RailDirector February 2021

Better for Business February 2021

Exclusively for rail industry leaders

February 2021 Issue 6 railbusinessdaily.com

The inside track…

Simon French The important role for RAIB Tracey Barber Inspiring the next generation Mark Hopwood CBE Driving forward change Neil Young Taking on José Mourinho

Sir John Armitt CBE A pivotal moment for rail with the government’s forthcoming Integrated Rail Plan

6

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Introduction

The hard work continues across the railways W

elcome to the latest edition of RailDirector. The year already feels like it is in full flow and here at the Business Daily Group we have wasted no time in showing our hand as to the exciting journey which lies ahead for us as an organisation.

They say things come in threes and that is the case for us here. Firstly we are delighted to have welcomed one of the rail industry’s leading and most respected commentators, Nigel Wordsworth, to the RBD team as the company’s Managing Editor. He will help us drive forward our content, as well as leading the launch of a new series of educational insight reports.

Secondly, and earlier this month we marked the new year by launching our fantastic new website – railbusinessdaily.com – which showcases the vast array of services we now provide for businesses working in the rail industry. The feedback so far has been overwhelming with record numbers of people visiting the website.

Thirdly, and we have expanded our growing service portfolio with a unique collaborative alliance with one of the UK’s leading rail and construction recruitment specialists – Stride Resourcing. Known as RBDStride, the partnership will offer contingent recruitment plus specific candidate search and selection services. The venture is being led by Lewis Salter who you can email to discuss your recruitment needs at lewis@rbdstride.co.uk All these will further complement our current offerings which of course includes the RailDirector magazine. We’ve been privileged to feature a fantastic array of people and organisations who have trusted us to tell their story.

I feel the magazine continues to go from strength to strength and this edition is no different.

With the government’s Integrated Rail Plan imminent, it is with great interest that we spoke to National Infrastructure Commission’s Sir John Armitt about the recently released Rail Needs Assessment, who highlights the tough choices to be made.

It is also fascinating to go behind the scenes, virtually of course, into the major work going on at the Port of Southampton to allow for longer freight trains. Add several major train operating companies and three big freight operators, along with Covid-19, and that gives you an indication to the difficulties in putting together a timetable for the work to even take place.

It’s also always interesting to hear about what people in the industry do outside the industry. Of all the stories I’ve heard in my time in the railways though, never has one involved an asset facilities manager managing a football team against José Mourinho and his Tottenham stars in the FA Cup. That is what faced Merseyrail’s Neil Young.

This is just a small teaser as to what you can expect from this edition, so I hope you enjoy it as much I have.

Best wishes

Da vid

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

We’ve been privileged to feature a fantastic array of people and organisations who have trusted us to tell their story When you have finished reading this issue of RailDirector, please pass it to colleagues to enjoy or put it in your reception area.

RailDirector magazine is part of the Business Daily Group of companies, which includes the hugely popular railbusinessdaily.com. We deliver more than 70 stories a week to +50,000 rail industry professionals who now subscribe to our 7am daily newsletter. Please subscribe and encourage your colleagues and team members to do the same. It’s free and it’s easy: www.railbusinessdaily.com. This is the very best way to keep abreast of what is happening on Britain’s railways. There is a digital copy of RailDirector on our website.

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February 2021 | 3

Contents

A pivotal moment for rail

5

RAIB’s independent expert view 38

8

Welsh rail franchise now in public ownership

44

12

Keeping London moving

46

Sir John Armitt CBE on how the Rail Needs Assessment could guide government spending.

Facing Premier League’s Tottenham Hotspur Merseyrail’s Neil Young on taking on José Mourinho in the FA Cup.

News

Simon French on the ongoing importance of the Rail Accident Investigation Branch.

Transport for Wales has taken over the operating of the Wales and Border rail services.

Including a £794 million boost to UK rail links and the first export of UK-built trains for over 12 years.

Transport for London’s Andy Byford on leading the organisation through a pandemic and getting Crossrail finished.

Changing the perception of a career in the railways

Putting the campaign together to get people back on public transport 50

16

Tracey Barber’s rallying call for the industry to play its part in inspiring the next generation.

“A public rail system that works in the public interest”

18

Labour’s Shadow Secretary of State for Transport, Jim McMahon, calls for a rethink on rail’s risk/reward ratio.

Leading light rail in safety

24

The Light Rail Safety and Standard’s Board’s new Chief Executive, Carl Williams, on taking the sector to the next level.

Bouncing back from COVID

28

Scotland’s Transport and Infrastructure Secretary Michael Matheson writes on the challenges facing the railways.

Unlocking more capacity on the UK freight network

30

Network Rail’s Lucy Phipps, Jeff Leong and Adam Kotulecki discuss the major work at the Port of Southampton.

Over three decades of innovation and engineering excellence 34 Spencer Group’s Richard Watson discusses the company’s ambitious plans for the future.

Royal Assent for HS2 Phase 2a

The new Chief Executive of Campaign for Better Transport, Paul Tuohy, discusses the work to get people back on the trains.

Driving forward change at Great Western Railway

37

52

Mark Hopwood CBE talks about his year at SWR and the challenges ahead back at the helm of GWR.

Shaping the strategy of Australia’s biggest public transport project 56 Dave Smale on his move Down Under to drive forward the country’s first driverless railway.

Biomethane: the train of the future?

58

Platform 1

62

Celebrating a lifetime in the railways

66

International news

72

Beverley Nielsen discusses Ultra Light Rail Partners’ development of a clean and green rail solution.

Andy Savage MBE on over 50 years in the railways and why he’s not ready to retire just yet.

76

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

GRP End of Platform Gates and Fencing Solutions

Writers Danny Longhorn Dave Windass

Print Manager Dan Clark Distribution Manager Nick Wright Advertising Team Christian Wiles Freddie Neal chris@rbdpublications.com Published by RBD Publications Ltd., Suite 37, Philpot House, Station Road, Rayleigh, Essex, SS6 7HH. Printed by Stephens & George

Highlighting products and services that are set to transform the railways.

Movers and shakers

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Featuring the news that Alstom has completed the acquisition of Bombardier Transportation.

Transport Secretary Grant Shapps says high-speed rail is heading north and creating jobs.

