the same destination. And it is my great hope that we can bank the agreements in public, negotiate the differences in private, and present a united front as a sector.

We certainly intend to continue working with organisations like Rail Partners, Rail Freight Group, Railway Industry Association, Rail Forum, Independent Rail Retailers, and others. This is hugely valuable for us because we actively want to encourage different views to help inform our work.

Let’s work together at pace – candidly in private and thoughtfully in public, because the wrong words at the wrong time provide the perfect excuse for further delay. We must come together to put aside some of our highly detailed points of difference and deal with them downstream.

There is no ‘Plan B’ Perhaps one of the biggest risks is that we return to a debate on alternatives. And for those who think there is an alternative, let’s apply five tests: 1. Does it make the railway simpler and better to use for passengers and freight customers?

And specifically, will it facilitate and deliver the government’s rightful ambition for a ‘retail revolution?’

2. Will it set the railway up to better deliver the government’s other strategic objectives for rail, like financial and environmental sustainability, economic growth, and levelling up?

3. Does it give the sector’s employees, suppliers, innovators, and investors the confidence they need to make long-term commitments?

4. Would an alternative proposition bring the sector’s revenues, costs and decision-making closer together, and closer to the operational railway to deliver better outcomes?

5. Would it ensure that accountabilities are clearer, and the different parts of the system work better together, so that the benefits of major investment are maximised and the resulting risks are reduced?

If the answer to any of these is ‘no’, then anyone seeking to put forward an alternative proposition will have a tough job gaining consensus. The existing Plan for Rail does all of the above, and we should stick with it.

One railway I don’t pretend either that the concept of ‘one railway’ is a new one. We have often said that good managers and leaders in our industry seek to affect change, despite the fragmented structures across track and train which hamper them.

In instances when decisions are made which don’t

make sense in the round, these organisations tend to be acting rationally within their organisational incentives – however perverse they are – including the oft-cited issue of Schedule 4 and 8 disputes. And where we are not working against each other, we are often man-marking.

However, there are some fantastic examples of a more collaborative, cross-industry approach.

We came together during the pandemic and for the Queen’s funeral, in spite of organisational barriers, different organisational priorities, and organisational politics. I myself was engaged deeply with Rail Partners on a Statement of Intent for Rail and a Commercial Framework Model for operators under GBR. Other players in the sector can and have delivered better outcomes for the benefit of customers and taxpayers – in this, I include initiatives such as the Manchester Recovery Taskforce, the East Coast Engineering Access trial, and the West Coast 2022 timetabling change.

And at GBRTT, we’ve made huge amounts of progress over the past couple of years – not on our own, but through collaboration. For example, the newly formed regional partnerships. Last autumn, we held the first Partnership Oversight Groups with colleagues in Greater Manchester and the West Midlands. This marked the formal start of work to deliver a more locally accountable and integrated rail network in these ‘Trailblazer’ areas, as well as pay as you go ticketing pilots. We’ve had 18 months of working together, building trust, and hard graft over detailed discussions to really understand those local needs, with a complex mix of partners, including DfT, Network Rail, Transport for the North, and DOHL, as well as Transport for Greater Manchester and West Midlands Rail Executive. But there is still more that we can do.

Collaboration makes commercial as well as common sense Collaboration has a high behavioural component, built on engagement and trust. But there are some real and obvious commercial benefits to working more closely together ahead of an industry-wide incentive framework.

January 2024

Collaboration is the route to improving the efficiency of the system and as a result, the bottom line. Within existing accountabilities and structures, we’ll be looking to support better alignment of business planning across train operators, Network Rail and DfT, as a mechanism for joining up the way the industry plans train services and infrastructure.

Given changed travel habits, we want to support the industry to develop timetables that are optimised to meet today’s demands and deliver the mode shift to rail we all want. There are also critical opportunities to pull together to deliver tangible benefits for customers and increase satisfaction over the next 12 months from rolling out pay as you go and barcode ticketing to more stations, to working with operators to bring greater consistency to the customer proposition across the rail network.

Launched this summer, for example, our Industry Financial Model brings together a virtual ‘profit and loss’, giving rail leaders and funders visibility of rail finances in a joined-up, whole-systems way.

This hasn’t been done for a generation and is in spite of fragmentation. Now you could argue that this would be far easier with a single guiding mind, but it’s not impossible to make progress and to start fostering the more collaborative, one railway culture in the interim.

Focusing on what is within our collective gift We all need to focus on what we can directly deliver in the here and now. That means pushing on with fares reform, so that passengers see and feel a simpler and better ticketing experience. Pressing on with the Rail Freight Growth Target, with the industry now pulling together towards implementation. Propelling longterm and whole-system thinking into decision-making today.

Put simply, this is about getting on and delivering the benefits of a one railway approach, as far as we can, now. One railway must mean one plan. And we’ll drive systemwide or systemic change when ‘one railway’ spreads throughout our great industry, from those who are leading the charge to becoming the status quo for rail leadership.

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16

PROJECTS

GCRE’s Chief Executive Simon Jones writes how the last 12 months have been about building tangible commercial partnerships

Taking the Global Centre of Rail Excellence onto a wider stage F

or the Global Centre of Rail Excellence (GCRE), 2023 was a watershed year.

The concept of developing Europe’s premier site for rail innovation - a purpose-built facility where genuinely world-class rail research, testing and certification of rolling stock, infrastructure and cutting-edge new technologies could take place - is one that stretches back almost six years. In that time our energies have been focused on securing the development funding we needed, finding a suitable site, obtaining the relevant planning consents, and building a high-quality GCRE team.

But 2023 was the year when the GCRE idea had to step out onto a more public stage. It was a time when we had to take all of the detailed background work we had done and begin to build the tangible commercial partnerships that would be the bedrock on which our new facility would be built.

And that’s what we did. The last 12 months have been about showing a wider audience just what GCRE can do for the rail industry on a UK, European

and, indeed, global scale. We used the year to build momentum and, through the development of key industry and academic partnerships, we’ve highlighted the broad range of services and functionality we will offer on our purpose-built, 700-hectare site once we are operational.

One of those flagship partnerships came in April when Hitachi Rail committed to bring all of its rolling stock testing, battery development and digital innovation to the GCRE site. To secure a blue ribband partner such as Hitachi Rail was a pivotal moment in the life of GCRE. It marked an important milestone for the development - here was one of the most important names in rail recognising commercial value in what we are doing and wanting to work with us.

Through the year we built on that solid achievement, securing other major clients. Transport for Wales, HS1, Thales, Ricardo, Frauscher, Getzner, and the Connected Places Catapult all signed up as partners. 2023 was the year when GCRE moved from a great idea on the page to clients making tangible,

January 2024

commercial commitments to collaborate with us.

That momentum built further through the year as more than 160 organisations in the rail supply chain signed an open letter endorsing the GCRE vision and signalling their support for the facility.

Companies large and small have signed the letter, many from across Europe and with a reach and presence in all quarters of the continent. Those signing up see that what we will have at GCRE will be unique – a facility that in terms of services such as infrastructure testing will be replicated nowhere else in Europe.

Of course, building an attractive offering for clients means developing world class research and development infrastructure on site. We were able to take a major stride forward in that regard when in July we received confirmation that a consortium of high profile universities including Birmingham, Swansea and Cardiff had secured £15 million from the UK Research Partnership Investment Fund to establish a new Centre for Railway Testing, Validation and

17

PROJECTS

Customer Experience at our GCRE facility.

In many ways, we’ve already begun to show the significant innovation potential of GCRE. One of the most pleasurable projects to be involved in during the year was to work with the UK Government and Innovate UK to launch and take forward the exciting ‘Innovation in Railway Construction Competition’. £7.4 million of funding is being used to support the development of ideas that will underpin the railway of tomorrow, with those exciting ideas and concepts being developed and brought to life at the GCRE site itself.

The impact of GCRE can be seen in the level of interest we’ve seen from individuals wanting to know more about the facility and what we can do. Last year we hosted over 250 people from industry and its supply chain on visits to the GCRE site, with more to come this year. What was also a feature of 2023 was the high profile, cross-party support we secured.

We hosted major visits and endorsements from the UK Rail Minister Huw Merriman and the Welsh Government First Minister Mark Drakeford. A particular highlight was a major essay published in November by the former Secretary of State for Transport, Lord Patrick McLoughlin who said that the GCRE was significant to the future of the economy as it marked the creation of critical new industrial capacity here in the UK. That impact can also be seen through a wider lens.

During 2023 we were delighted to host a conference at our site alongside Women in Rail and Young Rail Professionals to demonstrate how GCRE was making progress in taking forward its EDI Charter commitments and embedding equality, diversity and inclusion into its future.

2023 was also an important year for us in the local community – strengthening relationships and explaining more about what GCRE means to local residents. We held GCRE Roadshow events throughout the year and worked with local schools and not-for-profit partner Primary Engineer to launch a fully-funded STEM engineering project in 14 primary schools near to the GCRE site.

But 2024 promises to be an even more important year for the business.

We hope to draw to a conclusion the major private investment process we have been working hard on over the last year and in the coming months outline some important next steps in terms of the build of our new facility. We also hope to announce a number of important new industry partners as we continue to offer the industry a unique facility that will add value to their organisations.

During 2024 we hope to secure the private investment needed to go with the £85 million already committed by the UK public sector, allowing us to accelerate construction activity on our 700-hectare site. Early priorities will be to begin earthworks in the depot area and the re-development of key access infrastructure to the site to support the university R&D facility.

Importantly the next 12 months will see us draw out in more detail some of the wider commercial opportunities that exist on the GCRE site. Perhaps the most important one of those lies in the field of energy.

Our 700-hectare site provides a strategic location at which to not only generate renewable energy, but also to use the high-quality research and development infrastructure we will have here to be a leader in energy innovation.

January 2024

The site also has major potential as a place where the ideas and innovations being developed on site can be commercialised into new business and exports potential. We believe that through the new Technology Park we will have on site we can make GCRE one of the leading hubs for new business growth and expansion overseas. Indeed, we’ve already shown what’s possible.

During our recent presence at COP28 in the United Arab Emirates we signed an important agreement with Contrax and at Rail Live in Madrid we agreed a partnership with Xrail, helping us enhance GCRE’s export and wider business development potential in key markets such as the Middle East. The value that organisations and businesses across the world see in the GCRE isn’t confined to the UK and Europe and in 2024 we will do more to take the GCRE message wider, in particular to harness the growing interest coming from areas like the Middle East by deepening our commercial and industrial relationships there.

I said at the start of 2023 that the GCRE was one of the most creative and important developments in UK and European rail. That view has only strengthened further over the last 12 months, and I hope that in the coming year we can, with our investment partners, begin the vital work of realising that vision.

In many ways, we’ve already begun to show the significant innovation potential of GCRE

18

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TRAIN OPERATING COMPANIES

It is little over two years ago that Southeastern came under Operator Of Last Resort. Managing Director Steve White discusses the journey so far and the track ahead

Writing the next chapter in Southeastern’s history

M

ost days before Steve White goes to work, he gets motivational words of advice from his wife. There weren’t any needed when he set off on his first day as Managing Director of Southeastern, with the smile on his face saying it all. This was despite the challenges ahead, with the start date coming just days before the government took over the control of the train operator’s services as part of the Department for Transport’s Operator Of Last Resort (DOHL – Department for Transport Operator of Last Resort Holdings Limited).

“I felt emotionally attached to the thought of running it having agreed during the summer,” he said.

“My predecessor David Statham had been there for seven years and spoke highly about the people, it is a really interesting railway in that it has metro, main line and high speed services which I had done in my career at London Underground, Silverlink and Eurostar, and I just loved the idea of coming here.

“I think my wife just saw the smile on my face before that first day and said, ‘go and enjoy it’.”

It is now more than two years ago that Steve took charge, vowing to relentlessly focus on improving the service and bringing back more customers to the railway, with new trains, investment in the fleet and stations, flexible ticketing and new technology to ensure journeys are as comfortable and convenient as possible.

Reflecting on what has been achieved so far, he said: “We’ve summarised over 100 things that we have done in the first 24 months of Southeastern. This has included some transformational items including the removal of first class which has created four million extra seats a year at no cost to the taxpayer.

Prior to this first class was taking up 15 per cent of our trains, with customers making up 1.5 per cent of our revenue.

“Other things include putting a defibrillator on every station available for rail colleagues, customers and for the local community; Network Rail has done some fabulous work such as the renewal of Lewisham Junction and we’ve got tactile paving on every platform. We’re working hard to create a better, more reliable and sustainable railway.

“Of course, there are other levers we want to

pull. We still need to grow passenger numbers more and have set an ambitious target for that, and we still want to invest in or replace our rolling stock, particularly the Networkers. We’re in live discussions with the department. So I would say we’ve done a lot in the two years, but there’s still a lot more to do as we seek to address years of underinvestment.”

Southeastern currently runs more than 1,700 trains a day and employs over 4,500 staff. DOHL was set up within the Department for Transport to provide continuity of services should companies fail or breach the terms of their contract. As well as Southeastern coming under DOHL in October 2021, it has also taken operation of East Coast Main Line, through a wholly owned subsidiary, London North Eastern Railway in June 2018 and Northern Rail through a wholly owned subsidiary Northern Trains Limited in March 2020 and TransPennine Express.

Steve said: “Our contract with the Department is essentially the same as that for Private Sector Owning Groups with only a small number of variances such as the ability to earn a performance bonus which

January 2024

does not apply to us. Our budget challenges and obligations to the Department are similar. We are a not-for dividend company, so we make a 1 per cent margin in our accounts, but it is not for us to distribute that to our shareholders.

“Southeastern has been on short-term contracts since 2014, but under the ownership of DOHL, which is notionally until October 2027, we are trying to take the right long-term decisions for the good of this railway and setting the foundations of the future.

“We have simplified the working at junctions such as Lewisham and Tonbridge so they run much more smoothly, and we are making the case now for rolling stock replacement. We have also created an alliance with Network Rail because the geography of Network Rail Kent and Southeastern is a pretty perfect overlap. We are taking these steps now which will be good for the next generation, not just for the rest of the franchise.”

Explaining more about the partnership with Network Rail, Steve says they have a joint leadership team which regularly meets, and there is a full data

23

TRAIN OPERATING COMPANIES

sharing agreement for transparency on how busy each of Southeastern’s lines are by time of the day and day of the week. There is also a joint profit and loss account for the total cost of running the railways in the South East, not just the Southeastern version.

“What I’m particularly excited about is the aligning of our business plans for CP7,” said Steve. “Network Rail has got secured funding for the next five years and we’re writing our business plan now which is a one year plus four plan and we’re targeting the things we want to do alongside Network Rail’s investment for the overall good of the railway.

“Network Rail increasingly talks about targeted investment and where it is that we should be spending our money to give the maximum benefit to customers.

We have all the answers to those questions so I’m pleased that the Network Rail plan for CP7 in Kent and the Southeastern plan for that timescale will dovetail perfectly. Take rolling stock as an example: there are 20 people within Network Rail who are part of the working groups designing the specification for the trains to ensure what is created is right for the whole system and not just the operator. It is brilliant, joined up working and is the practical reality of putting track and train together.”

One of the drives towards a better, more reliable and more sustainable railway is around the refurbishment and upgrade of its train fleet. It was due to have completed the introduction of the Class 707 City Beam trains in its metro area by December. Its Class 375 upgrade is due to complete in March 2024, and refurbishment work on the 29 Class 395 Javelins is well underway.

“The Class 395s looked ok and now look fabulous, the 375s benefit from at-seat sockets and LED lighting and that is great, and the 707s are a very welcome addition, but the one I most want is the Class 376s,” he said. “The Electrostar is tired and a refresh

is overdue and we are out to procurement now to start transforming the interior and exterior of that train from next year. That will be a game-changer for some of our metro customers.”

But it isn’t just the big-ticket items that are transforming the experiences for customers. Its efforts haven’t gone unrecognised, with the operator receiving the Customer Service Excellence award at the National Rail Awards. Amongst its achievements are three new separate, but linked, information systems developed by the operator and its partners which includes a dynamic route map showing realtime status on every route and station (developed

by FabDigital), an information management system which allows much better identification of priority trains and travellers, especially during disruption, and an improved customer information system. Work with Worldline’s Customer Information System (CIS) has also driven visual displays and automated PA announcements.

“Railways are also improved by doing lots

January 2024

We’ve summarised over 100 things that we have done in the first 24 months of Southeastern

Below: Rail Minister Huw Merriman formally opening Thanet Parkway in 2023.

Images: Southeastern

24

TRAIN OPERATING COMPANIES

of small things,” he said. “Our commercial department, I call them the department of pleasant surprises, are constantly making changes for customers with digital innovations such as a live map on our website showing where our services are in real time, SeatFinder showing how busy trains are, or, coming soon, our accessible journey planner that allows customers to plan journeys knowing which stations have lifts.

“In November we launched the s-ticket, a digital season ticket, and this follows last July when we had e-tickets for the first time across our whole network.

I’m really excited that we have the opportunity to continue to innovate and improve services for customers and also that we can target the money that Network Rail does have in Control Period 7 to where it is most needed.”

Southeastern is a Top 100 Apprenticeship Employer, is ‘highly-rated’ by Investors in People for its apprentice framework, is a Financial Times Diversity Leader and was the top ‘Women in Rail’ employer in 2020 and 2022. In December last year, Southeastern also achieved the EY National Equality Standard accreditation.

More recently the organisation agreed to work formally with the Purpose Coalition, bringing together the UK’s most innovative leaders, parliamentarians and businesses to improve, share best practice and develop solutions for improving the role that organisations can play for their customers, colleagues and communities by breaking down barriers to opportunity and boosting social mobility.

“We really embrace a sense of social purpose, and we are delighted to be working formally with the Purpose Coalition, recognising the opportunity the railways have to be an engine for social purpose as well as a mode of transport,” said Steve. “In addition to that, Southeastern is one of the Top 100 Apprenticeship Employers in the country and one of only a handful of businesses that have got triple Investors in People – Investors in People, Health and Wellbeing, and Apprenticeships.

“Of the 4,500 people in Southeastern, there are about 400 live apprenticeships with people studying as high as level 7, some with level 3 apprenticeships studying maths, English and IT possibly for the first time since leaving school. We are giving them the opportunity to gain a recognised set of skills, a transferable set of skills and the self-esteem that comes with having a recognised qualification.

“We run graduation ceremonies for our apprentices that are like the graduation ceremony that you might experience when leaving university because we want people to feel really good that they are developing themselves as well as building a career.”

Steve joined Southeastern from Govia Thameslink Railway, where he was Deputy Chief Executive. A chartered engineer, he previously held leadership roles at London Underground, Silverlink Trains, Eurostar and Siemens PLC, responsible for the operation and maintenance of metro, commuter and long-distance services.

He joined Govia Thameslink Railway as Chief Operating Officer at the end of September 2018 before becoming Deputy Chief Executive in July 2019,

navigating the business through successive timetable changes, customer experience improvements, restoration of stakeholder confidence and the completion of the UK’s largest new fleet introduction.

Reflecting on the journey ahead, he has the smile on his face that he had on day one taking on the job of Southeastern and is full of excitement and optimism.

“The macro issues of urbanisation, need for more housing, net zero, the importance of public transport verses private car, all of those are trending in the direction that says rail should be more relevant in the future than currently,” he said. “We just need to ride out the storm we’re in at the moment, keep doing things for the right reasons and keep promoting all that is good about rail.

“When you work in rail, and particularly in train operations, you don’t own the railway, you just get to write the next chapter in the history and we’re going to write the best possible chapter we can in the history of Southeastern. I’ve got a fabulous team and there are some fantastic people working in our railway, we know what we want to do, and we can plot a way through to a brighter, more sustainable future and that is what we seek to do every day.”

January 2024

Above: Huw Merriman (left), Network Rail’s David Davidson, and Steve White at the opening of Thanet Parkway.

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INFRASTRUCTURE

Will Godfrey, Director, Economics, Finance and Market at the Office of Rail and Road, discusses the five-year funding and regulatory settlement, saying it provides stability and a platform for the industry to plan and invest

A £43.1 billion plan to deliver a safe and customer-focused railway “C

hallenging but achievable” is how Will Godfrey, Director, Economics, Finance and Markets at the Office of Rail and Road (ORR) describes Control Period 7 (CP7) following its final determination of Network Rail’s £43.1 billion plans to deliver a safe and customerfocused railway in England, Wales and Scotland.

Will led the regulator’s periodic review (PR23) for Network Rail’s plans for the next five years from April 2024 (CP7), determining what it is expected to deliver with respect to its operation, support, maintenance and renewal of the network and how the available funding should be used to support this.

“What we’ve achieved is a balanced package that delivers on the four key objectives that we set out at the start which are safety, performance, asset sustainability and efficiency,” said Will.

“We have to recognise the overall expenditure has been reduced by the impact of inflation, but nevertheless, it is £43.1 billion over five years which is a significant sum of money so in return we expect significant things and have set ambitious but realistic targets across the key objectives.”

It has been a complex and challenging time to do a periodic review with inflation recently at a 40-year high, industrial action, rail reform and an industry recovering from the shift in passenger demand from the pandemic.

“I think at its simplest we have achieved the relevant trade-offs and we’ve got a platform that provides the industry with an opportunity to invest, provides customer-focused outcomes, and greater certainty in uncertain times.

“Personally, it has been a privilege to lead the review,” added Will. “The rail network is one that supports billions of combined passenger and freight kilometres every year and Network Rail is a business that will spend nearly £9 billion each year maintaining, renewing and operating that infrastructure, so it is really important that we get good outcomes.

“It has been great to work with such dedicated and professional colleagues, not just in ORR, but also across the industry and wider stakeholders. Everyone I have engaged with has been a pleasure to work with and everyone has come at it with passion and commitment so that has made it really enjoyable.”

Will has been in his current position for 18 months, joining from water regulator Ofwat where he was a Director on the Price Review, and prior to that Director of Economic Analysis at Ofcom. He isn’t new to the railways, returning to ORR after an interval of 17 years since leaving as Head of Competition Economics.

“I was attracted back to the rail sector by the importance of what it delivers, and the opportunity to lead a periodic review at such a crucial time,” he said.

“It is really rare that you get the opportunity to do so when so much is at stake with rail reform, recovery from the pandemic, inflation, and industrial relations all adding to the mix. I knew ORR was a great place to work and although few former colleagues remain, that professionalism and sense of public purpose have continued to infuse the way people work. It makes it a real pleasure to be here.

“There are similarities between the roles I have had.

What unifies the economic regulators I’ve worked at is that clear sense of public purpose and how, if done well, independent, impartial, evidence-led regulation can lead to better outcomes for customers and users of those markets. In all cases, you can only achieve

January 2024

this with highly committed colleagues who can deliver under pressure and often with lots of external scrutiny.

“Above all, it is about getting better outcomes and better performance from complex networks where one firm dominates the market. There are obvious differences between them, each one has its own alphabet soup of acronyms, but once you have got your head around those, the nature of the incentives, the understanding of how supply chains work, those principles of economic regulation are very transferable.”

Turning his attention to the journey ahead for the railways, Will has highlighted some key areas for Network Rail and the wider industry: train performance, freight growth, renewing the railway, managing risks effectively, delivering value for money, and protecting the environment.

Train performance Network Rail is being tasked to work with operators to ensure that cancellations are reduced and that punctuality is maintained, especially as passenger numbers continue to increase.

75 27

INFRASTRUCTURE RBD Community Member Spotlight Feature “Some of it is within Network Rail’s control, but it In England and Wales, the target for the percentage Freight growth is of cancelled trains is 3.2 per cent by the end of CP7 (from does also depend on wider trade, the macroeconomy a year-end forecast 3.7 per cent) and for trains running and of course what it costs to transport on other modes. really important in “We’re looking for Network Rail in the development on time is 67.1 per cent (from a year-end forecast 66.8 per cent). In Scotland, there is a target of 92.5 per cent public of those delivery plans to work with the freight how it contributes operators to identify what is going to make the performance measure in each year of CP7.

ORR will reassess passenger train performance most difference to achieving those freight growth to the economy targets for England and Wales in advance of year trajectories.”

On the rail regulation side, ORR has announced three of CP7, with the two-year window aiming to Agile and to the consultants. create an opportunity for train companies to work that variable charges for freight and charter operators will continue to be capped below cost for Network Rail to better align planning processes. governments’ wider with“What Extraordinary software is going to be really important is getting this control period, with infrastructure cost charges better alignment between planning horizons, for freight operators to stay the same or reduce (in environmental D/Gauge are experts in gauging and clearance assessment. particularly as the publicly funded operators work on inflation-adjusted terms).

Pioneers in methodology and digitalisation, no-one gets “It is something we did carefully consider, and a relatively short horizon, whereas Network Rail isyou on closer. ambitions a five-year planning horizon. The dial needs shifting variable usage charges are on a trajectory towards through CP7 to look beyond the immediate period and further ahead both on the operator side as well Electrification as the Network Rail side. Ideally, this is something that • Structure Clearance • Electrical clearance needs changing for CP8, with CP7 doing the reset Assessment feasibility and giving us time to get it right for CP8.”

• Track and Infrastructure Pantograph and OHL there is a Turning• to freight and Great Britain-wide, challenge to increase rail freight by 7.5 per cent, with Design Support clearance assurance the target• in Scotland 8.7 per cent. On average for • Assessment of Unusual & Electrical clearance Great Britain, the rail freight cancellations target is set Large loads monitoring at 1.3 per cent.

“Freight growth is really important in how it to the economy and to the governments’ Email: info@dgauge.co.uk orcontributes visit www.dgauge.co.uk wider environmental ambitions,” said Will. “Although it is important to set targets, an important thing to recognise is that there is so much that goes into the mix to deliver freight growth.

Infrastructure

cost recovery because ultimately they will need to be reflective of cost,”Stock added Will. “The freight growth Rolling targets have been set in recognition of that trajectory • Fleet on charges, butprocurement of course, some of Network Rail’s Trainhas introductions own• research identified there is a whole lot more that• goesVehicle into howupgrades you achieve and freight growth, so it is about modifications what it can do in this next planning phase to give• specificity to enabling freight growth.”

Vehicle Retractioning

Renewing the railway Overall, Network Rail will conduct fewer renewals, with more refurbishment, life-extending repairs and maintenance in comparison to CP6, and the organisation’s implementation of its modernising maintenance programme key to the successful delivery of this approach to asset management.

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INFRASTRUCTURE

One of the most noticeable changes by Network Rail since the ORR’s draft determination in June has been the increase in spending on core railway infrastructure (such as track, structures and earthworks) by £600 million to bolster asset sustainability, safety and performance.

“This is particularly important with the challenges presented by climate change, and overall ORR considers that Network Rail has a suitable framework to understand and manage the change in risk from carrying out fewer renewals and a move to greater maintenance of existing assets,” said Will.

“We’ve always been clear on the need for a focus on those core assets – for example, the track, the structures and the earthworks – and that is what we were particularly keen to emphasise in our review of the initial plans. We welcome the extent to which Network Rail stepped up and increased the expenditure on those core assets which is so important. These assets need to be reliable and safe not just for passenger and freight performance, but also given the pressures from climate change.

Climate change resilience and protecting the environment

Not only is there asset sustainability in the face of climate change, but there is also what Network Rail does in order Value for money to deliver better Network Rail has been challenged to continue to Five years’ time build on the success of recent efficiency initiatives In announcing its CP7 plan, Network Rail spoke environmental which will be vital in achieving a financially of an aspiration for a railway that is focused on its sustainable railway and deliver value for money for customers, supports all who use the railway, and outcomes “A key part of that focus on core assets is resilience to climate change. Network Rail rightly identifies the importance of adapting to climate change and there is a lot in its plans that go to that, so I think we’re all pointing in the same direction.”

Network Rail is also required to deliver a more than 20 per cent reduction in its carbon emissions as part of a move towards a lower emissions railway.

ORR has also set a target for Network Rail’s efforts to conserve and enhance biodiversity.

“Not only is there asset sustainability in the face of climate change, but there is also what Network Rail does in order to deliver better environmental outcomes,” said Will. “We’ve set important targets for reducing carbon emissions and also enhancing biodiversity.

“Another factor in this is the relationship with the supply chain. With so much of Network Rail’s work delivered through contractors, it is vital that they have got the frameworks, the clarity on work banks that are coming, and the profile of expenditure through the control period so you have that smooth transition to delivery into CP7.

“With each region taking a more bespoke approach to procurement, although that is good from the perspective of innovation and adapting to the needs of each region, it has to be a smooth experience for contractors as well because there is a cost to dealing with more than one region if there are different frameworks. The effectiveness of procurement more generally is something we will be keeping an eye on during CP7.”

passengers, freight and funders of the railway.

Currently, in CP6, Network Rail is expecting to exceed the efficiency targets set in the last periodic review, and is on track to achieving £4 billion against a target of £3.5 billion. For the next five years, the challenge is at least £3.2 billion in England and Wales and £0.4 billion in Scotland, which Network Rail says will be achieved with a range of initiatives covering technology, contracting and engagement with the supply chain, innovation, and smarter ways of working that will save time and money.

“The targets are definitely stretching, but Network Rail has a good basis to build on,” said Will. “Network Rail does need the plans and initiatives to enable them, of which industry reform is a part, not simply through structural or legislative changes, but also through a more collaborative mindset, improved engineering access, infrastructure monitoring, supply chain operations, reforming technical standards, improved use of technology and perhaps learning from approaches taken elsewhere, such as Project Speed.

supports economic growth and connectivity.

Concluding the interview, Will explained where he’d like to see the railway by the end of the next control period.

“Put simply I’d like to see better outcomes for passengers, freight and the environment; that would be my simple articulation,” he said.

“Overall, I am optimistic for the future. We’ve seen passengers return to rail despite the pandemic and despite changes in commuting and business travel.

“Independent, impartial, evidence-led regulation like PR23 is an important enabler to its success. We’ve done our bit for now, but the work doesn’t stop there and we now need to monitor delivery, hold Network Rail to account and learn from that ahead of PR28.”

Network Rail will be continuing its work on detailed plans for operating, maintaining and renewing the network for CP7, which it plans to publish at the end of March. Enhancements are funded separately on a case-by-case basis.

January 2024

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30

PEOPLE

After seven years, David Tonkin is retiring from the Chairmanship of the Railway Industry Association. With RIA now seeking a new Chair, it is clear he leaves big boots to fill

“RIA seeks a new Chair at what is a key time in the Association and UK rail’s history”

I

t is with an enormous sense of pride that David Tonkin reflects on his time as Chairman of the Railway Industry Association (RIA).

The voice of the UK rail supply community continues to go from strength to strength. In the last year alone membership has increased by more than 10 per cent to over 360, it has a reputation as a leading lobbying, policy, technical, innovation and exports organisation, and it has held over 100 events for its members in the last year, including flagships such as the award-winning Innovation Conference and highly-acclaimed Annual Conference.

In recent times it has lobbied for a greater voice for rail suppliers in developing more visible and certain work pipelines for both track and train, campaigned for a Rail Reform Bill, rolled out a well-received and influential RIA Nations & Regions network around the country, its Unlocking Innovation programme has seen Network Rail commit to another fiveyear partnership, and it recently acquired the Rail Business Daily newsletter, Rail Director magazine and Community platform, ensuring its reach and impact is even wider, deeper and more influential.

“All that is barely touching the surface of what has been achieved and I think overall the reach that we have in influencing and providing platforms to the railway industry’s movers and shakers and supplier companies has never been higher,” said David, who after more than seven years as Chair and having served as Interim Chief Executive Officer for RIA prior to Darren Caplan being appointed, has decided to retire.

“Each year there is always something in rail that is interesting, challenging and exciting and my experiences at RIA is that we have a team here to champion rail, to lobby the decision makers and to connect our members with opportunities and intelligence. So, I step down with a huge sense of pride of what has been achieved and full of optimism of what comes next under a new Chair.”

The trade association is seeking a new Chair to start this Spring. As part of the role the successful candidate will Chair RIA’s Board meetings, ensure sub

board groups deliver, work with the Chief Executive and team on performance and financials, lead on governance, manage the Annual General Meeting, and attend and speak at some of the organisation’s high-profile events.

“My successor has the opportunity to join RIA at a key time in the association and UK rail’s history, with fundamental restructure and a new government of whatever colour set to make big changes,” David added. “Whilst this is a challenging time for the sector, RIA’s team – led by Chief Executive Darren Caplan and which includes incredibly talented expertise – is crucial to helping rail suppliers navigate the challenges and take advantage of the opportunities of the coming month and years.

January 2024

“Next year is also RIA’s 150th Anniversary, meaning the new Chair will have a key role and ringside seat to celebrating all that’s best about this country’s railway businesses and the work they do.

RIA will always advocate for a bigger and better railway industry, informed by its members; but it will also bring people together to, yes, discuss the issues of the day, but also to network and enjoy the comradeship which marks rail out as such a fantastic and passionate industry.”

David has held a series of senior financial and business leadership posts in a number of different industries, with his last permanent executive role as Chief Executive Officer of Atkins UK and Europe, the UK’s largest engineering consultancy.

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PEOPLE

He leaves big boots to fill, which is why RIA is looking for a replacement who will be a good ambassador for the organisation, the rail industry and its supply chain, with experience in and a deep understanding of the railway sector. The ideal candidate to follow him is someone with strong communication and presentation skills who has the ability to confidently engage with government, opposition parties, client bodies and key stakeholders.

Chief Executive Darren Caplan, who has worked with David the whole time he has been the RIA Chair, said: “When I took the helm in early 2017 my first big decision was to ask David to be RIA’s Chairman. His experience of the rail supply community, managing organisations and understanding of RIA, marked him out as an essential part of the plans required to take RIA forward to the next stage of its development.

“I also asked him to be a hands-on Chair. RIA doesn’t need someone to just chair meetings four times a year and conduct an AGM; it needs a Chair prepared to work between those meetings, and be part of the RIA team as it seeks to deliver high-quality activity and results for its members. Is also needs someone who knows how to have fun – and David has scored in all those regards.

“So, I’d like to offer my profound thanks to David for his time, commitment, leadership and advice, in playing such a crucial role to help RIA’s ongoing journey in being a real force of good and positive change for the industry. We wish him luck as he travels the world in a campervan with his wife.

“With regards to the search for a new Chair, we have set up a sub-committee of the RIA Board and are currently advertising, promoting and developing a long list for the role. We’re happy to hear from anyone passionate about UK rail, and who is seeking to be part of the RIA team to help make us even better at what we do.”