Tel: 0800 046 7320 Sales: 020 7062 6599

© 2021 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 RailDirector please ring 0800 046 7320 or email subscriptions@rbdpublications.com The views expressed in the articles reflect the author(s) opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.

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Infrastructure

A pivotal moment for rail Chair of the NIC Sir John Armitt CBE on how the Rail Needs Assessment could guide government spending

T

he N ati o n a l I n f r a str u c tu r e Commission’s (NIC) Rail Needs Assessment (RNA) for the Midlands and the North, published in December 2020, alongside evidence on Northern Powerhouse Rail, Midlands Rail Hub, Phase 2b of HS2 and other proposed Network Rail projects, will inform the government’s forthcoming Integrated Rail Plan.

As the foreword to the RNA points out, “the government’s Integrated Rail Plan represents a golden opportunity to bring clarity, stability and pragmatism to future rail planning.”

The Integrated Rail Plan is framed by the government’s commitment to bring forward transformational rail improvements as quickly as possible. At the request of the Prime Minister, the NIC was asked to undertake its assessment in February 2020. Calls for evidence commenced in March of the same year, which was followed by more than 21 hours of roundtables, 45 hours of virtual briefings from stakeholders, and input from more than 3,000 members of the public. Throughout the process, the NIC operated independently and at arm’s length from government. The RNA presents a detailed analysis of how different sets of schemes currently proposed for the North and Midlands could be sequenced and prioritised. The Commission developed five packages of rail investment in the Midlands and the North within three illustrative budget options. Each package is designed to show the choices and trade-offs between strategic objectives, alongside the merits offered by various sets of interventions.

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Infrastructure

A base package with an £86bn budget, based on cost estimates at the time of the 2018 National Infrastructure Assessment, focuses on upgrades to existing lines. The report points out that focusing on upgrades alone would be “insufficient to make real progress towards levelling up the UK’s economic geography.”

Outlining possibilities that might not make the NIC popular with the Treasury, the report offers two options that focus on developing regional and inter-city connections, with indicative increased budgets of +25 per cent at £108bn and +50 per cent at £129bn. The report illustrates two alternative packages of schemes within each of these budgets, one prioritising regional links, the other long distance links.

All of the budgets include the costs of HS2 Phase 1 and 2a, as these phases are relevant to rail spending in the Midlands and the North, and at least £15bn within each package for ongoing transformation programmes for decarbonisation and digital signalling. Even with the +50 per cent budget, the report points out, there is not enough money for all of the major rail schemes that are currently proposed in the Midlands and the North, which total up to £185bn.

Difficult choices There are clearly some tough decisions to make and the report emphasises the need for government to take an adaptive approach when committing to an affordable, deliverable, fully costed pipeline of core investments to improve rail in the Midlands and the North.

If further funding is available options should remain to either enhance these schemes or add further schemes later.

6 | February 2021

Chair of the NIC, Sir John Armitt CBE, has taken the response to the RNA – with criticism around the implications of the independent report influencing government decisionmaking on the delivery of the eastern leg of HS2 between the Midlands and Leeds – in his stride, understanding the concerns being expressed.

Sir John said: “The government, like it or not, is going to have to make some tough choices. Our job was to break all of the information down and present, by taking all of these different projects and elements for rail improvement that exist, what is a reasonable basis for the government to progress.

The government, like it or not, is going to have to make some tough choices “The opening question to us from government was ‘how do we create better rail services and opportunities in the Midlands and the North?’ as part of its Build Back Better and levelling up agenda. They wanted the report’s informed advice, on balance, around the choices they have, the inputs and outputs around those choices, and for the report to provide a menu of options.”

In presenting the argument for increasing the budget to +50 per cent, the report points out that government would need to balance this against spend on other important aspects of economic infrastructure.

The packages in the +50 per cent budget have higher potential benefits, but also higher risks, suggesting a somewhat oxymoronic “strategic bet”.

Budget increase Sir John said: “If government is prepared to increase the budget by 25 per cent, which is over £20bn, our analysis suggests they’ll get the most bang for the public’s buck by focusing on the regional opportunities that exist, rather than necessarily thinking that the only thing that matters is delivering HS2 in full. When it comes to rebalancing rail investment and considering the challenges of different areas of the country the argument for these regional east-west connections is just as strong, if not stronger than, focusing solely on HS2. But it is for government to decide on the appropriate level of investment in rail.

“On balance, the report finds that there is more opportunity for levelling up, more opportunity for economic growth and productivity by focusing investment on intercity connectivity within the Midlands and the North, going east-west, where the existing infrastructure and services are not as good as they need to be. If you’re going to make some difficult choices there is more to be gained from that than by investing in north-south connections.

“Connectivity was really central to our economic analysis. The positive impact of providing more frequent, faster journeys across those centres in the Midlands and the North increases business options, increases the opportunities for the supply chain, businesses and markets in those places.”

railbusinessdaily.com

Infrastructure

The report repeatedly points out that rail investment alone will not be enough to transform the economic outcomes of a region, city or a town and that complementary policies are also needed to address other issues, not least around devolved power and decision-making, local transport, education and skills training.

Sir John added: “This is a pivotal moment for rail infrastructure and that’s why we have been so determined to set out a realistic range of options. We have taken our task very seriously to present options that hopefully won’t need to be reconsidered and reopened under a new parliament. That’s why we had to grapple with some very difficult questions around prioritisation.

“We could have just stopped at the £86bn baseline budget but we took a conscious decision to set out options at +25 per cent and +50 per cent because we think there is a strategic case to be made for both of those options. At the upper end you more than make up for the cost overruns on HS2, which we mustn’t forget will offer benefits to the North and Midlands in itself. One of the criticisms has been that we started from a point that didn’t fully absorb the cost increases on HS2 but setting out the other options does that, as part of the menu of options we have presented.

“Our independent analysis of fers government various ways of targeting spending depending on the precise economic and social outcomes it wants to achieve.”

Those who worked at great speed to pull the strands of information, evidence, facts, figures and analysis together to produce the RNA will not be alone in hoping that the

government’s Integrated Rail Plan paves the way for a better connected, more prosperous nation where economic success is shared more evenly across the country.

Read the RNA at https://nic.org.uk

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February 2021 | 7

People

Facing Premier League’s Tottenham Hotspur in your spare time Merseyrail’s Neil Young on the challenge of taking on José Mourinho alongside his work on the railways

T

aking on Tottenham Hotspur is a daunting prospect for most football managers with multi-million-pound budgets. Try doing it whilst juggling a fulltime job as Merseyrail’s Asset Facilities Manager, and with a team including NHS workers, a refuse collector and teachers.

That was the task facing Neil Young earlier this year when Marine, the club he manages, faced the Premier League’s Spurs in the third round of the FA Cup. The comparison to David and Goliath was described as an understatement, but it was down to Neil to make sure his players were ready for the occasion.

“It was an incredible experience, but the whole of our FA Cup journey has been incredible to be honest,” he said. “We talk about Tottenham now, but we had already won seven games in the competition to get to that stage, including beating Chester and Colchester.

8 | February 2021

“It has all been great although all the build up to the Tottenham game was definitely different, especially with all the media attention and the analysis involved.

It was an incredible experience, but the whole of our FA Cup journey has been incredible to be honest “There were also the challenges around getting everyone COVID tested and then to cap it all off getting phone calls off the likes of Alan Shearer and Ian Wright.

“I was warned it would get busy in the week up to the game so I decided to take the week off work. But I didn’t quite realise how busy it would be. I must have done between 30 and 40 interviews and photoshoots, and in between all that I had to get the team ready for the challenge of facing Tottenham.”

Challenges to overcome and preparing for the match It was described as one of the biggest mismatches in the competition’s 149-year history, with eight leagues and hundreds of millions of pounds between the two sides. But that didn’t stop the Tottenham manager with his team selection, fielding the likes of Gareth Bale, Lucas Moura and Moussa Sissoko for the trip to Rosset Park.

“There were lots of challenges we had to overcome before the match even started,” said Neil. railbusinessdaily.com

People

“The fact we are part-time and we’re in lockdown and we had to be COVID tested to name but three. There was also the training as the leisure centres where we would normally train were all closed. But fair play to Everton and Liverpool, who allowed us to use their training grounds.

“In terms of the preparation for the match it was like everything we do. There’s a portrayal out there in some areas that we turn up on a Saturday and do a little bit of training on a Tuesday and a little bit of work on Thursday.

Throughout my 22 years of being involved in football management I have done a lot of work behind the scenes in terms of analysis and preparation to make sure we were fully prepared.

“Preparing for Tottenham, people were saying how do you stop the likes of Kane and Son? Let’s be realistic, we’re not going to do that. For me it was about making sure we went out there and the players did what we asked of them.

“We got beat 5-0 and we didn’t want that, but we put on a performance, looked organised and worked hard. We did ourselves proud.”

The efforts and achievements of Marine didn’t go unnoticed by Tottenham. As well as the respect on the field with the team selection, there was a similar level of respect shown before the match had even started.

“As soon as José got to our ground he wanted to know where I was,” said Neil. “I thought my assistant was winding me up when he said he was looking for me.

“But it just shows that he gets English football and gets how much the FA Cup means and for a team like Marine to get as far as we did, he respected.

“I had half an hour before the game with him [Jose] and he gave me a Tottenham shirt with my name on the back which he signed, so I was very grateful. Tottenham were very humble, and it was a humbling experience for me as well.”

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People

Despite the defeat the day belonged to Marine. As well as the achievement of reaching the third round, there was also the publicity for the club and the finances – estimated to be in the region of half a million pounds – that came with that. It comes after tens of thousands of people purchased virtual tickets after fans weren’t allowed in the stadium due to COVID restrictions, whilst some also bought merchandise to support the club.

“From a manager’s point of view it is a massive game changer, particularly the virtual tickets and the prize money for getting as far as we did in the

10 | February 2021

competition,” he said. “We’ve had no income for many months because of the pandemic so this is massive for us.”

Life after the FA Cup match For Neil now, although the cameras have gone and the publicity is starting to quieten, his passion for combining his work on the railways and football continues. On the footballing side he recently signed a new, long-term contract with Marine, keeping him at the club until 2024.

While off it, he is nearing 30 years working on the railways with no plans to leave the industry.

He said: “Juggling the football and work at Merseyrail is just something you get used to. I do sometimes wonder how I fit in the family, job and football but somehow you manage to do it, and I think like the week before the FA Cup game you just get on that travelator and just keep going.

I’m one of those people that prefers to be busy.

“People often ask how I do the football managing as well as the full-time job and why I do it. You get days like facing Tottenham on Sunday and the promotions and championships that I’ve experienced and the good far outweighs the bad.”

Neil also says there are similarities between managing a football club and his work in charge of all the assets on the stations for Merseyrail.

He said: “In a normal world I do find both roles very similar. At Merseyrail you have good banter, we all get on, there is a good team spirit and good team effort and that’s the way I am with my football team. I don’t really change and I’ve always thought I’ve had an advantage as the skills I’ve learnt in my day job, a lot of them are transferable to my football manager jobs. The games and training are the easy bits. The more difficult bit is dealing with the players off the pitch, the HR element, reporting to a board of directors, expectations of the supporters and the commercial side of things.

“All the stuff I had to do in the build-up to the Tottenham game I probably wouldn’t have been able to do without my background in the railways. I’m not saying I was good at it, but being competent was helped by my background in work and the transferable skills from being on the railways for 28 years.” railbusinessdaily.com

I n sFue raat nu cr e

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

Telematics on vans – Will they reduce my motor premium?

T

here are a number of factors that determine the level of premium that a railway company pays per vehicle for its motor insurance; value/type of vehicle and accident record are the two biggest factors.

Motor insurers are increasingly looking at risk management features and are keen to insure companies which are investing in telematics and trackers.

These systems have become more sophisticated over time and can produce incredibly useful data on each driver with regards to their driving standards – speeding, acceleration, braking and smoothness of driving.

Many telematics products can also monitor idling which, if mitigated, leads to a direct fuel saving that can be enough to pay for the telematics systems.

Having these systems does not directly lead to a lower premium but, as safer drivers have less accidents, if the systems are used

Clare Brecknell, Dip CII

to actively manage driver performance then it tends to lead to an improvement in driver standards, fewer accidents and reduced premiums as a result.

The best use of the data is to create driver scores in a table and share the data with the drivers so they can see who are good and who are bad drivers.

No one wants to be the worst driver, so standards tend to improve quickly with encouragement from management.