Established in 1875, RIA’s member companies are from across the supply chain, including the largest multinationals, and more than 60 per cent of RIA’s membership being small or medium sized enterprises as well. Overall the companies represent a large proportion of the rail industry by turnover, reflect a great diversity of disciplines within the sector and cover the lengths and breadths of the UK. Its highly-regarded, passionate, expert team works on behalf of members, to shape the industry through: Public affairs and lobbying Policy Technical representation Innovation, and rail research Exporting and international opportunities in rail Holding events and meetings to enable networking, work-winning, and knowledge and sharing good practice

Darren added: “Whilst UK rail has had some difficult months recently, the bounceback following the pandemic has been very positive, and we are optimistic about the future. It is clear that rail is a key part of UK plc, both as an industry in its own right and as an enabler for business, social and environmental needs. As 2024 unfolds, we at RIA are very sad to see David go but also look forward to welcoming a new Chair to join us on the trip and help drive us forward.”

Summing up his time at RIA, David concluded: “I really have had a great time in my various roles at RIA over the years, whether being a Council Member, Interim CEO or more latterly its Chair.

And it’s been great working these last seven years with Darren and the team, where together we have significantly grown the association whilst also deepening its offer. It’s a record I and the team are proud of. However, there’s lots more to do as RIA approaches its 150th Year – whoever takes over the mantle of Chair in the next period of RIA’s history will certainly have their work cut out, but will also, I am sure, enjoy the experience too. I wish them well.”

For more information and to apply for the role of RIA Chair, please contact RIA’s HR Adviser Ann Marie Stephenson, on annmarie.stephenson@riagb.org.uk and 020 7201 0777 / 07969 951 544.

RIA is aiming to appoint the new Chair

by April 2024.

Are you the next Chair of the award-winning Railway Industry Association?

We are seeking a new Chair to start this spring, as Railway Industry Association (RIA) Chairman David Tonkin is standing down after seven successful years in the role.

We are looking for:

> A good ambassador for RIA, the rail industry, and its supply chain > Experience in and a deep understanding of the railway sector > Strong communication and presentation skills > A confident public speaker > The ability to confidently engage with Government, opposition parties, client bodies and key stakeholders

> Skilled at diplomacy, politically aware and adept > Commercial skills with solid financial awareness > Affinity with client supplier relationships and promoting them

> Able to travel across the UK

For more Email: annmarie.stephenson@riagb.org.uk details and Call: 020 7201 0777 - 07969 951 544 https://www.riagb.org.uk to apply...

January 2024

32

ADVERTORIAL

Severfield is the UK’s leading structural steel construction expert. Its Infrastructure Business Development Manager Dave Taylor explains how, having worked on several major rail projects, the team is ready and raring to go for CP7

Taking rail infrastructure to new heights

F

or decades Severfield has been building for the future, with the UK’s leading structural steel expert forging its legacy in some of the most iconic buildings shaping our skylines, as well as some of the biggest rail projects in the UK. “We’re built on a foundation of outstanding customer service across all of the sectors we operate in; we’re responsive, dependable and flexible in order to meet diverse needs and project demands in the rail industry, with good stock available,” said Dave Taylor, Business Development Manager at Severfield Infrastructure. The company has already shown its capabilities with its work on rail, foot, and road bridges, railway stations and car parks, and viaducts, and having been involved in projects such as HS2 and the Transpennine Route Upgrade.

Now, Severfield’s reputation in the industry continues to grow, particularly in light of its acquisition of former steel fabrication company, DAM Structures, in 2021.

Dave said: “We have vast industry knowledge and expertise in all types of steelwork manufacturing and fabrication, including bridges, access for all, gantries, temporary/propping steel, plunge columns/piles, overhead line equipment structures, crane grillages, façade retention and structural steelwork. We can produce a one-off bespoke solution and/or high quantity batch production.

“Taking on board clients’ requirements, we have the capability to offer early contractor engagement, connection design, full design and build solutions, fabrication drawings, development of construction methodology, and full manufacture, including site works, paint, and final installation.”

Net zero 2050 The organisation is driven by the highest of standards when it comes to Environmental, Social and Governance (ESG). It has set targets of achieving net zero across all scopes by 2050, including the procurement of net zero steel in line with SteelZero by this date. Severfield has committed to the Science Based Target initiative (currently being verified), and utilises an internal carbon calculator to measure embodied carbon on project sites.

“Sustainability plays a vital role in the way in which we do business,” said Dave.

“From our design process all the way through to sourcing of materials, transport, installation and overarching ESG principles, we place immense value in the furthering of future-forward sustainability policies across the board.”

Severfield has seen steady growth since its inception in 1978, becoming internationally synonymous with quality, innovation, and unrivalled expertise within the steel construction industry.

Today, with multiple sites across the UK and Europe, Severfield has an annual capacity to produce around 150,000 tonnes of fabricated steelwork and provides structural steelwork to a range of sectors, including transport infrastructure, stadia and leisure, commercial and more.

Dave added: “Severfield is widely known for its iconic structures shaping the skylines across the UK and Europe as well as for our work in rail piles and OLE. This is only going to accelerate in the future as we continue to provide the route to success when it comes to transport infrastructure.”

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January 2024

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34

OPINION

Tim Danvers, Head of Business Development – Rail at AtkinsRéalis, is concerned that the rail industry can no longer attract the young talent it will need to tackle the challenges of the future

Press reset:

why we urgently need a new narrative for rail to tackle its ‘press problem’

R

ail has a real image problem. Yet as it faces a series of generational challenges, its future hinges on its ability to galvanise a new generation of talent. If I were a young person choosing my career path, or a parent advising a child, how honestly exciting would the prospect of a job in rail sound? Answering that question will define rail’s ability to become the future of sustainable travel - and there’s reason for optimism.

Pick up a newspaper, and you’ll see rail making the headlines. Unfortunately, it’s for the wrong reasons - over the last year, 72 per cent of headlines were negative, a sharp increase from 58 per cent in the previous year. Strikes, chronic delays, and cost overruns on major projects: together they paint a picture of a railway no longer delivering. This matters, especially because our industry is at a crucial tipping point. Through expansion, digitalisation and decarbonisation, rail can become the spine of a national, efficient, and integrated system of low-carbon, accessible travel. But to get to that

destination, huge, generational challenges must be overcome.

Perceptions will shape our ability to do just that.

Like many other sectors, rail is facing a deepening skills crunch over the next few years. With an ageing workforce - and retirements outpacing recruits skills gaps loom large on the horizon. That means a diverse, passionate, and enthusiastic talent pipeline is already essential. Yet to decarbonise and grow in this unprecedentedly complex environment, we need to also reimagine how journeys work and blend skill sets to apply technology in ways we’re yet to imagine.

Without a culture that is compelling, attractive, and transformational, we risk inertia instead of innovation.

In the past, rail was considered a fantastic and exciting place to build a career. And it should be again. It’s at the cutting edge of societal, environmental, and technical challenges, where fresh, diverse thinking holds the potential to reshape our infrastructure for generations. That’s why young people are the key to our every solution. We need to unify the wealth of existing corporate experience with

January 2024

bold, creative problem-solving. In turn, that’s precisely why we must continue the vital work of improving the image of our industry, locking in our progress to date and demanding more. We need to strengthen our vision, because rail is the future of sustainable mass travel. And the only way to reach that destination is to embrace and excite the next generation of talent.

Beyond the headlines The headlines do reflect real issues, but context matters. Creaking infrastructure has been stretched by surging demand over decades, whilst short-term decision-making has taken precedence over longterm plans for skills and technology. Meanwhile, major projects face huge challenges against a backdrop of supply chain disruption, rising inflation and exacting standards. What we’re experiencing now is a confluence of trends that are hitting multiple sectors, particularly public utilities, hard.

Unfortunately, there are no quick fixes.

However, it’s not all doom and gloom - we do have things to celebrate. Cultural change will always be

35

OPINION

slower than ideal, but in recent years our industry has become more diverse, inclusive, and forwardthinking. A range of organisations, like the Young Rail Professionals (YRP) and Women in Rail, have helped increase representation, boost diversity, and energise young professionals. Thanks to that drive and that focus, rail has begun to change.

There’s still a way to go. The reality is that we don’t yet have enough young people in our ranks, in senior positions, or in the pipeline. Rail’s average age keeps going up, year on year, whilst the proportion of 16 to 25-year-olds has halved since 2016. And rail continues to look different from the people who use it - the proportion of other than white workers is around 12.5 per cent, compared to 18 per cent in the wider population, according to the 2021 census.

Moreover, we’re lacking the confidence to hand over more responsibility to the people most likely to deliver reform. Radical ideas such as a young person’s shadow board might help nurture an environment where nothing is off the table, where we create an entrepreneurial spark and fully harness our talent potential. Without fresh ideas, we won’t be able to deliver real innovation.

it might serve us to recognise that these iconic projects are already changing people’s lives for the better.

Adopt and adapt

Great expectations

The railway will always require people to build, maintain, repair, and operate it. But now we need an injection of creative, collaborative, and multidisciplinary problem-solving – to adopt and adapt technology from other sectors to meet our own challenges. How can we deploy battery technologies and hydrogen on trains? How can rail use its enormous footprint to generate renewable power, or act as a utility corridor? What are the implications of AI for rail? There are so many groundbreaking technologies and ideas being developed across the world - applying them is vital to nourish our green transition.

At the same time, we can’t lose sight of what’s working. Railways are historic assets (we’re still using parts of our Victorian heritage), so our corporate memory contains a huge amount of wisdom and knowledge. Outstanding standards for health and safety took years to come about, for instance, and that too needs to harmonise with this new vision. We shouldn’t seek disruption and innovation for the sake of it, but to solve problems we haven’t been able to before.

to showcase the wide range of opportunities that exist working in such a multifaceted industry, promote more forward-thinking ways of working, and connect rail to the bigger picture.

While challenges persist, the rail industry has already witnessed notable successes. Projects like HS2 and Crossrail have been huge catalysts for change. They’ve truly raised the bar for our industry and organisations associated with it, transforming how rail projects should look. The impact of cuttingedge deployment of sustainability, digital technology, biodiversity, social value, accessibility and customer service is rippling across all industries, not just rail.

Instead of judging infrastructure on its build timeline,

culture, as well as provide meaningful, fulfilling, and dynamic careers.

There’s no time to lose in solving the ‘press problem’. Rail’s future depends on its usage, so all the negative press is more than distracting - it’s detracting, putting up barriers where we need to take them down. The story of rail matters enormously, and we need the next generation to write the next chapter. With vision, investment and ingenuity, rail can revitalise itself and lead the country towards sustainable, low-carbon transportation. The opportunity is there if we dare to be bold. Then, perhaps, we can start making headlines for all the right reasons.

Opposite: Tim Danvers, Head of Business Development – Rail at AtkinsRéalis.

Image: AtkinsRéalis Above: Female engineers were an important part of the team that built London’s Elizabeth line.

Image: Crossrail The rail industry needs to attract young people Image: Hitachi Rail The railway workforce is becoming more diverse Image: HS2 Below: Rail should be an exciting place to build a career Image: HS2

Like many More pressingly, we need to answer emphatically any other sectors, young person’s question - ”Why would I work in rail?”. Eyes on the prize That’s tough, because young people now expect At AtkinsRéalis, our full life-cycle capability puts us at rail is facing a more from their careers. It was inconceivable a few the heart of these challenges, in the UK and globally. decades ago that an interviewee would thoroughly People are primary - only the best teams can deliver deepening skills query an organisation’s sustainability practices. Yet the best projects. But we now need greater diversity of demands for impactful, interdisciplinary, and flexible skills than ever before. Rail in the future will need data crunch over the career paths are on their way to becoming a norm, scientists and developers as well as engineers and rather than an exception. We must be better prepared electricians. That’s how we’ll build a more innovative next few years.

January 2024

36

ROLLING STOCK

Siemens Mobility’s new train for London’s Piccadilly line is both brand new and eerily familiar

New Piccadilly line train breaks cover

T

he UK will gain another rolling stock manufacturer in Spring 2024 as the Siemens Mobility factory in Goole, East Yorkshire, starts the build of its first train for London Underground.

Transport for London (TfL) placed an order for 94 new trains for the Piccadilly line in 2018, with the first one expected in London for testing in 2024, and entering passenger service in 2025. To hit that deadline, the first half of the order was to be manufactured at the Siemens plant in Vienna, while the second half, and any subsequent orders, would be built at a brand-new factory in Goole.

The trains for the Piccadilly line are the first tranche of a fleet of trains for London’s deep tube, many of which need replacing.

TfL launched its New Tube for London (NTfL) programme in 2014. The ambition was to replace the fleets operating on the Piccadilly line (94 new trains), Bakerloo line (36 new trains), Central line (89 new trains) and Waterloo & City line (5 new trains). The 1973 stock currently in use on the Piccadilly line is now approaching 50 years old, though the 1972 stock on the Bakerloo line is even older.

For operational reasons, it was decided to

order the Piccadilly line trains first. An invitation to negotiate was issued to Alstom, Siemens and a Hitachi/Bombardier joint venture for trains based on a technical specification which included key new features. These features ranged from walk-through carriages, air conditioning, wide double doorways and CCTV, to digital customer information screens and improved accessibility, including the provision of four wheelchair spaces on each train.

Siemens came up with the winning bid, offering a nine-car train 113 metres long that only has 10 bogies.

Intermediate cars have no bogies and are suspended from the coupling to the adjacent car at each end.

The bogies under each driving cab are unpowered, the other eight are all fitted with traction motors.

Each car only has double doors, to improve dwell times as passengers can enter and leave more easily, and is air conditioned. The wide through-gangways allow passengers to move safely between carriages as well as making the whole train interior seem more spacious than earlier designs that lack the inter-car gangways.

The reduction in the number of bogies, as well as modern construction techniques, have made the new train lighter than the old one. This reduces both the

January 2024

traction effort needed to accelerate the train and the braking needed to stop it. As a result, the heat output from the train is considerably less than before, making air conditioning a viable option without massively increasing the heat output into the tunnels.

New factory Siemens Mobility submitted an outline planning application to develop an industry-leading rail manufacturing site in Goole, East Yorkshire, in April 2019. The plan was to spend around £200 million developing a 104-acre site close to junction 36 of the M62, constructing 80,000 square metres of manufacturing, commissioning and warehouse buildings and stabling sidings, a research and development centre called RaisE, as well as a fourstorey, 5,000 square-metre office building.

The development would create up to 700 jobs and a further 250 during the construction period, with an additional 1,700 potential UK supply chain roles.

Four years later and the factory complex is complete. The buildings, two large units and several smaller ones, are being fitted out, ready for train assembly to commence.

One is already in use. In April 2023, Secretary of

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ROLLING STOCK

State for Levelling Up, Housing and Communities Michael Gove opened a new £7 million rail components facility in a 4,000 square-metre building on the site. This will be used to maintain gearboxes, traction motors and other parts for train and tram fleets across the UK. Some of the work has transferred from an established site in Leeds. Other items, such as HVAC (heating/ventilation/air-conditioning) units, were previously returned to Germany for overhaul – work that will now be carried out in the UK. Once train manufacture commences in a few months’ time, bodyshells from Vienna will be built up into complete trains using components and subassemblies sourced from the UK and Europe. One supplier, LPA Lighting Systems, is providing interior lighting for all 94 trains – 856 cars – including those built in Vienna. The company is based in Normanton, West Yorkshire, just 25 miles from the Goole site, and has supplied London Underground and Siemens Mobility projects in Munich, Vienna, Warsaw and Riyadh for a number of years.

New train The Vienna factory has recently started shipping complete Piccadilly line trains to the Siemens Testing and Validation Centre at Wegberg-Wildenrath for initial testing. Rail Director was invited to visit the facility and to take a ride on the new train.

On first view, TfL has succeeded in its plan to have a modern train that has the look and feel of traditional underground trains. Certainly, the cab front looks like an underground train, and so does the interior. If the new train called at an underground station today, many of the passengers probably wouldn’t even notice the difference.

But there are differences – huge ones. The new trains appear more open, with wide gangways between the cars that allow passengers both to move about freely and to see right down the train. No longer will one carriage be packed while the next is half empty – people can just walk to the less-crowded car.

The LED interior lighting is better, and advertising

and passenger information systems are now digital, resulting in a more modern appearance.

But the other big difference that customers won’t see but will feel is the air conditioning. No more overheating on a crowded underground train in summer, the new air conditioning will bring the same relief to passengers that the S Stock did to those using the sub-surface lines.

Behind the scenes, and unseen by passengers, the new trains will have the ability to be retrofitted with modern, digital, in-cab signalling systems that could bring other benefits in the future.

Testing testing!

For the next few months, the first Piccadilly line train will be put through its paces at the WegbergWildenrath test centre (Prüf- und Validationcenter Wegberg-Wildenrath – PCW). Four-rail DC electrification has been specially installed so that trains can run on the 2,485-metre-long inner test oval, where performance can be monitored while mileage is accumulated, making sure that the new train is reliable as well as smooth-running.

Noise output will also be monitored, as will EMC (electromagnetic compatibility) compliance and a host of other parameters. The PCW has the facility to run trains over track of various geometries and standards to test for stability and ride comfort.

Once testing is complete, the train will be validated for operation in the UK and then shipped to London, where night-time testing will continue on the actual Piccadilly line route.

On the train, Glynn Barton, TfL’s Chief Operating Officer, said that testing would commence once the first trains had been delivered. After they have been tested during engineering hours and proved to be reliable, they will then be introduced into passenger service. The new higher-capacity timetable (an uplift from 24 trains per hour (tph) to 27tph) requires 86 trains, plus spares, achieving a 23 per cent overall increase in peak service capacity from current levels.

Some changes to the existing infrastructure will be needed. The trains are longer, with inter-car

connections in different places, so modifications will be needed to depots. Similarly, overhangs at platforms may be different, with smaller or larger gaps between the platform edge and the doors, and these will need to be assessed for passenger safety.

The signalling system, and the siting of light signals, CCTV cameras and monitors, will all need to be checked and possibly adjusted.

Although each train consumes 20 per cent less energy than its predecessor, the fact that there will be more trains on the network has required power supplies to be upgraded at certain points.

Stage 2 of the Piccadilly line upgrade will, if funds allow, deliver further service enhancements through a line-wide signalling upgrade that will improve service reliability through automatic train control (as in operation on the Jubilee, Northern and Victoria lines) and result in a peak service of up to 36tph in the central area – as now achieved on the Victoria line - to deliver a 64 per cent overall increase in peak capacity from today’s service.

As for the future, TfL’s Chief Capital Officer Stuart Harvey, who was also riding on the new train at Wegberg-Wildenrath, said: “We hope to follow the introduction of these new trains to the Piccadilly line by doing the same on the Bakerloo line, replacing the 51-year-old trains that it currently operates, and then by introducing new signalling across the Deep Tube lines to realise the full benefits of the new trains.”

Subject to long-term certainty on Government funding, the factory in Goole is expected to deliver a replacement fleet on the Bakerloo line, which is the oldest fleet in passenger service in the UK, in the future.

Siemens Mobility Joint CEO for the UK Sambit Banerjee was very pleased to be riding on the new train (he had jumped the queue and had a sneak preview earlier that morning!). “This is a very proud moment for us,” he said. “We are starting the validation runs for the new train, which will go on for several months. We hope to have the first train in London over the summer of 2024 and for it to enter passenger service in 2025.”

Opposite: The exterior styling is also designedly familiar Left: Intermediate cars have no bogies and are supported via an innovate articulation joint to adjacent cars which have two bogies Below left: The interior has a familiar look and feel, though the windows are smaller Below: The cab includes provision for digital signalling to be installed later

Each train consumes 20 per cent less energy than its predecessor.

January 2024

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TRANSPORT FOR THE NORTH

Darren Oldham, Rail and Roads Director at Transport for the North, reflects on 2023 and looks to the year ahead

Let’s get on track to transform the North

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his year saw progress across several rail schemes in the North of England to improve capacity and connectivity, which is essential to unlock our region’s economic potential. The Transpennine Route Upgrade, the Hope Valley Line capacity scheme, and works in central Manchester are delivering improvements on the ground.

And there were key announcements too. After the government’s decision about HS2 and the publication of its Network North document in October, we’ve been working with our members, partners and government to understand the implications and determine the next steps, especially on how they dovetail with Transport

for the North’s (TfN) long-standing position on Northern Powerhouse Rail (NPR).

Network North is a start – we welcome the extension of devolved funding through the City Regional Sustainable Transport Scheme; multi-year funding settlements for Local Transport Authorities; the commitment given to investing in improving rail connectivity between Liverpool and Manchester; the commitment given to a new rail station serving Bradford; and the commitment given to electrification of the railway to/from Hull.

But it needs to go further. NPR ‘in full’ remains central to the North’s ambitions for transformational change and investment in connectivity to grow our economy, decarbonise our transport system, and

January 2024

open up opportunities for all. As co-sponsor of NPR, with the Department for Transport, TfN will continue to work closely with government to secure the North’s long-term ambitions.

TfN’s revised Strategic Transport Plan (STP), to be published in the spring, is built on evidence of where investment and change are needed to improve connectivity both within and across the North, and between the North, the rest of the UK and beyond.

It also recognises how, if we are to be successful, we must change how we deliver transport infrastructure and services; it has to be made quicker and simpler.

Greater devolution of transport funding and decisions, a re-think on investment appraisal and having a pan-regional pipeline are necessary.

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TRANSPORT FOR THE NORTH ADVERTORIAL

The evidence base assembled

by TfN, working Building strong foundations with partners, that the revised STP With its a keen eye on theunderpins future, Kieran recognised identifies key ininfrastructure issues that need to be there wasthe a gap SEP Geotech’s offering: addressed to realise the North’s potential andperfectly to do so “What SEP Geotech does ties together in a way thatThe benefits its citizens businesses.forms with piling. purpose of ourand investigation is about the most from thecompany, existing theItbasis of thegetting pile design, and our sister transport network,designs including as well as SEP Rail Design, the road piles;and nowrail, we will install enabling them.” the delivery of new transport infrastructure andPiling, services.in engineering terms, involves the When it comes to freight,driven the STP recognises installation of foundations or bored into the need to reduce journey times to makemore transport bysoil. rail ground to transfer loads to deeper, stable more and attractive comparedwhen to other Thesecompetitive structural elements are essential the modes greater flexibility withsoil train paths so that naturaland bearing capacity of the is insufficient for goods can heavy be moved when suppliers supporting construction loads. or customers require them. extensive For the end-to-end freight journey to be Kieran’s engineering experience, as efficient as possible, the North needs surface developed since his teenage years, hasbetter been centred access ports, and intermodal terminals. around to piling.

Heairports explained: But“This we also more capacity to achieve is aurgently criticalneed moment for the piling and this.

That includes reliable andinnovations efficient routes across foundations industry.

Exciting within pile the Pennines that can accommodate thefor largest interdesign and installations are allowing improved modal sea shipping standard project deep turnaround times containers and moreontechnically wagons. demanding programmes.

We want toour seeteam’s the trial of new railalongside traction “By also leveraging experience, technology the SEP NorthRail when it’s commercially utilising the inwider Group’s capabilities, available to reduce dependency dieselSEP Geotech is in a the perfect position on to deliver powered unitsfeasibility and, potentially, reducethrough the overall projects rail from to design to running costs of the railway and cut carbon emissions. completion.”

Increasing the ability of the railway network to spread the benefits of electric-powered Prioritising growth and expertise trains onto more lightly sections of line, whilst retaining Investing in used the professional development of the the benefits electrically an current team of is also not justpowered a priority;services, it’s a keyispart opportunity to explore of SEP Geotech’s visionfurther. for the future.

TfN willthe work with operators ensureforthat While demand is alwaystothere newcurrent staff, and future undertake Kieran knowsrail thefranchises value of hiring the rightsustainability people: improvements on isn’t bothforrolling stock and station “This industry the faint-hearted.

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Powerhouse shares a The deepNorthern commitment to the Independent Economic published enduring success of our Review business(NPIER), and is constantly this year,ways showed how extensive theand economic seeking to enhance their skills improveprize our isservices. for our region if we align infrastructure investment with the right to support “We take policy pride levers in being one growth, of the such few as skills and innovation. our Connecting geotechnical companiesEqually, that offer specialised Communities strategy, May, demonstrated drilling NVQs to ourshared team,in ensuring that our how we can reduce exclusion through workforce remains at social the forefront of industry improved transport choices for communities – and expertise and quality.” weInvestment were delighted it was in staff is recognised one thing. by Butthe theChartered evolving Institution of Highways as rail industry landscape& Transportation also demands (CIHT) industryleading research in this field. this, Kieran provides a equipment.

To address Whenglimpse you add in aour Connectedinvestment Mobility strategy candid into forthcoming at SEP –Geotech: published in the autumn – which encapsulated the ambitions for integrated payment methods and multi“We’re investing in a new, state-of-the-art solution modal ticketing schemes seamless journeys designed for safe work toondeliver embankments, slopes, for the opportunities for eliminates the North are andpassengers, even over water.

This innovation the undeniable. need for traditional rope access, streamlining our We willeven be holding processes further.”our annual TfN conference in Liverpool on 5Geotech February continues to build on our As SEP to progress evolve over and 2023 anditssetofferings, the agendaone for thing the next months.

We expand is 12 clear: Kieran look forward to seeing dedication, many of our and partners Moran’s experience, visionthere. will There year ahead. Bydriving workingthe together, and remainis aatbigthe forefront, company aligning andheights investment, we can continue to to evenpolicies greater in the geotechnical transform theindustry.

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This is a It is about critical moment getting the for the piling most from the and foundations existing transport industry including network, road and rail

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January 2024 November 2023

40

ADVERTORIAL

OnSite Rail is the specialist in maintaining key assets and infrastructure.

Head of Rail James Sargeant explains how it is making the rail network safer with its drainage services offering

The CP7 drainage challenge

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he rail network needs to be more weather resilient, confirmed by Mona Sihota (Network Technical Head – Drainage and Lineside at Network Rail) at the recent PWI conference in York. There has never been such an important time to focus on addressing and strengthening ageing and failing drainage and earthworks assets.

Changes in climate and more frequent extreme weather events have placed greater pressure on the rail drainage network and its ability to manage extreme conditions. For Control Period 7 (CP7), we must continue to work together and pool our skills and resources to deliver a safer network through the deployment of higher and better levels of maintenance.

“With over 190,000 embankment and cutting assets, 40,000 culverts, and over 20,000km of track drainage, Network Rail needs support from specialist suppliers like OnSite Rail to address the ageing profile

of these assets and increase their performance for the future,” said James Sargeant, Head of Rail for OnSite.

“The rail sector needs now, more than ever, a robust drainage and earthworks infrastructure to cope with ever-changing climate and extreme weather events.”

OnSite Rail is a specialist drainage and water management supplier to the rail industry, providing a uniquely comprehensive range of total drainage and ancillary civils solutions.

James continued: “With in excess of £1.6 billion budgeted within the UK for drainage and earthworks during CP7, Network Rail has committed to elevating the current operability and safety of its network.

OnSite Rail continues to position itself with the relevant skills and experience to support, commit to and assist the delivery of the drainage strategy for CP7.”

Effective water management The change in climate brings more rainfall and more water, yet we can’t control the weather. However,

January 2024

OnSite’s focus is on how the industry can better manage the water, its flow and the effect on the network. The devastating and tragic incident of Carmont (2020) was caused by a low-level landslide yet demonstrated the catastrophic effect water can have on the network and its passengers, even in small volumes.

James said: “With the skills and range of services we can provide, we are committed to supporting the rail infrastructure and increasing its resilience to extreme weather events.”

Access to skills and experience OnSite Rail has developed a range of specialist skills within drainage and minor civils that deliver effective drainage solutions. It has never been so important for Network Rail to be able to access these skills to deliver on their CP7 objectives and network safety.

The business prides itself on providing a service that delivers value for money. Replacing an asset

41

ADVERTORIAL

is an expensive option, so OnSite always seeks to provide innovative rehabilitative or renewal solutions that extend the life and resilience of the asset where possible, whilst being cost-aware.

James added: “We challenge ourselves and our working partners to generate more value out of our activities by value engineering and innovation.”

Supported by its leadership, OnSite’s culture is to encourage its people and supply partners to offer their valued opinion and put forward improvements in how the team work and how they can solve problems and deliver better drainage solutions.

Innovation is a major part of the strategy, and OnSite constantly seeks to drive operational and cost efficiencies through working smarter, improving and streamlining how it delivers works, without compromising safety.

It continually works with its supply chain and manufacturing partners to drive innovation using: Improved technology Efficient processes and lean methodologies Partnership working OnSite commits to partnership working with principles based on its culture and behaviours. The business and its relationships are built on its people, skills, experience and passion to make things better.

James continues: “CP7 will be a challenging phase for Network Rail and its suppliers, and there will be a need for ‘value’ to be optimised. We believe that working closely with a range of specialist industry partners with complementary skills will support the achievement of greater drainage asset performance and resilience.

“As a specialist drainage and water management business, we have the capabilities to meet expected demand through CP7 and support Network Rail’s strategic ambition.”

Readiness for CP7

We challenge ourselves and our working partners to generate more value out of our activities by value engineering and innovation

OnSite has built its business to meet and flex with the changing needs and demands of the rail industry and CP7.

They are committed to providing their skills, expertise and capabilities in supporting Network Rail to deliver a more resilient network, whilst keeping the railways and passengers safe.

James added: “We are all passionate and proud to be a part of Network Rail’s delivery supply chain, in making the network safer with our drainage services offering.

“We want to make a positive difference to the future of increased asset performance. We are ready for CP7 and the challenges that lie ahead.”

Contact OnSite Rail Services James Sargeant, Head of Rail jamessargeant@onsite.co.uk David Creasey, Business Development davidcreasey@onsite.co.uk 0345 600 6374 www.onsite.co.uk

January 2024

42

PEOPLE

Young Rail Professionals is this year celebrating its 15th birthday. Current Chair Bonnie Price discusses awards and inspiring the workers of the future

Promote, inspire and develop

“I

t’s a challenge, but it’s a worthwhile challenge and when you’re passionate about something it might not necessarily feel as hard as it might do otherwise.”

That’s how Bonnie Price describes juggling life as a rail consultant, alongside studying part-time for a masters and being Chair of the Young Rail Professionals (YRP).

Her answer probably isn’t too dissimilar to the dozens if not hundreds of YRP members who volunteer to promote the rail industry as a great place to work, inspire the next generation of railway talent and develop young people to reach their potential.

“Everything we do, and every single event that

we put on at YRP is put on by people who have fulltime jobs and do it out of their love and passion for the industry,” said Bonnie, who was elected Chair in March this year.

“My passion centres on the opportunities for young people, as well as being aware of the slow-moving car crash in terms of the skills gap within the industry.

Mass transit is a key solution to climate change and is an enabler in societies being more accessible, healthier and serving society better.

“We are moving forward in a technology and innovation sense that the rail industry isn’t quite ready for, and I think a key solution to that is giving younger people a bigger voice, more equity, more budget and power within their roles in the rail industry.”

January 2024

We are moving forward in a technology and innovation sense that the rail industry isn’t quite ready for

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PEOPLE

Ensuring that is the case, YRP brings together people from all aspects of the industry, whether they are involved in engineering, asset management, train operations, strategic planning, maintenance, franchising, regulation, marketing, or human relations among other things.

“For me initially it has been very important to growing our membership because, during the COVID pandemic, we didn’t get to have those events where we would see the next round of graduates and apprentices and to reach out to those people who joined the rail industry in the last few years,” said Bonnie, discussing her time so far as Chair.

“The next part is also ensuring that YRP’s messaging is a bit clearer. We are launching an alumni initiative following members who are a little older in their careers and want to stay involved.

There will be four meet ups for networking purposes, but it also turbo charges young peoples’ networks and brings people together who want to champion young voices and put them front and centre.”

Next month (5-11 February) YRP will be running Rail Week, a week-long, pan-industry collaborative effort aimed at bridging the sector’s skills gap and inspiring the next generation of rail professionals by giving young people, parents, teachers and careers advisors the chance to see the opportunities in the railways. It includes several events, visits and talks across the organisation’s regions.

The themes lined up for this year are: Monday’s Child’s Play – early years engagement Technical Talk Tuesday – industry to share insights on individual topics Walkabout Wednesday – in-person site visits and activities Thirsty Thursday – focus on networking Friday Alumni Day – a new national event to meet with former members and leaders of YRP Saturday and Sunday – regions will choose different engagement activities “It’s going to be a manic week, but the team organising it are doing a fantastic job,” said Bonnie.

“We would love different people across the industry to get involved in terms of hosting events. It doesn’t have to be directly YRP-led if they want to visit a school or host visits from other people.

“The aim of Rail Week is to be a focal point, with this year giving a good spread of inspiring the next generation, particularly given that it involves school children, universities, and technical institutions for the engineering perspectives. We are hitting all those key markers in one go.”

Another key event coming up is the organisation’s Annual Awards, this year featuring eight categories to recognise the achievements of talented and passionate professionals at varying stages of their careers. The deadline for nominations closed earlier this month, with the winners to be announced at a special event on 14 March, at The Troxy, Whitechapel in London.

“With it being the 15th year of YRP’s existence we are going big for it and aiming to have 800 people in attendance at the event, which is significantly bigger than previous events,” she said. “I hope the whole industry will get behind it, particularly some of those who perhaps have been disengaged with YRP and haven’t really gotten what we are about.

“Come the Annual Awards and Dinner and we are going to see YRP’s full power start to open up in terms of influence, and in terms of getting really senior people in the room for those networking opportunities. It will also be an opportunity to put the spotlight on the work that young people are doing across the industry.

“There are some fantastic young people in this industry who aren’t being recognised and who aren’t being taken seriously and are being kept in the positions they are in because they might make the line manager look good and frankly that is a travesty. We are trying to get people out of success loops where they have ended up being too good to be able to be let go from their posts, but then they are being kept from growing.”

The first step Bonnie fell into the rail industry. She studied marine biology and ecology at university, and while she enjoyed the subject, she didn’t like being a student and not working. She left and picked up a job as a temp admin assistant on a project in Neasden depot.