A good insurance broker will write a highquality risk presentation about the motor fleet risk to highlight these and other good risk management features (that the railway company director signs off) so they can negotiate the lowest motor fleet premium.

Most motor insurers will insist on a monitored security tracker on any high value vehicle worth £40,000-£50,000 or more so be aware of this and plan for it when the car is ordered.

Clare Brecknell, Dip CII, Client Director, Jobson James Rail. Contact Clare on 07794 019669.

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F eeawtsu r e N

consortium led by Bombardier Transportation has confirmed a deal with the Egyptian Government to build two new monorails. It is thanks to £1.7 billion backing from UK Export Finance (UKEF), the largest amount of financing it has ever provided for an overseas infrastructure project.

International Trade Secretary Liz Truss announced the government guarantee last month, which will support highly skilled jobs in Derbyshire as the UK builds back better in the aftermath of coronavirus. Bombardier’s consortium was named preferred bidder for the project at the 2020 UK-Africa Investment Summit and, with UKEF’s guarantee, has secured the financing needed to fulfil the contract and start production.

Photo: Bombardier Transportation UK

Bombardier to expand manufacturing capacity in Derby following Egyptian monorail deal A

Bombardier can now invest in its manufacturing centre in Derby where the trains for the Egyptian monorails will be designed and built.

This will be the UK’s only monorail car production line and will directly support 100 UK jobs at the company and many more in its UK supply chain.

Matt Byrne, President of Bombardier Transportation (UK and Ireland), said: “The Cairo Monorail export win, against international competition, shows that the UK rail sector can fight and win in key growth markets such as sustainable transport. This is the first UK export since our Derby-built trains were exported to South Africa for the Gautrain project in 2008.

“Thanks to UKEF’s support and those working in embassies across North Africa, this new deal will bring sustainable benefits to Egypt and create job opportunities in the UK.”

massive 11,000-tonne curved concrete box has been pushed under one of the country’s most famous railway lines.

The structure, which weighs more than the Eiffel Tower, was installed in a painstaking operation as part of the £1.2bn upgrade of the East Coast Main Line.

Engineers have spent nine months building the new tunnel by the side of the East Coast Main Line as trains have sped past between London and Edinburgh.

And now the massive concrete construction has been pushed into place along pre-installed guiding supports, after the three tracks above were temporarily removed.

Paul Rutter, Route Director for Network Rail’s East Coast Route, said: “This was a massive engineering challenge, but it avoided hundreds of hours of closure on one of the most important lines in the country.

“This is industry-leading work that really puts the needs of passengers first in how we approach improvement work.

“In the past, Network Rail might have approached this problem by thinking about the easiest way to do the engineering. Instead, I’m proud to say we have come up with a creative and innovative solution that will deliver massive benefits while keeping disruption to a minimum.”

Rail Minister, Chris Heaton Harris, said: “This is an astonishing feat, underlining this country’s reputation for pioneering engineering and delivering major upgrades for passengers.

“By undertaking a project of this magnitude now we are making the most of our railways being quieter, putting in place vital new infrastructure that will improve our railways for when passengers are safe to return.”

The work was carried out at Werrington, north of Peterborough, where the East Coast Main Line is crossed by a slow-moving east-west freight route. Installing the tunnel will take slower freight trains off the fast route, speeding up services and improving reliability, while also reducing the amount of maintenance required on that section of track. The new tunnel is a 155-metre curved concrete box that was painstakingly pushed at 150cm per hour, using massive jacks to propel and steer it into place.

Photo: Network Rail Air Operations

A

Photo: Network Rail Air Operations

11,000-tonne tunnel installed on the railway

Transport Secretary launches £794 million plan to boost rail links

A

£794 million investment package to reopen two important rail routes closed more than 50 years ago has been announced by Transport Secretary Grant Shapps.

The new funding includes £760m for the delivery of the next phase of East West Rail, which will create 1,500 skilled jobs and reinstate direct rail services between Bicester 12 | February 2021

and Bletchley for the first time since 1968.

It also includes £34m to rapidly progress plans to reopen the Northumberland Line between Newcastle-Upon-Tyne and Ashington, which closed to passengers in 1964 as part of the Beeching cuts.

The Transport Secretary has also called on local authorities, MPs and community groups to submit bids for a share of the third and final

round of the Department for Transport’s ‘Ideas Fund’, designed to encourage proposals to reopen railway lines, services and stations.

Transport Secretary Grant Shapps said: “Restoring railways helps put communities back on the map and this investment forms part of our nationwide effort to build back vital connections and unlock access to jobs, education and housing. railbusinessdaily.com

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Firth of Forth tunnel at heart of £22bn green rail revolution new cross Forth rail tunnel is at the heart of a £22 billion rail revolution proposed by the Scottish Green Party to build a modern, zero-carbon network that is affordable and accessible to all.

The Rail for All programme should be a central part of Scotland’s green recovery from the COVID-19 crisis, the party’s Transport Spokesperson John Finnie has said, creating thousands of jobs whilst delivering infrastructure that is essential to tackling the climate emergency and supporting long-term economic prosperity. In addition, the Scottish Greens are proposing that one publicly owned rail operator is formed, by re-integrating ScotRail and Network Rail (Scotland), and government decision-making processes are reformed to allow Rail for All to be delivered quickly, efficiently, and cheaply.

In additional to the proposed Firth of Forth tunnel, the party’s bold plans to transform the rail network include: A new underground station in Leith

Photo: Scottish Greens

A

A new overground terminal station at St Enoch’s (Argyle Street) in Glasgow Full electrification of the intercity network by 2030 Replacing outdated rural rolling stock with electric battery-powered trains Ensuring every town with a population of over 5,000 is connected to the rail network Upgrading the Highland Main Line, the Far North Line, West Highland Line and the AyrStranraer Line

Introducing Tram-trains which can run on streets and on traditional rails for cross-city transit Redoubling congested singletrack lines including the Milngavie and Balloch branches Boosting capacity to allow a more efficient and sustainable shift of freight from road to rail

John Finnie MSP said: “The Scottish Greens are proposing the biggest rail investment programme Scotland has ever seen. Our fully-costed £22 billion plan would transform Scotland’s railway, building a modern, zero-carbon network that is affordable and accessible to all.”

Commission recommendations endorsed by Welsh Government

T

he path to tackling congestion in South East Wales has been confirmed as the Welsh Government has endorsed the recommendations of the South East Wales Transport Commission.