“It all snowballed from there and I’m very lucky I found it because I love it,” said Bonnie, who was named Inspirational Woman of the Year at the Women in Rail Awards 2021 for her work then as a Scheme Project Manager at Network Rail and as National Treasurer for YRP. “What I liked in my first role was the fact I was having a direct impact on not just my life but the lives of people around me. The work at Neasden depot affected the power going to the Transport for London lines and every day tens of thousands of people were directly impacted by the work I was doing.

“It was something different every day and it felt meaningful and to me that was really important. I can’t just do something for the sake of it, there needs to be a positive impact on the world around me because otherwise what is the point?

“I’ve enjoyed working in the industry ever since and I am optimistic for the future, although the industry does have a rocky road ahead of it in terms of funding and in terms of gaining some clarity about the direction it is going.

“I am excited because of the opportunities that will arise for young people. Just statistically by 2030, 300,000 are set to retire, which leaves a huge amount of gaps for young people to start really taking positions with a bit more authority, a bit more power. So far what we see is that when young people are given equity, and budget and power and responsibility, they thrive.”

Visit youngrailpro.com for more details about YRP. Visit railweek.com for more details about Rail Week.

Visit www.youngrailpro.com/page/yrp-dinner-andawards for more details about the Annual Awards

January 2024

There are some fantastic young people in this industry who aren’t being recognised and who aren’t being taken seriously

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ADVERTORIAL

Complete Cyber is building cost-efficient technology to enhance cybersecurity within rail, while also addressing a side of asset reliability that is often neglected. Chief Executive Officer Evan Jones explains more

Protecting rail assets from cyber attacks C

yber security is a vital cog in the wheel of maintaining a safe and reliable railway, essential in helping to protect and monitor networks and systems, maintaining their availability and helping to keep the railway and passengers moving.

“Cyber fits into rail like a discipline and that is how it has to be seen,” said Evan Jones, Chief Executive Officer of professional cyber consultancy services organisation Complete Cyber. “We are here to ensure that the railways are protected by coming up with innovations, training and raising awareness, particularly surrounding their technical capabilities.”

The organisation was recently named a winner of the Department for Transport and Innovate UK’s First of A Kind (FOAK) competition to develop a solution design to improve asset reliability and asset security. It is hoped this solution might be released next summer.

“Performance and asset reliability are key factors in rail, however, if you do not protect a device or identify it is vulnerable, then asset availability can be reduced through simple or deliberate targeted attacks,” said Evan. “We’re building a mobile-based security scanner tool that gives infrastructure, train, freight and rolling stock operators the ability to do in-house practical security testing.”

Access points Obsolescence management, component degradation, or maintenance inspection routines are all important when it comes to asset reliability, but just as vital is ensuring it isn’t prone to a vulnerability or likely to be attacked because of the ways it is accessed.

Complete Cyber aims to address this, while at the same time offering organisation scalability; the small handheld tool being produced means the process and scale can be increased with the data collected on cloud providing asset owners or operators information not currently available.

“Put simply, it is asset reliability, allowing organisations to understand what their assets are, where they are, as well as their current state from a security perspective,” he said. “It will allow more testing in-house and the ability to make more information business decisions around cyber-based risks. It will be a game-changer.

“We’re trying to build intuitive capabilities to do security analysis within an organisation that gives them very visible data in the cloud as well.

Image: TierneyMJ/ Shutterstock.com

“We’ve built a clever mechanism to do an assessment on the network and retrieve that data securely over the air to the cloud to give that holistic visibility to the likes of asset managers, or performance engineers and so forth.”

Complete Cyber’s work comes as the UK rail network is being transformed for passengers, businesses and freight operators by deploying modern signalling and train control technology to increase capacity, reduce delays, enhance safety and drive down costs.

But while the digital railway gathers pace, organisations’ awareness on cyber security might not be accelerating as quickly, something Evan is keen to address, particularly in regards to the Network and Information Systems (NIS) Directive, EU-wide cyber security legislation. It applies to operators of essential services and digital service providers such as transport, aiming to achieve a high common level of network and information system security across critical infrastructure.

January 2024

“If you own or operate or integrate with critical national infrastructure then you need to adopt some form of cyber security,” said Evan. “Gone are the days when you think you don’t need to do any forms of cyber security because rolling stock is digitally enhanced, stations have got lots of digital capabilities and network IT based systems, as well as the signalling systems.

“There are some places around the world where the regulation surrounding cyber security is being enforced, with some infrastructure owners, operators and the supply chain being penalised for not implementing practices that should now be commonplace.

“There is no reason why this won’t be the case in the UK down the line, which just further adds to the importance of rail organisations making sure cyber is up there when it comes to priorities.”

For more information, please contact us: www.completecyber.co.uk

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46

PEOPLE

Laura Warwick, Team Leader at Avanti West Coast, has received hero awards from both the Railway Benefit Fund and Women in Rail. She shares her story and her passion for the railways to be at the heart of communities

“Community: Building purpose, belonging and uniting people”

L

aura Warwick has done the double, awarded not one but two awards in recognition of her commitment to ensuring the railways play an important part in community life. Firstly, she was named The Adeline Ginn Unsung Hero at the Women in Rail Awards, and more recently Avanti West Coast’s Team Leader was awarded The Rail Hero Award at the Railway Benefit Fund’s Heart of Gold Awards.

“I’ve been blown away and feel really proud and honoured to have won two awards,” she said. “But what I have achieved is not something that I have done alone, there are so many people that deserve to share the awards.

“As part of what I do, I am determined to squash the stigma surrounding mental health and so many relatable issues, and ensure that stations are at the heart of our communities.”

Laura is passionate about the role the railways can play in communities. It is driven by the impact communities have had on her own life, particularly while growing up on an army barracks and after that living in London, where neighbours would come together to hold street parties.

“Community matters to me because they build purpose, belonging and unite people, bringing connections that can help reduce feelings of loneliness, create new friendships and assist with health and wellbeing,” she said. “They also offer opportunities for people from all walks of life to meet and share their knowledge.

“I’ve been lucky to grow up surrounded by amazing communities, so it is important to me to ensure the railways are at the heart of communities.”

In the Women in Rail and Railway Benefit Fund award submissions Laura has been described as an inspiration to her colleagues, customers and

January 2024

particularly to the wider community in Runcorn. A mentor to colleagues at the station, many of whom have at some point turned to her for advice and support, she also led the transformation of a waiting room at Runcorn railway station into a community space, now being used to hold weekly Age UK sessions, drop-in mental health first aid, and ukelele group sessions.

Reaching out to others Laura added: “I’m such a people person and I just thrive on helping people at work, in the community and our customers at Avanti West Coast.

“Over the last 22 years working in the rail industry, I’ve spoken to so many people who use the railway for purposes other than to travel and this includes those who are lonely and want someone to chat to, when it is freezing outside, and people who might be struggling with their mental health.

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PEOPLE

“Those stories were the inspiration to convert the waiting room into a community room and a safe facility to drop into before they hit a crisis. It is a space for people to start talking and make new friendships and for me personally, there is nothing more rewarding than seeing people coming into the station and using the room, it is a magical feeling.”

Two days a week the station’s community room hosts sessions delivered by local peer support group, It’s Good 2 Talk, to provide space, company, resources, and time to help those struggling with their mental health.

The idea began with a chance meeting between Laura and Nathan James, a founder of It’s Good 2 Talk, at a local event, with the sessions designed to encourage people to offload worries or stresses of the day, take time for themselves or get support and information in a safe, non-judgemental, and confidential environment.

“We know it’s the simple things that can make a huge difference to people’s wellbeing, which is why we joined up with It’s Good 2 Talk to create a space for anyone to drop in for a chat, make time for their mental health or connect with others,” she said.

“By bringing people together in a safe and welcoming environment we hope to support those who may be struggling to open up, while raising awareness and understanding of mental health.

We’ve seen the incredible difference this space has made to many people, and we hope this will help many others, as well as encouraging everyone to take care of themselves.”

By bringing people together in a safe and welcoming environment we hope to support those who may be struggling to Making a difference open up Laura is also fully trained in direct suicide prevention

In addition, Laura regularly speaks at local schools on rail safety, and she is an avid supporter of Avanti West Coast’s ‘Feel-good Field Trips’ initiative. As part of the programme, she works closely with the local council and the Tate Gallery in Liverpool to arrange fun days out for children from disadvantaged school districts who might not otherwise be able to afford the experience.

“We use the community room for school engagement, but we also go to local schools to carry out safety talks, as well as doing activities around the station environment,” she said. “It is really rewarding, and it is having an impact with us seeing a massive reduction in antisocial behaviour as well explaining to children the dangers around the railways.”

and has made more than one intervention on someone experiencing a mental health crisis over the last couple of years. Laura, who was driving home in the early hours of the morning, pulled to the side of the road to talk to a woman who was in distress. Her quick thinking and empathy led the woman to seek support.

“She was really distressed, and I was just talking to her,” she said. “It was a little surreal, but thankfully I managed to talk her around by explaining that the dark moment she was experiencing was just temporary and that there was help available. It didn’t really sink in what had happened until several hours later. I’m just pleased I was able to help.”

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Alan Barrow, from ABA Surveying Ltd, writes about the price people should put on risk, in the first of a series of articles for Rail Director

Leading surveying towards zero risk ‘S

urveying’ is a very broad descriptor, embracing land, infrastructure, buildings, structures and even water assets. It includes the activities of surveying like topography, bathymetry, quantities, condition, and even more activities all loosely termed ‘surveying’.

This article deals specifically with the positional and dimensional aspects of surveying that produce the CAD models that are used for all design, and which are the foundation for BIM. You may be familiar with terminology like topographical and geospatial surveying or geomatics, all of which describes the type of surveying from which we produce datasets of the existing infrastructure for alignments, s&c, gauging, clearances, heights & staggers, drainage, and stations to mention just a few of the specialisms in the railway sector.

Our type of surveying underpins all civils and M&E design work, and that design can only ever be as good as the survey it is based on.

When the design isn’t quite as good as it could be, have you ever resorted to blaming the surveyor?

If, as I suspect, the answer is “yes”, then please read on.

As it used to be Any designer who started their career before the 1980s will recall hard copy plans being the foundation for their designs. The accuracy of the plan was limited to what the draughtsman or woman could achieve.

So, typically the accuracy was +/-150mm (6”) for a popular plan scale of 1:500. Every designer had a set of railway curves on their plan chest for getting the best fit to the detail shown on the plans.

When it came to construction and it didn’t quite fit, the surveyor always got the blame because he, or she, wasn’t there. It could equally have been the draughtsman or woman or the designer who was to blame.

From the 1980s computer technology started to evolve and became ever more accessible.

More importantly, drafting software began to evolve, like AutoCAD and MicroStation (initially Intergraph), which allowed drawings to be represented in digital form on a computer screen, only in 2d for AutoCAD initially, but at any scale you wanted.

Surveyors of our breed have always been

technophiles and, from the 1990s, were quick to adopt computer technology to process their fieldwork (losing all those tedious computations). They were also beginning to produce their survey drawings using digital input and providing them in digital format.

In the 1990s, state-of-the-art field surveying was done using a total station. A total station is an electronic theodolite (which measures horizontal and vertical angles) that can also electronically measure the distance to a prism mounted on a pole held by an assistant on the detail point that the surveyor wants to record.

Some, now most, total stations then also had the ability to measure the distance to a point using a directly reflected laser beam, called a noncontact method of measurement, as well as to a prism on a pole.

All observations were recorded electronically, and usually coded as well, so that points could be plotted with an identifier and lines could be generated between similarly coded observations by the software being used to produce the drawing (aka survey model).

A surveyor would have been doing a good day’s work if he or she, together with an assistant, recorded over a thousand points in the day.

With this type of discrete point surveying, which point to record was always a subjective decision to be made by the surveyor on the basis that the final drawing, in reality now becoming a CAD model, would have to reflect the true position on the ground within the specification required.

The positional accuracy of a directly observed detail point could, by the turn of the century, be better than 5mm, assuming, of course, that the person holding the prism pole was holding it vertically.

Detail recording by total station, being

January 2024

a discrete point survey method, meant that the surveyor still had to rely on a field book and make notes to record detail that could not be, or was timeconsuming to be, recorded with the total station.

This additional detail was then added to the CAD model by simply being constructed from the directly observed points using the software.

Designers were starting to design using computer software and found that, by simply clicking on a point, the software would return the point’s x, y and z coordinate position to as many decimal places as they wanted.

What the designers didn’t know was the

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quality of the point they were clicking on or how it had been recorded and therefore did not always appreciate the accuracy (or the inaccuracy).

Even these days we are given the area for us to survey defined by coordinates quoted to 1/10th of a millimetre.

Also, with this method of discrete point surveying, there were many times when details got missed by accident. This was especially true when surveyors were working under pressure in the railway and highway sectors when access was always limited, and sometimes at night when detail could easily be missed in the darkness.

At the turn of the century, the point cloud was born So - what is a point cloud? Imagine a digital image, made up of pixels, with every pixel having a position in space. Voilà – a point cloud.

In 2001 Leica Geosystems acquired Cyra Technologies and introduced the Cyrax 2500 3d scanner. This was the first portable (portable at 40kg with battery box?) 3d scanner suitable for our type of survey and we were the first survey company to take delivery of one from Leica.

Suddenly we were able to capture up to 1500 points per second to an accuracy better than 8mm.

An average scan took 15 minutes so that was over a million points for each setup, and it worked even better in the dark when you could follow the progress of the laser and move people out of the way.

Using scanning first on the WCML OLE upgrade we quickly bought a second and a third scanner to scan all the Thameslink tunnels and routes through London.

The progress of 3d scanning over last 20 years has been exponential Much as digital cameras have gone from 1 to 100-megapixel resolution, so scanning has also developed exponentially and our scanners now routinely record two million points per second with a positional accuracy of 1-2mm at 100m.

Whereas the first-generation scanners had a fixed field of view (like a camera), the second-generation scanners were able to record a full 360° by rotating on both the horizontal and the vertical axes.

Just imagine standing in the position of the scanner and looking round through 360°. Everything you see will be recorded to an accuracy of a millimetre or so and at a resolution that could be selected by the surveyor.

For general-purpose survey work, a resolution of 10mm at 10m is more than adequate. This means a point cloud of 200 million points can be recorded in just a few minutes for each scanner setup.

Truly a total station on steroids. The point cloud has now become our field book.

We recognised the advantages of scanning from the very beginning and every rail survey that we have done since 2002 has been scanned and we will continue to fully scan every rail survey that we do.

Why? – because it is the lowest risk method of survey for everybody.

So – why is it least risk for us as the survey provider?

It is no longer a discrete point survey and subject to the choice or whim of the surveyor.

It is a dumb method of survey that records everything it can ‘see’ regardless of whether it is wanted or not and it misses nothing, even in pitch black.

The accuracy of every point is 1-2mm relative and better than 5mm absolute.

It works equally as well in the dark as in the light.

Above: 2002 – surveying on the WCML and at London Bridge (before hard hats and full orange ppe became mandatory)

It is a non-contact way of measurement, and the surveyor can survey OLE and electrified third rail tracks without needing an isolation and, at the same time, be in a place of safety.

It can record the detail in as high a resolution as is needed for the purpose of the survey.

It is a one-person operation reducing the number of survey staff at risk in what can be a safety-critical environment.

Data capture is incredibly quick and maximises the detail that can be surveyed in limited access times.

Vehicle mounted

The speed of recording minimises the time for survey and the exposure of survey staff to risk in what is a safety-critical environment.

Risk of project delay through adverse weather is reduced by 90 per cent.

Why is it the least risk for our client?

The client doesn’t have to worry that some further detail identified during design stage as being needed is not in the scope – it will have been captured regardless.

Permaquip mounted

The client can add further details to the scope of the survey, and those details can be added to the model from the point cloud without needing a further visit to site.

Maximises survey progress when site access is limited.

It is a non-intrusive method of survey and doesn’t require isolations or disconnections.

Even boat mounted

The next time you feel like blaming the Designers can work with confidence that important surveyor, perhaps detail is mm perfect.

Redundancy of points means the point cloud you should first provides 100 per cent quality assurance for the question your survey model.

So where are we now? procurement Mobile scanning started in 2003 when we used the first track trolley in the UK to scan and gauge the processes Ninety percent of the survey work is now carried out in a controlled environment in the office with 24/7 possibility rather than on site and exposed to delays through adverse weather which reduces risk of project over-run.

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ADVERTORIAL

Blackfriars NR Station

Road Subways Lift shafts

Waterloo & City Line Circle & District lines

Passage ways

We recognised the advantages of scanning from the very beginning

Circle & District line for LUL. We bought two more and went on to do the WCML and Thameslink (note the relaxed PPE.) This was followed by the development of our own mobile scanning rig in 2009 for use on highway surveying which we upgraded with new laser profilers in 2019 and which has been used and well proven on road and railway surveys since.

In the last four years, the scanners we use have now got even smaller, lighter, and faster which has made them even easier to use on rail surveys. The system is more portable and easier to move when an obstruction on the line means it needs to be moved off to get round plant and equipment blocking the track.

Surveyors are technophiles and are never satisfied; we are even now working on two new developments which I cannot write about now for reasons of commercial secrecy, but I hope to be writing about over the next 12 months.

Summarising Point clouds are, without doubt, the well-proven dataset for the future. We are now able to survey 3km of track corridor in an hour at a comfortable walking pace, collecting 4m points per second, every one of them at Band 1 accuracy, and covering all the detail at ground level and overhead.

The result is a point cloud resolution better than will be obtained by static scanning from tripods. As the trolley passes, 90 per cent of the detail will be within 5m of the scanner and recorded ‘square on’, not at an angle that becomes more acute with distance.

The point cloud is indeed minimum risk technology on all counts From the safety aspect because it is remotely captured because it is a hundred times faster than traditional data collection methods because it minimises “boots on the ground” From the contractual aspect because it is dumb and not subjective because it captures everything visible to the scanner because it is not disruptive

Design with confidence Build to perfection Aerial view of north bank of the river Thames, Blackfriars Railway Bridge in London

From a confidence aspect it captures everything “in view” – no need to specify it can be “mined” for additional detail without a revisit to site the accuracy of ALL data captured is Band 1 So, the next time you feel like blaming the surveyor, perhaps you should first question your procurement processes. Ask the question “What price do you put on risk?”

Image: Shutterstock

January 2024

01483 797111 Alan@ABAsurveying.co.uk www.ABAsurveying.co.uk

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54

PROJECTS

Network Rail’s Gwyn Rees explains more about the painstaking four-year programme of work to restore the 156-year-old grade II listed structure to its former glory

The £30 million restoration of Barmouth Viaduct

T

he 156-year-old Barmouth Viaduct, the longest viaduct in Wales and the longest wooden railway bridge in Britain, is back open after being restored to its former glory and protected for generations to come.

The Cambrian line fully reopened to train services in December after teams from Network Rail and Griffiths worked seven days a week during a 13-week closure to allow the final stages of the restoration to be safely completed.

When the project first began in 2020, Network Rail engineers found the grade II* listed 770m bridge to be in a much worse condition than originally anticipated. Many of the timber elements had decayed significantly and a large portion of the metallic elements had corroded.

Network Rail said the programme was planned

to make sure it wouldn’t threaten the structure’s industrial heritage, with components replaced on a ‘like for like’ basis to retain its majestic appearance.

The work was purposely spread over several years with four shorter closures.

“This project marks the largest restoration of the 156-year-old Barmouth Viaduct in its history,” said Gwyn Rees, the Performance and Transformation Director for Network Rail Wales and Western, as well as the Director of Cambrian Local Railway.

“Our engineers have utilised innovative new methods to complete the work, including manoeuvring two 160-tonne metallic spans into place while the existing structure remained in situ.

“Although the past four years of disruption have been challenging for our passengers and the local community, with services limited between Barmouth,

January 2024

Pwllheli and Machynlleth, we are grateful for the support we received throughout this work.”

This autumn, after strengthening the north abutments and upgrading additional timber elements, the team focused on the metallic structure, successfully completing the intricate task of moving two 160-tonne spans. With one newly fabricated span weighing the same as a blue whale, teams used a total of 44 jacks – ranging from 20 to 100 tonnes capacity – as well as six rail trailers to carry out the technical move.

Once the restoration work was close to completion, work began to renew 297m of track near the toll house on the northern side and replace 1,100m3 of ballast (track stone) to ensure the safety of services crossing the viaduct over the Afon Mawddach.

Gwyn said: “The restoration of the Barmouth

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Viaduct means it can remain in use for generations to come, and is especially important as part of my work as the Director of the Cambrian Local Railway.

“Our goal is to bring decision-making closer to those who work on the line every day to deliver a better railway experience for local users. This scenic route across the river Mawddach is popular with both tourists and local passengers alike.

“The restoration of the Barmouth Viaduct as well as the additional work carried out in the area, such as the track renewal and restoration of Dovey Viaduct, will help ensure the increasingly popular Cambrian railway can carry passengers across the Mawddach for generations to come.”

The viaduct is now fully operational and members of the public can once again walk across it to enjoy the breathtakingly beautiful views of the surrounding countryside and coastline.

Gwyn added: “Through our collaborative work, we have plans to deliver a better passenger experience for those visiting Barmouth and for those who use the Cambrian line every day. For example, we have introduced window cleaning at station stops to ensure that passengers can enjoy the impressive views across the line.

“Additionally, we successfully trialled the reintroduction of a four-car service during the summer holidays, which not only provided a better experience for passengers and the train crew but also increased revenue collection for Transport for Wales due to less overcrowding.”

Barmouth Viaduct restoration in numbers

0 ACCIDENTS

4

NAMED STORMS

40,000 WORKED HOURS DURING BLOCKADE

OVER 1300M2 OF SUSPENDED AND SUPPORTED SCAFFOLDING

120M

130M OF NEW TRACK WITH A FURTHER 300M INSTALLED BY SRSA

OF NEW WALKWAY WITH STAINLESS STEEL HANDRAIL OF ROCK ANCHORS

OVER 70M

OVER 40T 3-MONTH CLOSURE OF CAST INSITU CONCRETE OVER 650M2 GRIT BLAST AND PAINT

OVER 400T OF NEW STEEL AND 150T OF TEMPORARY STEELWORK

January 2024

56

JUST THE TICKET

In her latest column, East West Rail’s Daisy Chapman-Chamberlain looks to the challenges ahead for the rail industry and how collaboration will be key

The year ahead

Daisy pictured with Kelvin Davies, Head of Innovation at GCRE, in South Wales at the GCRE site.

2

024 promises to be an exciting year for rail. With a general election on the way, we are most likely facing either the implementation of Great British Railways, or Labour’s future plan for nationalised rail. It is vital that we are prepared for either eventuality, so, what should we be focusing on within the sector as we look to the year ahead, regardless of the outcome of the election?

Decarbonisation and sustainability The Railway Industry Association (RIA)’s June 2023 report into the Transport Decarbonisation Plan (TDP) found that, of 45 commitments made across six different key transport modes, 29 have been met in full. It also highlights that less progress has been made towards decarbonising the rail sector when compared to other transport modes.

Decarbonisation in rail is a vital component in ensuring that the UK can meet its target of net zero by 2050, and electrification has a key role to play.

However, before the end of 2025, the UK is set to

electrify around 101 miles of railway, which is around 12 per cent of what is required to be in line with our net zero goals in terms of greenhouse gas emission reduction by the 2050 target. Around 278 miles of railway would need to be electrified per year to meet this target, highlighting the need for a rolling programme of electrification.

Beyond electrification, there are vast opportunities for innovation in decarbonisation and sustainability.

From the development of superior battery technologies, to recycling and efficiency in supply chains, through to biodiversity, innovators can help to unlock many of the environmental challenges faced by our already very ‘green’ sector.

Innovation As Network Rail thunders towards CP7, innovation has a role beyond decarbonisation. Against a challenging backdrop of maintenance and upgrading, innovation in efficiencies, cost, and predictive maintenance (whilst still maintaining our high safety and quality standards) will become

January 2024

increasingly vital. Predictive maintenance practices can also ultimately be cheaper than reactive ones, improving reliability, reducing incidents and failures, and enabling the less-frequent replacement of assets by extending their lives.

Within this, there are vast opportunities for wider innovation, especially in digital transformation. For passengers, looking at innovation in everything from real-time information, to wayfinding, to ticketing is central to building an increasingly attractive transport option.

According to Transport Focus, some of the top issues that matter the most to passengers across Great Britain are the price of tickets, reliability and punctuality, frequent trains, and accurate and timely information; all areas in which innovation (in technology, strategy, operations, or culture) can have significant impact.

Boosting and promoting the economic value of rail We also face an image challenge. The difficulties

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JUST THE TICKET

experienced by the industry in a range of areas have led to negative perceptions of rail for some.

To challenge this, we must ensure we promote the value of rail itself (alongside working to improve our offer); our value to people, to the supply chain, and to the UK economy. The Economic, Environmental, and Social Opportunities that Rail Brings to the UK report, published by independent researchers Oxford Economics and commissioned by RIA, outlined rail’s impressive value: “Time saved: public transport generates around £1.4 billion in time-saving benefits every year for commuters in six of the UK’s largest cities from reduced congestion Employment: a 10 per cent reduction in regional journey times could support from 1,950- 12,600 jobs dependent on the area. 5,900 jobs could be supported in Scotland Public health: £115 million per year in healthcare cost savings could be generated by improving public transport in six of the UK’s largest cities” This report builds on wider research, which shows that rail supports £43 billion GVA in economic growth, 710,000 jobs, and £14 billion in tax revenue.

For every £1 spent on rail, £2.50 of income is generated in the wider economy.

These impressive figures underline the need to support rail economically; for example, in providing growth pathways and support for the wider supply chain. This could include an established programme for rolling stock (both new and refurbished), innovation support through funding initiatives such as First of a Kind, and support for UK SMEs in accessing international opportunities.

Ticketing 2024’s fares increase will be 4.9 per cent from 3 March and there will not be a centralised Great British Railways online rail ticket retailer. These two factors create an opportunity to lead within the sector on ticketing strategy: for affordability, railcards, season tickets, carnet ticketing, and regional ticketing deals, including digital ticketing.

This includes ticketing across modes; for example, under the Liverpool City Region’s public transport offer, millions of pounds have been spent since 2019 leading to the introduction of a tap and go scheme on the region’s buses as well as the installation of electronic ticket machines, with a further £1.7 million in funding allocated to ensure the tap and go system is operational across Merseyrail and the ferry network by the end of March 2024. Simplifying ticketing and the ability to easily purchase multimodal options is crucial for modern passengers, including door to door connectivity, and, into the future, the growing potential for mobility as a service.

Inclusion across rail Disability affects around 14 million people in the UK, ranging from visible to less visible, such as autism, anxiety, and dementia. Inclusion, of course, reaches far beyond disability, into gender,

race, ethnicity, age, and much more. For disability specifically, a 2022 Disabled Persons Transport Advisory Committee (DPTAC) report found that only 20 per cent of stations incorporate step-free access between street and platforms to new-build standards, and at a further 31 per cent there is ‘reasonable’ step-free access (usable by many disabled people but some barriers remain). It also found that fewer than 2 per cent of stations have level access between train and platform.

Progress is being made. HS2 was awarded the ‘Inclusive Environments Recognition’ certification (which acknowledges a commitment to inclusive design) by the Construction Industry Council (CIC); the first infrastructure company to receive it. With disabled people representing over 20 per cent of the UK population, it is vital that the example HS2 has set is followed across the sector, ensuring we work on the basic access challenges outlined by DPTAC above, as well as wider inclusion issues of gender-based safety, the safety of LGBTQ+ passengers, and beyond.

Inclusion internally Transport is still heavily imbalanced, with women making up around 20 per cent of the UK transport workforce. The gender pay gap has also increased in transport – in 2017, the gender pay gap between men and women was 9.6 per cent, and in 2022 it was 10.4 per cent. The Department for Transport reported a 10.7 per cent 2023 mean gender pay gap, which has not changed since 2022. We need to do more to recruit, retain, support, and promote women within the sector. It’s vital that we have more women working within transport for a wide range of reasons; women use the system and should therefore be represented in shaping rail.

A better gender balance also makes financial sense, as organisations which are more diverse outperform those which are less diverse; for example, more women at C-suite level across a range of sectors is statistically connected to higher profits.

According to a recent study from the Peterson Institute for International Economics and EY, a shift from no female leaders to 30 per cent representation positively correlates with a 15 per cent increase in net revenue margin. Finally, we are faced with an imminent skills gap within the rail industry, which a wider diversity of employees can help to meet.

Future skills The rail industry is facing a significant number of employees nearing retirement; engaging younger workers is essential in ensuring a continuous and skilled labour force and in preventing potential skill shortages and knowledge gaps. It also helps to build a more diverse workforce and promotes a wider variety of perspectives and ideas. To attract the rail employees of the future, we must ensure we are engaging closely with schools, colleges, and universities (especially through Community Rail education programmes). This must happen alongside developing more inclusive practices within the sector and ensuring that we promote this externally, ensuring that rail is an attractive career option to those looking in.

None of these challenges are small or simple,

January 2024

To enable rail to thrive into the future, it is essential that we work together to tackle these challenges

and none of them can be solved by a single rail organisation alone. This leads me to the final focus for the sector, collaboration. To enable rail to thrive into the future, it is essential that we work together to tackle these challenges, through partnership working and knowledge sharing. By collaborating, we will enable increased efficiency and more cost-effective working, enhance our problem-solving and decisionmaking abilities across the sector, boost innovation and creativity, and ensure that the sector is in the strongest possible position for whatever 2024 may bring.

About the author Daisy Chapman-Chamberlain is the Innovation Manager at East West Rail, with a passion for transport transformation, accessibility, sustainability, and inclusion. She works to make the future of rail better for all customers; safer, accessible and enjoyable. Daisy can be contacted at daisy.chapman-chamberlain@eastwestrail.co.uk

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The OPC’s Iffath Ahmed explains more about the creation of new tailor-made practical tests and instruction videos

The OPC develops innovative hands-on practical exercises for rail apprentice recruitment A spiring rail apprentices recently under went a comprehensive evaluation process designed by OPC business psychologists to showcase their skills through practical exercises simulating realworld scenarios.

In order to expand its existing selection process, a major rail operator approached the OPC to develop two new custom practical assessments. The practical tests would complement online applications, digital assessment tools, and an interview. These new tests allowed a more inclusive and alternative way for some candidates to demonstrate their practical skills and knowledge outside of traditional, school-leavers’ academic performance.

Iffath Ahmed, Business Psychologist and Talent Assessor at the OPC, said: “We really enjoyed creating these new tailor-made practical tests and instruction videos.

“These types of tests are only offered by a few test distributors. They were specifically designed for roles where daily tasks include numerous active and physical aspects, e.g, apprentice engineers or heavy vehicle mechanics. OPC Assessment develops and offers a wide range of innovative candidate-friendly tests that match the role competencies.

“We strive to meet our clients’ needs quickly and professionally. We’re really pleased with how well these worked.”

The hands-on exercises Apprentice candidates undertook two practical tests, individually, in groups of up to 15. The first practical exercise required them to construct a levelling rod, assembling all the elements in the proper sequence and placement, and measuring specific component lengths accurately. They were provided with instructions, diagrams, and a demonstration video to help, so they fully understood the test.

The second task was to make a functional electrical item again with the help of instructions, diagrams, and an explanation video. There were a range of tools provided on their benches, however not all the tools were needed to complete the project.

Assessors delivered each task’s instructions, monitored candidates’ work, answered questions, and ensured candidate’s safety. No prior technical knowledge or apprenticeship experience was required.

Excellent output The practical exercises assessed not only technical proficiency but also the ability to meticulously follow instructions. It also measured the use of the correct tool in the right way by candidates and measured accuracy, all contributing to the delivery of a high-quality endgoal product at the correct specification. To some extent, the exercise also helped to gauge a candidate’s flexibility and resilience in a fast-paced work setting.

The assessors reviewed candidates’ completed outputs at the end of the exercises. Each item/ task was thoroughly evaluated for accuracy, completeness, and correct tool usage. Assessors also filled out a scoring form for each candidate based on specific indicators for a successful, quality product and task.

January 2024

Iffath concluded: “Through these practical tests, candidates gained a real insight into the role’s dayto-day activities. When applying for a job, you rarely get to see the reality of it, so this was a real taster and an opportunity for the apprentices to judge whether the career was a suitable fit for them.

“We don’t always see how applicants interact with materials in other types of assessments, so seeing them in action via a practical tool was great.”

If you think OPC Assessment can help provide innovative solutions for your selection processes, then contact the team. admin@theopc.co.uk +44 (0)1923 234646 www.theopc.co.uk

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60

INTERNATIONAL NEWS

News in brief Akiem and Talbot Services sign overhaul contract

Akiem and Talbot Services signed a contract for the overhaul of 23 TRAXX BR186 locomotives this year, including ongoing maintenance in the following years.

Founded in 1838 and based in Aachen, Germany, Talbot Services specialises in the maintenance, repair, and general overhaul of rail vehicles and/or their subsystems.

All works will be carried out by Talbot Services teams working in Aachen, while Akiem Maintenance & Services will be responsible for maintenance engineering and the supply chain of parts and overhauled components.

The contract is backed by performance guarantees covering overhaul reliability levels and turnaround times for each locomotive.

Financing agreed for Burundi and Tanzania to build 650km of rail infrastructure The Board of Directors of the African Development Bank Group has approved various financing structures valued at $696.41 million for Burundi and Tanzania to start Phase II of the Joint Tanzania-Burundi-DR Congo Standard Gauge Railway (SGR) Project.

The Bank Group’s financing is intended to construct 651km on the Tanzania-Burundi railway line.

The work will consist of the development of a single electrified standard gauge track. This will be subdivided into three lots: Tabora – Kigoma (411km) and Uvinza – Malagarasi (156km) sections in Tanzania; and the Malagarasi –Musongati section (84km) in Burundi. This standard gauge railway project will be connected to the existing railway network of Tanzania, providing access to the port of Dar es Salaam.

In total, 400km of rail infrastructure has already been built in Tanzania from Dar es Salaam to Dodoma since the start of the first phase of the project. The rest of the section from Dodoma to Tabora is under construction.

The Bank Group will provide $98.62 million to Burundi in the form of grants and $597.79 million to Tanzania in the form of loans and guarantees.

As the Initial Mandate Lead Arranger (IMLA), the bank will structure and mobilise financing of up to $3.2 billion from commercial banks, Development Financial Institutions (DFIs), Export Credit Agencies (ECAs) and institutional investors. The total cost of the project both in Tanzania and Burundi is estimated at nearly $3.93 billion.