In a line-by-line response to the comission’s final report, the Welsh Government has accepted in principle all of the recommendations to tackle congestion. It has also outlined the progress that has been made and the next steps for delivery.

A dedicated “Development Unit” has been established in Transport for Wales to provide ongoing advice on the recommendations and develop a delivery programme.

On the Commission’s recommendation to increase the number of train stations and services in the region, the Welsh Government has confirmed it will work with partners to increase capacity, reduce journey times and improve network resilience. These partners include Transport for Wales, Network Rail and

the UK Government, which remains responsible for rail infrastructure under the current devolution settlement.

Ken Skates, Minister for Economy, Transport and North Wales, said: “Tackling congestion on the M4 around Newport remains a priority of this government, whilst also being mindful of the need for decarbonisation, improved air quality, transport equity and a robust response to COVID-19.

Progress is underway on taking forward many of the suggestions raised by the comission.”

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28/10/2020 17:51

Rail Human Library

Changing perceptions Tracey Barber’s rallying call for the industry to play its part in inspiring the next generation of rail workers to embark on a career

F

irefighters, doctors, police officers, musicians and footballers – the dream careers for many young people growing up.

One that never seems to make the list apart from the occasional aspirational train driver, is one involving the railways.

This is backed up by recent stats by the National Skills Academy for Rail and City & Guilds Group in the ‘Back on Track’ report that revealed 42 per cent of people would not consider a career in rail owing to a lack of knowledge about jobs in the sector. This is despite the rail industry being on the cusp of leading a once-in-a-generation infrastructure revolution in the UK. That is something Tracey Barber is working hard to change with her Rail Human Library – a scheme giving young people the opportunity to speak to those working in the rail industry about the opportunities available and why they should pursue a career in rail.

“I fell into HR following maternity leave after having my second daughter; at the time I was looking for part time work and the role fitted in with my responsibilities. My career grew and I took on a job at on track plant maintenance at a time when I was considering a career change from HR to Teaching and within weeks I was hooked and fell in love with the industry.

“That was almost 10 years ago, in which time I have worked for the likes of Swietelsky Construction Company Ltd, Alstom and Freightliner. It is an industry I now never want to leave. Last month I joined Xrail Group Ltd as its Human Resources Manager, a role which I’m already absolutely loving.”

Making connections It is this enthusiasm that Tracey has already exerted to hundreds if not thousands of young people as part of Rail Human Library, an initiative born out of her shock over the lack of careers advice being at schools where her two daughters attended.

“Most schools have a careers advisor that is usually a teacher taking on the role as extra activity; after reaching out to my daughter’s school I was invited to do mock interviews as part of careers advice. I met this young girl who said she wanted to be an engineer, which I thought was brilliant as you don’t often hear that from a 15-year-old girl.

16 | February 2021

“I asked if she had ever thought of the rail industry to which she replied ‘no, I’m not an old man, I don’t want to wear orange, I don’t want to be outside at night time, I don’t want to be dirty and to be fair they don’t really do any engineering’.

I do think we focus too much on academic achievement and we do a lot with graduates, but I don’t think we do enough with 16-17-year-olds who want to be apprentices “I was like, ‘Right, I need to change that kind of perception and really highlight the wealth of opportunity the railway offers.

“It was from that moment that the Rail Human Library was inspired.”

Since then it has continued to grow with Tracey and other rail industry experts speaking to school pupils offering their own personal insights about the industry. It is already having a big impact.

“Around 100 kids aged 12-13 attended the first event involving 22 industry people,” she said. We gave the kids a form initially to ask if they had ever considered a career in rail and a lot said no. We gave them the same form at the end and in just two hours speaking to chaplains, journalists, HR recruiters, engineers and train drivers, 67 out of 100 kids said they would now consider a career in rail.”

Last March, thanks to an introduction to Workwise by 3Squared’s Lucy Prior, the Rail Human Library was due to be taken to the next level with 5,000 students meeting 50 rail industry people, from all walks of life and disciplines. railbusinessdaily.com

Rail Human Library

Coronavirus might have put the brakes on the face-to-face event, but organisers still managed to hold a virtual one with Get Up To Speed (GUTS) with STEM, with RHL holding a Twitter event.

“As an industry we need to do more to highlight the railways to a younger age,” said Tracey.

“Children aged five or six get their first careers talks in schools when firefighters and police go in and do safety talks and through life experiences of what they do outside of school like going to the hairdressers and shopping.

“For me, rail doesn’t do enough. Let’s look at rail safety chats with five, six, seven-yearolds, which will start that conversation of what the railways involves as a career. It is so easy to do, but no-one really wants to do it.

“There was one young girl who I spoke to in the first event I did who wanted to do something religious education-related.

“She said she didn’t know why she was at a rail careers’ event until I pointed to Mike Roberts, a railway chaplain, who used to be a vicar.

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“It changed her opinion and is an example of how simple it is to change a person’s perception of the rail industry.”

We will lose approximately 50,000 people to retirement over the next 10-15 years “We need to start thinking outside the box.

I do think we focus too much on academic achievement and we do a lot with graduates, but I don’t think we do enough with 16-17-year-olds who want to be apprentices, or even with those kids who have no idea what they want to do in 10 years’ time.

“We all hear that rail is experiencing a skills gap, reportedly we will lose approximately 50,000 people to retirement over the next 10-15 years, so now is the time to take action to engage with young people. ”

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One of the points highlighted in the Back on Track report was that changes to the diversity and age profile of the rail industry will be difficult unless there is a top-down approach led by the government and key industry organisations.

Tracey says that playing your part is win win for business and employer, with it being claimed that £1 spent on training on rail skills in the UK results in a £3 return on that investment.

She said: “The industry needs to play its part; all I am asking for is 10-15 minutes of railway workers’ time to do a short five minute video about their role and opinions of the rail industry which can be shown to young people looking into potential careers.

“There is a real opportunity for everyone to play their part in changing the perception and making rail a career young people aspire to want to be a part of.”

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February 2021 | 17

Government

‘We want a public rail system that works in the public interest’

Photo: UK Parliament/Chrispictures/Shutterstock.com

Jim McMahon MP, Labour’s Shadow Secretary of State for Transport, calls for a rethink on rail’s risk/reward ratio

J

im McMahon MP, appointed to the opposition front bench role in April 2020, wants a move away from what he considers to be empty rhetoric around levelling up towards a model of “fair share” investment around the country.