Alstom’s 900 million-euro contract to maintain VLocity and Classic fleet

Image: Alstom

A

lstom has been awarded a contract worth around 900 million euros to maintain the regional rolling stock VLocity and Classic fleets in Victoria, Australia for the next decade.

The VLocity train fleet, which is built by Alstom at its Dandenong manufacturing site in Melbourne, Australia will be maintained alongside the Classic fleet out of West Melbourne, South Dynon and Ballarat East sites, securing hundreds of Victorian jobs for the next decade.

Pascal Dupond, Alstom’s Managing Director, Australia and New Zealand, said: “Our association with VLocity goes back to 2003. On the twentieth year of that association, I am humbled by the trust placed in us by the Victorian Government to continue the privilege of servicing VLocity trains for the next decade.”

Alstom has said that 98 per cent of labour based in Victoria will be servicing the VLocity and Classic fleet with 69 per cent of maintenance materials supplied by local Victorian suppliers. The company has also committed to a 6 per cent spend with 40 local social benefit suppliers over the life of the contract.

Pascal added: “We will establish a fleet control centre in South Dynon, based on Alstom’s UK Voyager Control Centre which will further improve reliability and availability of the fleet. Local suppliers across Victoria will also play an important part in supplying parts, overhauls, repairs, preventative maintenance and wheel turning; the impact to the rail supply chain in Victoria will be profound.”

Additional predictive maintenance technology that Alstom will bring to the contract will also result in a reduction of fuel costs and carbon emissions from the VLocity and Classic Fleet.

“VLocity is without doubt a jewel in the crown of Victoria’s rail fleet,” added Pascal. “The technology, local know-how, innovation and excellence that Alstom brings will enable the VLocity and Classic fleet to shine and continue to serve Victoria’s regions throughout this decade and into the next.”

Amtrak reaches next major milestone in transforming long distance train service Amtrak is taking a major step towards improving overnight, cross-country train travel by issuing a formal Request for Proposals (RFP) to railcar manufacturers to begin the replacement of Amtrak’s current long distance fleet.

This once-in-a-generation, multi-billion-dollar procurement will start reequipping a fleet that provides vital train service from coast to coast and is made possible through funding provided by President Biden’s Bipartisan Infrastructure Law and Congress.

“We believe in the future of our long distance

January 2024

service,” said Amtrak Board Chair Tony Coscia.

“Amtrak’s long distance network provides vital mobility and an economic link for communities around the country. A new Amtrak long distance fleet will help us modernise and transform the service to meet the needs of customers now and into the future.”

Amtrak President Roger Harris said: “Procuring new equipment for our long distance trains is a oncein-a-generation opportunity to reimagine our iconic routes through a modern, accessible, and sustainable fleet.”

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62

ADVERTORIAL

Scott Parnell has become the go-to organisation for innovative civils products for the rail industry. Head of Rail Sharon Meek and Technical Rail Director Ian Allwright explain more about the company’s exciting new offering

Introducing composite ballast retaining boards to the UK railways T

here is nothing more exciting for the team at Scott Parnell than bringing new products to the industry to support the goals of the client, contractors and manufacturers.

It is something the rail specialist has a proven track record in doing, having spent a number of years flying the flag for SMEs and startups with innovative ideas and products. Its strategy is designed to help all stakeholders, from installer through to client, taxpayer and the environment.

When Scott Parnell comes to the industry with a product, the sector listens, something that it hopes will be the case with its latest offering, composite ballast retaining boards. It is a more sustainable ballast board and compared to alternatives it is lighter, more efficient to install, and offers an extended design life and a dual purpose of ballast retention and ground retention.

“For many, many years our customer base have asked for alternatives to the current offering, mainly to reduce the impact on the installation teams,” said Ian Allwright, Technical Rail Director at Scott Parnell.

“What we are offering is a fantastic alternative with glass-fibre reinforced polyester (GRP), which is lighter, stronger and offers an interlocking design so when the ballast boards are put into position within the post they work together distributing the load. This really is a premier product.”

Scott Parnell is the exclusive UK stockist for the product, produced by Complete Composite Systems, which has been launched following more than a year of development, testing and obtaining engineers’ calculations. The GRP ballast board comes as part of a multi-use system using an ‘H’ or Tee section steel post that has bracketry. This bracketry mounts onto the in-ground steel, which will convert into a handrail.

Alternatively, it can be fixed to its ARCOSYSTEM® bracketry.

“When looking for new products the criteria we look at are sustainability, safety, cost-benefit and maintenance reduction,” said Head of Rail Sharon Meek. “This product ticks those boxes.

“Our GRP boards produce just 3.9kg of carbon during production, which is significantly less than traditional materials and we can offer a notable reduction in haulage too.

Image: Luke McDonagh, Enable Construction

What we are offering is a fantastic alternative with glass-fibre reinforced polyester The solution The industry is already doing just that. During work for Network Rail on a retaining wall at East Grinstead, (GRP), which is contractor Enable turned to Scott Parnell when tasked with providing a permanent and maintainable lighter, stronger solution to stabilise an embankment which had been impacted by adverse weather. With sustainability and and offers an safety in mind, the contractor decided to carry out the interlocking design repairs using the GRP ballast boards.

“This system allows the opportunity to add or make changes in future without huge cost and in terms of the product, it has a minimum 60-year lifespan. There are also safety benefits with the product weighing just 12.5kg with other systems which require two-person lifting because the product weighs more.

“So it pays not just for Scott Parnell to have it, but also for the industry to push forward with it.”

Luke McDonagh, Site Manager for Enable, said: “Not only did the product meet design standards but it also mitigated manual handling risks normally found with standard products.”

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ADVERTORIAL

The composite ballast retaining boards are suitable for a multitude of uses, such as protecting railway tracks and trackside facilities on embankments from rockfall and snowslide. The system also works hand in hand with Anchor Systems foundations to further increase efficiency.

Matt Barber, Rail Manager for Anchor Systems said: “We find the GRP Ballast boards supplied by Scott Parnell are a perfect addition to our already innovative Quick Stage solution. They provide a lightweight and effective solution, coupled with our specially designed anchor screws for ballast and spoil retention, proving an excellent easy-to-install additional for up bank LOC stages installed on cuttings. The use of these boards with our anchors has increased productivity on site and reduced manual handling restrictions, overall providing a more complete innovative solution.”

It is the latest in a long list of innovative materials that Scott Parnell has brought to the railways, including: Rapid Route – Anchor Systems International Ltd’s revolutionary elevated cable management system utilising Scott Parnell’s PADS-approved ArcoSystem and Anchor Systems’ eco-friendly, patented Anchor Screw.

Flex MSE – structures and walls can be built without concrete or steel and are vegetated to meet any biodiversity requirements.

Footprint – a modular railway platform system made from recycled rubber.

Lineworx – a modular concrete drainage channel system which can be adapted to suit site requirements.

TDS-400 – a sustainable track drainage system made from 95 per cent recycled UK plastic.

Techno-Crete – the alternative to cement-based foundations, made from recycled oils.

TouchSafe – 100 per cent GRP palisade fencing, produced using strong, lightweight materials which are corrosion-resistant.

Different to many merchants, Scott Parnell has a specification business development team and rather than working with the contractor at the point of material enquiry, they work with the design teams, construction teams, estimators and procurement teams.

Sharon said: “Our supply chain partners become an extension of Scott Parnell. When we work in partnership with the likes of Complete Composite Systems, we become a part of their business and they become a part of ours.

“We don’t look to just have products on the shelf and hope somebody comes to buy it, we actively pursue opportunities for our supply chain partners.”

The Scott Parnell journey began in 2012 when friends Dave Scott and Steve Parnell spotted a gap in the market for an independent merchant and decided to go into business together, tapping into their 70 years’ experience in the drainage and civil engineering market. They were driven by a passion to be a smaller, independent merchant, specialising in groundworks and civils and giving customers a truly personal service, while providing expert knowledge on their products.

Those values remain true today and the reputation has led to those behind the biggest rail projects in the UK approaching the company for the latest innovations.

Ian said: “It is very satisfying when I see a construction drawing and a product supplied by Scott Parnell has been specified. It gives the buzz and excitement because we put our heart and soul into bringing these products to market.

“My passion is GRP. It is such a versatile product and I can see the benefits across the network on a lot more things that we can introduce. Everybody in our team is just as passionate about delivering these new products, especially knowing the impact they are having on the industry.”

The organisation’s efforts are very much in keeping with the recently released Rail Safety and Standards Board’s Sustainable Rail Blueprint, a new framework to support the UK rail industry in making efficient progress on environmental and social sustainability challenges. Its focus is on delivering government objectives on carbon reduction, improving air quality, protecting and conserving biodiversity, resources and improving quality of life. To succeed is going to require an industry-wide effort.

Sharon said: “It is important that organisations align themselves with sustainability, safety and cost efficiency. Since 2016 when we first brought Arcosystem in, we’ve driven towards the overall idea of really supporting the industry in its ambition to reach net zero. This hasn’t stopped as we continue our journey in improving installation methods and reducing virgin materials from sites. Composite ballast retaining boards is another string to our bow.

“The products that we have, really have the ability to drive significant change into the industry and we all buy into that and absolutely believe it. This will continue and I am really optimistic for the future with more innovation lined up for 2024. The industry is taking notice and as well as working on major projects, we are having very high-level conversations around our products. I hope CP7 will continue to see Scott Parnell as a trusted supplier of sustainable building materials.”

Visit scottparnell.com/ for more details

It puts a big smile on my face when I see a drawing and a product supplied

by Scott Parnell has been specified.

It gives the buzz and excitement

Image: Matt Barber, Anchor Systems

January 2024

64 How to get more from your...

RBD Community membership in 2024 This year RBD Community (RBDC) members will receive £4,300 worth of member benefits for just £399.

This includes your profile-enhancing Rail Supplier Directory company microsite, two free news stories published on the RBD news site, each of which is shared in the 7am newsletter which is distributed to 73,000 rail professionals and on LinkedIn (currently 25,000 followers and growing), spotlight adverts in the 7am newsletter and in the Rail Director Magazine supplier directory, and more.

You’ll also get exclusive intelligence to help you do more business in rail, including weekly tender and funding opportunities, new work-winning opportunities overseas in places like Australia and Canada, insights, reports and useful business development and marketing resources.

Unlimited access to The UK Rail Report A key benefit is also exclusive access to The UK Rail Report, an insider’s guide to unlocking opportunities in UK rail and it’s packed with intelligence and more than 700 key contacts. The UK Rail Report is being updated soon and will be available for the first time in 2024 as a downloadable PDF. There are also networking benefits included in your annual package, including use of the Ultimate Rail Calendar so you can plan your next networking event and promote any rail event you are hosting free of charge. We have new webinar masterclasses coming soon. And, new for 2024, all RBDC members can access three Railway Industry Association (RIA) events at RIA member prices – saving our members up to 60 per cent. This applies to the following events: The RIA Innovation Conference 2024, the RIA RISE Awards Dinner 2024, and the RIA Annual Conference 2024.

RBDC Member Onboarding and Content Editor Fiona Broomfield says: “Our team has been actively listening to your feedback in 2023 so that we can continue to provide you with a package of benefits that adds value to your business and supports your marketing and business development plans.

Making the most of it

rail having joined Schaltbau Transportation last August, I’ve found our RBD Community membership and the One Place member portal to be invaluable.

“The resources in One Place have helped me to understand some of the dynamics of the rail industry, and the key players in the sector.

“I’ve also read The UK Rail Report in detail, and it’s always open on my web browser so I can refer to it any time. There are a lot of organisations for me to familiarise myself with and a lot of key contacts that I need to introduce myself to in the industry. So The UK Rail Report is a crucial resource to rely on. Thank you for creating it.”

And finally, the introduction of RBDC members being able to attend discounted RIA events is proving popular. These are highly regarded calendar events and offer excellent networking opportunities so do take advantage of this opportunity.

If you want more resources in One Place, or to add something in, contact fiona@railbusinessdaily.com To discuss a microsite update, press release or advertising, contact jo@railbusinesdaily.com

“We know that our members value opportunities to raise their profile in the industry, so their brands are at the front of decision-makers’ minds, so it’s important to use your two free press releases in Rail Business Daily because they help to maximise the ‘eyes on your brand’ with audiences totalling over 100k. We will book your ad spotlights in the 7am newsletter and Rail Directory Supplier Directory, taking care of that for you. It’s also a good idea to regularly check and

As we said in the last edition of Rail Director, in 2024 our mission remains as it always has been: to be a force for good in the rail industry and help our members to do more business in rail.

Please do share with us how you are using your membership benefits to do more in rail as we look to deliver more value.

update your microsite in the Rail Supplier Directory, making sure it includes all your latest news, products and brochures. This is your shop window to the rest of the rail industry.

“The bids and tenders section of One Place is now one of the most frequently visited areas of One Place, check it every Monday after 1pm to view the latest bids and tenders and view all of the tender portals and find your next work-winning opportunity.

“The UK Rail Report is also an invaluable resource for intelligence and business development so make sure that you use it and download it when the update comes next month.”

Nick Thomas, who joined Schaltbau Transportation UK last year, and was appointed its Managing Director on 1 January, says: “Being relatively new to

A force for good

January 2024

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DIRECTORY

Achilles has been an audit partner to the UK rail industry since 2001 developing and implementing the high standards of audit the industry requires. www.achilles.com 01235 820813

AmcoGiffen provides an unrivalled range of civil engineering and infrastructure expertise across the transport, energy and environmental sectors. info@amcogiffen.co.uk www.amcogiffen.co.uk 01226 243413

Belvoir Rail are focused on what matters.

Delivering agile, value-for-money solutions while prioritising reliability, performance, safety, and sustainability. enquiries@belvoir-rail.com www.belvoir-rail.com 0115 989 2760

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Composite Brading combine traditional materials with thermoplastic to produce an advanced composite which is stiffer and stronger than steel and up to 60 per cent lighter. enquiries@compositebraiding.com www.compositebraiding.com 01332 742638

Dywidag work to make infrastructure safer, stronger, and smarter with data-driven systems extending the lifespan of new and ageing track, roads, tunnels, and bridges. sales.uk@dywidag.com https://dywidag.com/ 0161 797 5511

Elite Precast Concrete are one of the UK’s leading precast concrete manufacturers. sales@eliteprecast.co.uk www.eliteprecast.co.uk 01952 588 885

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Epion Consulting works with the rail industry to enable successful change projects by empowering those impacted to embrace and embed change. hello@epion.co.uk www.epion.co.uk 07484 194207

Findlay Irvine supply a range of class leading monitoring solutions and control for rail fixed assets covering the heavy rail, metro and tram markets. support@findlayirvine.com www.findlayirvine.com 01968 671 200

Garic Ltd is one of the country’s most trusted plant and site equipment providers. info@garic.co.uk www.garic.co.uk 0330 094 8060

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DIRECTORY

Jobson Jobson James James Rail Rail is is aa national national specialist specialist railway railway insurance insurance broker, broker, the the market market leader leader in in the the UK UK by by aa huge huge margin margin with with over over 550+ 550+ rail rail clients clients across across the the UK, UK, Middle Middle East East and and Australasia.

Australasia. keven.parker@jjrail.co.uk keven.parker@jjrail.co.uk jjrail.co.uk jjrail.co.uk 07816 07816 283949 283949

Linbrooke connects people, technologies and locations, enabling service providers, OEMs and internet service providers to deploy, scale, support and maintain network infrastructure around the globe. info@linbrooke.co.uk www.linbrooke.co.uk/rail 0844 800 0983

MTMS are specialists providers of depot maintenance and suppliers of chemicals, consumables, paints and coatings for the transport industry. sales@mtms.co.uk www.mtms.co.uk 0800 644 7200

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The National Railway Museum in York has the largest collection of railway objects in the world and attracts more than 740,000 visitors per year. corporatepartners@railwaymuseum.org.uk www.nrm.org.uk 01904 685780

Executive search company Newsom Consulting supplies diverse leadership talent to a range of infrastructure sectors – including rail. enquiries@newsomconsulting.co.uk www.newsomconsulting.co.uk 0203 026 3870

Premier Pits have been manufacturing and installing prefabricated steel maintenance and inspection pits for vehicle workshops for over 35 years. info@premierpits.com www.premierpits.com 01775 821 222

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RTS Solutions is a leading data-first software company which, through close industry collaboration, provides technological systems which solve challenges faced by the railway industry.

Paul@RTS-Solutions.net www.rts-solutions.net 07858 678175

Severn Partnership are Chartered Geomatics (Land) surveyors with a reputation in rail established over 40 years. info@severnpartnership.com www.severnpartnership.com 01952 676 775

Delivering acoustic, thermal and fire solutions for rolling stock that are tailor-made to suit the client whilst meeting strict legislative demands. sales.sspl@siderise.com www.siderise.com/products/rail 01473 827695

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DirectoryDEC.indd DirectoryDEC.indd 11 11

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January 2024

70

ADVERTORIAL

NSAR’s latest Annual Rail Workforce Survey 2023 has seen its highest response rate. CEO Neil Robertson explains more about its findings

NSAR: Skills shortage danger looming

T

he National Skills Academy for Rail (NSAR) has published its Annual Rail Workforce Survey 2023. It shines a light on the clear and looming danger of a skills shortage brought about by an industry-wide higherthan-average age profile, a high predicted volume of people retiring, and low numbers of younger entrants into the sector.