He said: “I don’t like the narrative of levelling up at all and a lot of the debate is superficial.

But I certainly recognise that for the UK to reach its full potential every region has to also realise its potential and the only way to achieve that is through investment. Yet if you compare rail investment in London to the rest of the country, then the rest has been massively let down. Our view is that this is not about levelling up but about a fair share of investment.

“Rail is still a great British industry but the job for us is to ask how we build a transport system for the future. We need to think about transport systems in the round. If you think about the 18 | February 2021

reasons why the railways were built in the first place, I think we’ve lost sight of what they can do as economic drivers.

Towns and cities were built on the railways.

We need to reimagine the future in consultation with communities.”

It strikes me that the shareholders have taken all of the reward and none of the risk McMahon has been critical of the government’s commitment to rail signalled in

November’s Comprehensive Spending Review, notably the launch of the new £4bn Levelling Up Fund by Chancellor Rishi Sunak. McMahon has said that if the North of England had received the same investment as London and the South over the last decade an additional £66bn should have headed to the North.

He is equally unimpressed with emergency response “recovery contracts” that have covered train companies’ losses since the pandemic started, which the government says offers a better deal for taxpayers ahead of the long-term overhaul of the industry, following the suspension of rail franchise agreements in March 2020.

“In 12 months we’ve spent £400m of money not to run the railways, to pay frontline staff or even to underwrite lost ticket revenue, but to go to shareholders. Any man or woman walking down the street would say why, if there’s an railbusinessdaily.com

Government

extra £400m sloshing around, is it spent in this way, to maintain shareholder dividends? There are better ways to spend that amount of money, supporting open-access operators for one.

“Clearly we understand that there has been a need for a coronavirus response to protect the financial viability of the rail industry and passenger and frontline worker safety, but we also want to ensure that the government has a comprehensive plan in place for the long-term future. It feels as though it’s ad-hoc, particularly when you take into account they haven’t yet responded to the Williams Rail Review, they seem to have simply moved towards nationalisation by default with the franchise agreements in place while maintaining profit margins for shareholders.

Risk and reward Jim explained: “The idea of a market-driven rail industry isn’t just about competition driving performance, it’s also about risk/ reward, and it strikes me that the shareholders have taken all of the reward and none of the risk because that’s been underwritten by the government. We’d like to see the government

be really clear about how they see future construct of the rail industry. If they are going to have to simply rehash the franchise model, I’d say that would be a mistake given the response to the COVID crisis. So are they moving towards a concessionary model where the government takes on more of that risk/ reward or are they going for a hybrid model?

They’ve been pretty silent on that and we’ve given them time because we recognise we’re in a pandemic and you need to think on your feet and move quickly. From Emergency Measures Agreements to rail recovery, timetabling and the inability to make any progress on season tickets, there are just so many issues where things are left up in the air.

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February 2021 | 19

Government

Post-pandemic process The impact of COVID-19 on work and commuter patterns also needs to be factored into any thinking on transport solutions as the country gets back on its feet, says McMahon.

“It’s going to take this country a long time to repay the costs of COVID-19. Obviously there will be a return to office work but I can’t imagine it will be a return to five days a week because businesses, employers and employees have realised the efficiencies of working from home.

Clearly that has an impact on season tickets for one thing, but why would we base rail’s financial model around people working five days a week?

“Getting transport policy right is critical for our economic success and any investment should be focused on passenger experience and long-term investment and looking at the wider responsibility of fully understanding the interconnection between different modes of transport.

“You can’t look at rail in isolation and can’t run railways effectively if you don’t have decent local transport because people have to get to and from the station. When goods arrive on shore how are they moved onwards around the country?

“Within that, there’s the last mile delivery strategy to consider. There’s a real need to think about the whole supply chain and where a national distribution network will take them compared to regional and sub-regional localised distribution hubs and how rail fits in to that picture.

“You can’t run the railways and not have a view about how freight moves around the country, particularly if you want a green economy. We have to get freight onto rail and free up capacity to do that. And obviously that feeds into the HS2 debate and the regional boost that HS2 can provide, so northern legs should not be trimmed back at all. We’re frustrated at the lack of political drive to see HS2 through in its entirety.”

McMahon, MP for Oldham West and Royton since 2015, worked as a technician before 20 | February 2021

Photo: CrossRail

“Let’s be honest, there is no difference between Conservative and Labour when it comes to the thinking that government should be running the railways.

“This government really do need a vision for what they want rail to be and it doesn’t feel as if they’ve got that right now. They’re still looking at it from a purely contractual position via some form of remodelled franchise agreements and I’m not sure that’s correct.”

moving into local government ahead of his journey into politics.

Getting transport policy right is critical for our economic success and any investment should be focused on passenger experience and long-term investment “He is a self-confessed “transport geek” with strong family connections to both rail

and haulage. His grandfather worked for British Rail at the Manchester Mayfield depot, his father was a lorry driver and his son is a transport apprentice.

He added: “April 2020 was a fascinating time to be appointed Shadow Secretary for Transport and experience the industry’s outstanding response to the pandemic. It would be remiss not to reflect positively on the frontline workers and the train operators who kept the country going through 2020.

“We want a public rail system that works in the public interest, where we maximise investment but make travel by rail an affordable option.

There are people who are denied economic opportunity because the cost of travel by rail is too high. And we consider all of this in the context of reimagining the financial model for railway operations around the country.”

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09/09/2020 15:25

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A force to be reckoned with Arcadis, Linxon and SSE Contracting come together to power Britain’s railways

W

e are entering a time of great change for the railways. COVID-19 apart, the industry is on a journey to a cleaner, greener future. Network Rail is working towards achieving net zero carbon emissions by 2050 (2045 in Scotland) and delivering continual improvements to air quality.

Late last year, the owner and infrastructure manager of most of the railway network in Great Britain has become the first in the world to set the most ambitious sciencebased targets to limit global warming – cutting emissions which limit warming to 1.5°C.

‘There are some really exciting opportunities in the market and we hope that by working together we can offer that one-stop solution, and that through our combined skills and experience we can support our clients in ensuring the rail network continues to run safely and reliably’ At the heart of those ambitions, is Network Rail’s proposals for 12,000 kilometres of electrification by 2050, including hydrogen and battery technology, all outlined in the Traction Decarbonisation Network Strategy.