The Annual Rail Workforce Survey is collected and compiled by NSAR and is the most complete and accurate representation of the UK’s rail workforce, with this year seeing the highest response rate yet from employers across the sector.

Each year rail organisations contribute over 240,000 individual records which are anonymised and GDPR compliant, providing 95 per cent coverage across the sector including the supply chain.

NSAR has issued a report on the key findings of the survey – Navigating the Skills Shortage: an in-depth look at the UK rail workforce. It provides a

clear picture of the industry’s workforce, enabling both public and private sector organisations to better understand how their workforce compares to others across the industry and how best to plan for the future.

Among the key insights includes:

A third of the rail workforce is aged 50 years or older.

The average age of rail employees is 45 years old.

16 per cent of rail employees are women.

75,000 people are leaving through retirement and other forms of attrition.

12 per cent of rail employees are from ethnic minority backgrounds.

Addressing skills shortages in rail provides the opportunity to generate up to £181 million for the UK economy between now and 2028.

January 2024

NSAR warns that deficits in certain skills, such as electrification and systems engineering, have created unprecedented wage inflation, which is now driving up costs.

Neil Robertson, Chief Executive Officer at NSAR said: “It’s our pleasure and privilege to gather the annual rail workforce data. We are delighted that 2023 saw the highest response rate from employers across the rail sector and NSAR members.

“I strongly believe that impartial data will drive better decision-making on skills development so that the industry can collectively adopt a culture of positive interventions to meet the requirements of the sector as a whole.”

Employers in the rail sector can use the data to help plan their workforce recruitment strategy, set priorities for training, and help an industry-wide reduction in wage inflation that is driving up rail project costs.

You can access the report at https://www.nsar.co.uk/

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72

ADVERTORIAL

HAHN Plastics is a global leader in recycling plastic waste into useful and durable new products to help shape the future in a more sustainable way.

Dave Watson, Managing Director of HAHN Plastics UK, explains more

The green track forward:

F

Navigating sustainability

or over three decades, HAHN Plastics has carved out a unique space in the field of industrial sustainability. The journey began with the clear objective of infusing sustainable practices into sectors traditionally resistant to environmental change. This pioneering spirit has been the cornerstone of its success.

Reflecting on where it all started Dave Watson, Managing Director of HAHN UK, said: “Introducing hanit® three decades ago was groundbreaking.

Our initial challenge was educating the market about sustainable alternatives. Now, we’re witnessing a rising consciousness about our role in addressing

the global plastic issue.”

The product which Dave refers to is made entirely from 100 per cent recycled plastic and stands at the forefront of HAHN Plastics’ innovative product line.

It continues to challenge the traditional reliance on materials like wood and concrete, providing sustainable alternatives to fencing, barriers, ground reinforcement, and outdoor furniture.

The development of hanit® reflects HAHN Plastics’ commitment to preserving natural resources by utilising post-consumer plastic waste to create products that are functional, durable & recyclable.

January 2024

The escalating concern of used plastic waste The issue of used plastic waste is a growing global concern. Projections indicate a substantial increase in global plastic packaging waste, estimated to rise from 142 million metric tonnes in 2019 to about 380 million metric tonnes by 2060. This alarming trend underscores the critical need for effective and sustainable waste management solutions.

In this context, hanit® stands out as a shining example of sustainability with HAHN Plastics having successfully turned waste into valuable products, simultaneously reducing the dependence on used

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ADVERTORIAL

plastics and efficiently managing plastic waste.

Dave hopes the industry will be inspired by HAHN Plastics’ efforts in providing solutions that are not only environmentally sound, but also align with the practical demands of various industries such as rail, and play their part in ensuring the environment is at the heart of their operations.

“The growth of plastic waste is alarming, and we need collaborative efforts to continue redirecting used plastic away from landfills and oceans,” he said. “As the challenge of plastic waste intensifies, industries like rail have a pivotal role to play in mitigating this issue. Opting for recycled products like hanit® can significantly reduce environmental impacts.

“The rail industry has historically been receptive to innovation, especially when it is robustly tested. We see significant potential for sustainable practices in this sector.”

Interestingly, HAHN Plastics’ manufacturing approach to recycling breaks away from the more traditional and often higher-cost and energy-intensive methods. The company has pioneered unique technologies to recycle plastic waste into hanit®, demonstrating resource efficiency and transforming a significant environmental challenge into a feasible, industrial solution.

Dave added: “This year, our factory will operate on 100 per cent renewable energy, significantly lowering our carbon footprint compared to our competitors.”

hanit® versus traditional materials: A superior alternative When compared to wood, hanit® showcases remarkable durability and requires minimal maintenance, resisting rot and splintering. In comparison to concrete, hanit® offers benefits such as lighter weight and easier installation. From king post walls to cable ducts HAHN is able to create robust products that outlast traditional materials.

“We’ve designed hanit® from the ground up to be more than just a sustainable alternative to wood and concrete; it outperforms them in many applications,” explained Dave.

He added that one of the most compelling attributes of hanit® is its longevity.

“The lifespan of our products represents significant savings, especially for long-term projects,” said Dave, who recently marked his second anniversary as Managing Director.

“While a wooden solution might need replacement seven to eight times over 50 years, hanit® remains resilient and functional throughout this duration without the need for frequent replacements.”

This aspect of hanit® is particularly relevant to the rail industry, where the longevity of materials can have a direct impact on maintenance costs and operational efficiency.

Moreover, HAHN Plastics is committed to the circular economy model, a cycle that extends even beyond the product’s long life.

Dave added: “What sets hanit® apart is its circular life cycle. After serving its purpose, we can take back the material and recycle it into new, innovative

products for future projects.”

This approach aligns with the growing demand for circular economy practices within the industry, where materials are recycled and reused, thereby reducing waste and the need for new resources.

This makes hanit® not only an eco-friendly option but also a practical choice for various construction and infrastructure projects.

Three decades of commitment to sustainability HAHN Plastics’ 30-year journey is a testament to its sustained commitment to sustainability. Worldwide, the company currently processes 90,000 tonnes of recycled material a year in the form of films and mixed plastics from the dual systems.

With its own treatment processes, HAHN Plastics is able to achieve optimum recycling rates and keep the number of materials that end up in the waste stream to a minimum. As industries globally confront environmental challenges, HAHN Plastics’ experience in creating eco-friendly solutions offers insightful lessons. Its message to the rail industry is unequivocal: adopting sustainable practices is not only beneficial for the environment but also a viable business strategy.

HAHN Plastics continues to engage with industry leaders exploring sustainable options.

This partnership aims to achieve operational goals while also contributing to a broader commitment to environmental stewardship.

“People, like businesses, are at their best when they work together, and we can’t address this problem alone,” said Dave. “We need forward-thinking people within industries to start to use recycled products, like hanit®, until the problem associated with the creation of used plastic is addressed.”

HAHN Plastics’ story is marked by relentless innovation, unwavering commitment, and a deep dedication to environmental sustainability. As it looks to the future, its mission remains steadfast: to preserve natural resources, and inspire other industries to participate in its quest for a greener, more sustainable world.

Visit https://www.hahnplastics.com/ for more details.

Visit https://hanitsustainability.co.uk/ for more details on hanit®

January 2024

The growth of plastic waste is alarming, and we need collaborative efforts to continue redirecting used plastic away from landfills and oceans

A footbridge that benefits from hanit’s® unique properties of being long lasting, rotresistant, slip-resistant and vandalism proof

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MOVERS AND SHAKERS

The Chartered Institute of Logistics and Transport in the UK has announced the appointment of Paul Adams as its new Chief Executive Officer.

With more than 20 years of global experience in senior leadership roles, Paul joins from the Institute of Directors where he held the role of National Director/ Chief Operating Officer for two years

Delivering growth in the three core areas of membership, education and policy work What attracted you to this role?

I was attracted to CILT because of its educational focus and the strategically key nature of the sector it serves. Given my previous experience leading membership organisations, I feel I have skills and experience that will help CILT to evolve successfully, in a time of enormous change throughout the sector.

I love the leadership challenge of working with passionate staff and volunteers to serve an invested community.

I see great potential for growth given CILT’s current size compared to the scale of the industry it serves. As

CEO, I aim to empower our teams and to provide the strategic direction needed to transform CILT’s impact on the industry.

sector and to do this we need to deliver growth in our three core areas of membership, education and our policy work.

What are your aims and aspirations?

Has there ever been a more exciting time to be involved in logistics and transport – particularly with the challenges ahead and the net zero targets?

With the transport, logistics and supply chain remit, a key challenge is serving our diverse membership – from rail to sea freight. Members have varied, sometimes competing interests across the supply chain and my goal is to employ an innovative approach to deliver value for all members. I want CILT to be inclusive and representative of the entire

January 2024

Coming from outside the sector, I can see the opportunities now in logistics and transport are incredibly exciting. The net zero targets pose huge challenges, without question.

97.21% Carbon emissions sa ved

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IN-HOUSE MANUFACTURING FOR RAIL UK MONTROSE | UK SCUNTHORPE | USA HOUSTON | EUROPE NETHERLANDS

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MOVERS AND SHAKERS

Yet this necessity will drive innovation, as organisations adapt to deliver on our sustainability goals. For Britain’s economy, there is a lot of opportunity for brave leadership and technological transformation – both of which are more vital than ever given climate change challenges. I only see potential on the horizon.

How could your 20 years of global experience in senior leadership roles and CEO roles within the charity sector and 17 years in the military help you with your current role?

As an education charity, one of CILT(UK)’s roles is cultivating talent to drive innovation. The changes ahead rely on a knowledgeable, motivated and future-ready workforce. We need to attract the next generation of transportation and logistics professionals and foster their growth through development opportunities. By empowering individuals, we help empower the wider sector to enact positive transformation.

During my career, I have been fortunate enough to lead some amazing people, in a widely diverse range of scenarios. Consequently, I believe that good leadership transcends sectorial, international or cultural boundaries.

Like many others, CILT is fundamentally a people organisation; our success depends on the individuals we attract and develop. If I have a particular signature to my leadership style, then it’s probably the desire to empower the team and to try to simplify complex problems into manageable ‘bite-sized’ objectives. Communicating with clarity and transparency is key, as it brings teams together to drive change and is something else that I strive to achieve.

Image: TfL

Image: Network Rail

What are the biggest challenges and what are your CILT(UK) plans for helping to overcome them?

Claire Mann appointed Transport for London’s Chief Operating Officer

Transport for London (TfL) has announced that Claire Mann, who is currently Managing Director of South Western Railway (SWR), will become its new Chief Operating Officer from the end of March.

Claire will be responsible for ensuring TfL’s directly operated and contracted services and operations are planned and managed effectively to provide a safe, efficient, reliable, and high-quality service to customers.

The role will see Claire lead the planning and delivery of services on the Tube, Elizabeth line, London Overground and Docklands Light Railway (DLR) as well as the bus and tram networks, cable car and Santander Cycle Hire. She will also have responsibility for the management of TfL roads and road infrastructure, policing and security of the transport network and TfL’s regulation of the taxi and private hire industry.

She said: “I am passionate about delivering an excellent customer experience across all of TfL’s varied and vital services and helping TfL and London to prosper. I look forward to meeting and working with all of the colleagues who work so hard every day to provide Londoners and millions of visitors with the seamless and reliable services that London is renowned for around the world.”

New Route Director for Network Rail’s Wessex route

Network Rail’s Southern region has announced Mark Goodall as its Route Director to lead the Wessex route, one of the busiest networks in the country which includes all services out of one of England’s busiest railway stations, London Waterloo.

Mark is currently the Service Delivery Director at CrossCountry, where he is charged with delivering a great service for CrossCountry’s customers. He will join Network Rail in late February.

Mark said: “I’m thrilled to have been appointed as the Wessex Route Director to oversee this vital part of the railway network for both passengers and freight.

Now feels like the right time to return to Network Rail having spent the last decade working for train operators with a focus on the successful delivery of operational services. This wider industry background should prove valuable in shaping future plans for the route with the drive to deliver reliable services and the best for customers.

“I’m looking forward to close collaboration with our train operators, freight customers and the thousands of colleagues working so diligently across the Wessex network. My key focus will be to build on the good work already in place, focus on great journeys every day and help make the Wessex route a positive and inclusive place to work.”

January 2024

My aim is to lead in a way that inspires confidence, strategic thinking, innovation and quality outcomes, even in uncertainty. These principles of people-centric leadership translate seamlessly to an organisation like CILT and will help us as we work to equip today’s workforce with the knowledge necessary to transform tomorrow.

Are you optimistic about the future?

I’m always optimistic about the future and believe that it’s intrinsic for any successful leader. If you don’t believe that your vision and goals are attainable, then how can you expect others to do so? While we undoubtedly face significant challenges, there also lies huge opportunity. I see tremendous potential within both CILT and our members to drive the changes needed to realise those opportunities. If I didn’t earnestly believe that together we can shape a brighter tomorrow, then I wouldn’t have accepted this role.

Image: Siemens

Syeda Ghufran joins Siemens Mobility as Director of Asset Management and Assurance for Customer Services

Siemens Mobility has announced the appointment of Syeda Ghufran who joins as the new Director of Asset Management and Assurance for Customer Services.

Syeda brings a wealth of expertise to her new role along with her strong background in the rail industry and a track record of success. Prior to joining Siemens, Syeda was the Fleet Engineering Director at Hitachi Rail and became the youngest, and first female, Engineering Director at ScotRail in 2018.

In addition to her technical expertise, Syeda is highly skilled in maintenance optimisation and digitalisation.

She will leverage her knowledge and experience to optimise maintenance processes and harness digital advancements to drive efficiency and effectiveness in asset management. Syeda said: “I’m excited to join Siemens Mobility at a time when the company has ambitious plans to transform rail travel and transport in the UK through strong investment, new product offerings in rolling stock, infrastructure and digital.

“I am looking forward to working on our fleet reliability improvement plans, digital asset management and the development of new traction products such as our Verve platform which will help deliver decarbonisation plans for our customers.”

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AND FINALLY...

Sir Jon Thompson, HS2 Ltd’s Executive Chair, has said there will be no let-up in delivery in 2024

HS2 prepares to enter critical new phase

H

S2 Ltd says it has entered a critical new phase with the development of state-of-the-art rail systems that will allow passengers to enjoy some of the world’s most reliable intercity train services.

In 2024, the government-owned company will let around £5 billion worth of contracts to oversee building of the tracks, power, signalling, overhead lines and the railway’s new network control centre.

They will be constructed to the highest standards to help create a new benchmark for speed and punctuality, ensuring passengers can rely on the service, even in the face of extreme weather.

Contracts will also cover a new telecom system that will allow travellers to experience uninterrupted phone calls and streaming along the entire route, including in tunnels.

The move marks a crucial turning point for the project, starting to bring the working railway to life, seven years after parliament officially gave HS2 the go-ahead. To date, skills and resources have largely focused on the huge feats of civil engineering – tunnels, bridges, embankments, and cuttings – being constructed along the 140-mile route.

HS2 says the scheme remains by far the UK’s biggest infrastructure project even with the cancellation of the second phase north of Birmingham.

It has celebrated a host of hugely impressive

Image: HS2 Ltd

construction milestones in the last 12 months as the project reaches peak construction. This includes: The start of work on the first of 14 new platforms at the vast Old Oak Common rail hub in West London – the UK’s largest newly-built station The completion of HS2’s first twin-bore tunnel beneath Long Itchington Wood in Warwickshire The launch of the first of two tunnel boring machines used to dig the Bromford tunnel which will carry the line into Birmingham Crossing the halfway point in construction of Colne Valley viaduct – the UK’s longest rail bridge at 2.1 miles when complete For the first time, it was also confirmed that HS2’s workforce had passed the 30,000 mark, with tens of thousands more British jobs supported through the programme’s wider supply chain Sir Jon Thompson, HS2 Ltd’s Executive Chair, said: “This is a project of phenomenal scale and ambition and we’re immensely proud of the progress made between London and the West Midlands throughout 2023. There will be no let-up in delivery in 2024.

“The transition in our focus towards railway

January 2024

systems represents another significant milestone and will edge us ever closer towards bringing this transformational project to life.”

Also expected soon is the award of contracts for the rail systems that will dictate the operation of the line when it opens between 2029 and 2033.

Eleven contracts are already out to tender and are expected to be awarded in 2024, unlocking more opportunities for the UK’s construction, engineering and rail sector.

Three contracts will be for the design, logistics and installation of the track system – as well as a maintenance depot at Calvert in Buckinghamshire – that will carry HS2 services at speeds of up to 225mph.

Another will cover the high-tech signalling system that feeds information directly into the cab – as an alternative to lineside signals – allowing for faster and more frequent services to maximise space on the line.

A further contract will be awarded for the highvoltage power system used by the line, delivering zerocarbon electricity from the National Grid. Another winning bidder will be selected to construct HS2’s ‘nerve centre’ at Washwood Heath, Birmingham – a 30-hectare site housing the project’s rolling stock maintenance depot and network control centre.

Physical construction of many parts of HS2’s rail system along the route is expected to begin from 2026/7 when main civil engineering work reaches its conclusion.

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