22 | February 2021

Work is also well underway on the construction of HS2 which, once complete, will deliver low carbon journeys and cut carbon emissions from other forms of transport.

In the future, trains will be highly energy efficient and entirely powered by a grid that uses increasing amounts of energy from zero carbon sources.

With the plans and targets now in place, attention is turning to delivery; something that must be done safely, efficiently and collaboratively, with millions of passenger journeys to depend on the systems put in place.

In a unique move for the industry, and a bid to offer that one-stop solution, a powerful consortium involving Arcadis, Linxon and SSE Contracting has been established to power up a greener and more effective railway, delivering the HV solution as one.

Robin Tunley, SSE Contracting’s Programme Director Major Projects, said: “A safe and reliable high voltage power supply is a vital part of the UK railways plans for a cleaner, greener future and keeping the network running safely and reliably.

A safe, efficient, experienced solution Nothing can be left to chance when it comes to powering the railways. Delays to the installation and any problems when the systems are running can be critical. So at a time when the industry is looking for reliable and efficient solutions to transform the railways, Arcadis, Linxon and SSE Contracting offers: A powerful consortium with complementary skills.

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“Collectively we’ve seen an opportunity to come together as one to create strength in unity and a powerful consortium with complimentary skills which can only be good for the industry.

“As Arcadis, Linxon and SSE Contracting we offer different but complementary services, and we all share the same vision in playing our part to work together to power the railways in an efficient and safe manner and in doing so tackling climate change.”

The opportunities Rail is already the cleanest and greenest mode for transporting large numbers of people and goods, but as an industry we are committed to cutting carbon footprints even further.

‘A safe and reliable high voltage power supply is a vital part of UK rail’s plans for a cleaner, greener future’ As well as the initiatives by Network Rail, there is also the opportunities created through HS2, that recently started the search for specialist contractors to deliver the high voltage power supply systems that will transfer electricity to the UK’s new high speed rail link and enable millions of people to enjoy low carbon journeys.

The winner of the contract will be responsible for the design as well as manufacture, supply, installation, testing, commissioning and maintenance of the HV power supply systems.

Approximately 50 traction sub-stations will be built alongside the line between London and railbusinessdaily.com

Strength in numbers All three experienced organisations bring a strong balance of talent covering design, installation and maintenance.

Arcadis has incredibly strong project design and project management capability and a history dating back to 1888, with innovation at the heart of everything it does.

Linxon, part of the SNC-Lavalin and Hitachi ABB Power Grids, offer traction power design, supply and construction capability with combined innovation experience of more than 130 years.

SSE Contracting has the major networks transmission and distribution capabilities, completing the collaboration with its expertise in HV installation and maintenance.

Chris Goldsmith, European Sales Director at Linxon, said: “It instantly made sense to join forces as despite the fact that individually we are strong, we complement each other and are even stronger collectively, particularly when it comes to the opportunities in the coming years. Between us we have vast Traction power and HV Distribution design, delivery and test/ commission integration experience, the technical capacity and capability to deliver a proven and simple solution for the railways. We also all have very strong track records in delivering social value, employment and environmental benefits and a behavioural driven culture that adds value for internal and external customers and drives innovation.”

Crewe in order to deliver power from the National Grid to the trains. There is also HydroFLEX, the first-ever hydrogen-powered train, which recently ran on the UK mainline. Unlike diesel trains, hydrogen-powered trains do not emit harmful gases, instead using hydrogen and oxygen to produce electricity, water and heat.

Nick Lawton, Programme Director at Arcadis, said: “There are some really exciting opportunities in the market and we hope that by working together we can offer that one-stop solution, and that through our combined skills and experience we can support our clients in ensuring the rail network continues to run safely and reliably.

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“We strongly believe that as a consortium we can ensure that we can deliver the best quality and value when it comes to HV power for the railways.”

Robin Tunley said: “At a time when the environment is at the top of the agenda, we will work together to create a full life VFM and carbon impact value, that can prevail on the HV distribution system.

“Together we can deploy assets to generate revenue, reduce cost price of infrastructure, contribute to net zero carbon, provide employment and upskill local communities and share additional upside where applicable.”

February 2021 | 23

Light rail

A leading light in rail safety The Light Rail Safety and Standards Board’s new Chief Executive on taking the sector to the next level

C

arl Williams, the new Chief Executive of the organisation responsible for strengthening safety standards across light rail in the UK, the Light Rail Safety and Standards Board (LRSSB), can’t wait for the opportunity to get out and meet people delivering on safety in the sector.

Carl, based at the LRSSB’s offices in Birmingham, took up post in October on a parttime basis while making the transition from his role as Director of Operations at West Midlands Metro, taking up his new full-time role at the beginning of 2021.

LRSSB was established in 2019 as part of the sector’s response to a Rail Accident Investigation Branch report into the tragic 2016 Sandilands, Croydon derailment that claimed seven lives. The organisation is funded via the government and percentage contributions from the light rail sector.

LRSSB has moved quickly since its formation to bring together a team of industry experts and safety professionals and now Carl is charged with the task of taking the organisation to the next level. This is a challenge he relishes although lockdown has been somewhat hampering his efforts to travel around the country.

24 | February 2021

He said: “The sector in the UK is now at a stage when it needs a safety and standards organisation which can take a helicopter view.

The sector is coming together on safety and we have been shown fantastic support and understanding “Various cities and Metropolitan areas have been developing tramways to meet their particular requirements over the last 30 years and now, working alongside the Office of Rail and Road, we are intending to build on all that knowledge and experience to ensure safety standards, which are already high, continually evolve and improve still further.

“A big part of this role is getting out and meeting the Duty Holders in the sector – the owners, clients, operators and maintainers – to promote what we’re doing and the added benefit we can provide, while dealing with the recommendations in response to the circumstances of Sandilands.

Face-to-face contact is essential, although not possible right now.

“For those Duty Holders, who have their heads down focused on the day job, running trams and dealing with the safety of passengers and frontline staff, the LRSSB has to prove and maintain its relevance. We need to consistently promote what we are doing for the sector and how we can help. It’s an interesting challenge to formulate plans, develop strategies and start with a new team in the world we’re currently living in. Luckily I know a lot of the LRSSB team from my previous roles in the industry and we’re definitely getting there.

“The sector is coming together on safety and we have been shown fantastic support and understanding. Nobody imagined the events at Sandilands ever happening, so we have to make sure we never lose sight of that.

“The contribution and commitment from the railbusinessdaily.com

Light rail

sector on safety is real, and the industry sees a need for the LRSSB as much as the ORR and Department for Transport (DfT) do.”

Carl certainly has the credentials to place LRSSB at the forefront of safety in the sector.

His first role in light rail, after a previous career as an electrical engineer in the coal industry, was with Sheffield Supertram. He has held senior positions with Keolis UK, Transdev Edinburgh Trams and Manchester Metrolink and was a project manager on the NET Phase II extension project in Nottingham. Up until recently Carl was Director of Operations and Maintenance at Midland Metro during their expansion programme.

Top honours In November 2020, LRSSB’s comprehensive safety study of driver monitoring technology bagged top honours for Significant Safety Initiative at the Global Light Rail Awards.

While light rail is without doubt one of the safest forms of public transport, Carl will now lead LRSSB in ensuring the implementation of RAIB’s recommendations and on a wide range of innovative initiatives to enhance safety, with clear benefits for operators and the travelling public.

Carl said: “We are determined to make light rail even safer in future. One of the key recommendations from Sandilands was that the sector needed a body that oversaw standards, safety and uniformity across the sector.

“Another issue highlighted was the need to understand the sector’s risk profile and to put in place a holistic accident reporting mechanism,

so that the precursors that may lead to a major or minor incident are known. Obviously the statutory instruments to report major incidents have been there, but nothing systematic that would help build up a picture of what happens in the days and weeks before an incident. So the LRSSB with the ORR launched the industry risk profile model, essentially an accident analysis tool.”

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February 2021 | 25

Light rail

That model is now up and running and fully populated, and the LRSSB is able to draw down data and analyse where individual tramways sit compared to the rest of the sector, evaluate the information and then enter into discussions with specific tramways.

Reducing risk through technology LRSSB is also able to look at the top risks for the sector and, by placing this information into bespoke software, create risk assessments and, importantly, complete mitigation or hopefully prevent the possibility of a hazard ever occurring.

“It’s about anticipating the next phase and the foresight to see what’s potentially coming,” explained Carl. “That’s what the risk model is all about. It can be populated live so we can get a real snapshot of where the major safety risks lie in any particular tramway compared against the rest of sector and then, as an organisation, we can work with that tramway to put adequate planning in place. That’s the big innovation coming out of the LRSSB this year, aligned to risk assessment modelling. Our aim is to roll this into a risk maturity model that tells tramways how mature their business is in relation to the risks they face; the project is set to be a constantly evolving cycle.”

Carl explained that one of the roles of LRSSB is to standardise the approach to constructing and operating tramways, which will play a major part in ensuring safety on future networks and also make the organisation a ‘go-to’ for towns and cities considering light rail as a transport solution.

26 | February 2021

He added: “Standardisation within the light rail sector is very important. We’re not here to hamstring the sector, but, in addition to improving safety, we want to promote the sector and exemplary standards. In two to three years’ time, I’d see us being the first port of call for towns and cities building light rail systems.

We are being approached from the Continent, Europe and Australia about our innovative risk model “As anyone would expect, tramways in the UK have to adhere to exacting construction and operational standards but there are performance variables relating to, for example, tram vehicles themselves that it would be useful standardise.

Setting standards is not always about safety – the sector needs standards that will ensure a long life cycle for its vehicles and that they will remain safe throughout that life-cycle.”

LRSSB’s parent company is UK Tram, so promoting tramways as a transport solution for UK cities and light rail as a socio-economic driver naturally falls to both businesses.

Carl added: “UK Tram liaises with departments in Westminster and local authorities about the social, economic, clean air and environmental benefits that light rail can bring. This will be of increasing importance as the use of battery powered trams become the norm.

“There are so many opportunities for LRSSB to take a leading role in the sector’s future. We are being approached from the Continent, Europe and Australia about our innovative risk model. It is creating a lot of interest and we have a great chance to promote that externally.

“Then there are great opportunities for us to increase our capacity to learn for ourselves for the benefit of the sector as a whole. Some European countries have had light rail systems a lot longer than we have, so in a world when free movement is possible again I want to see, for example, what the German tramways are doing, what the French are doing, or what’s happening in Israel.

“Currently Midland Metro is expanding and Manchester Metrolink has recently undergone massive expansion, whereas in America, Europe, the Middle and Far East there is huge expansion in metro and tram systems. If we can learn from them and also promote our model, that’s our opportunity and challenge going forward. At the end of the day, safety principles must be at the heart of any successful tramway.” railbusinessdaily.com

Scotland

Devolution of rail powers to Scotland Scotland’s Transport and Infrastructure Secretary Michael Matheson writes on his vision for the railways

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he impact of the COVID-19 pandemic on Scotland’s people, communities and economy has been significant.

As we have had to take difficult decisions on travel, this has had an inevitable impact on our rail passenger services, with patronage and revenue substantially lower than pre-COVID levels. Passenger rail services have continued to run through the pandemic, providing vital connectivity for our key workers. Rail freight services have been at the forefront of ensuring a steady supply of goods and commodities. I want to thank rail workers across Scotland for their efforts.

While it is absolutely right that we focus our collective efforts at this time in tackling this horrendous virus, we should take a moment to reflect upon a time in the future when circumstances will allow passengers to return to our railway and also to reflect upon an opportunity to make a better railway through reform. One which is more vibrant, dynamic and financially sustainable – one which is truly fit for the future.

28 | February 2021

The structural challenges that rail has faced for a good number of years have been acknowledged, not just by government and politicians, but by rail users, the wider public and the industry itself.

The current system of providing passenger rail services and franchising is not fit for purpose Often, I have heard the rail industry described as overly complex, slow to respond, with often competing incentives and interests, all very often getting in the way of doing the right thing.

It is my firm view that the current system of providing passenger rail services and franchising is not fit for purpose. We have an infrastructure manager in Network Rail who is not fully accountable to its main funder in Scotland, namely the Scottish Government. We have a system of economic regulation which often focuses on consistency across the UK, even where a more flexible, localised approach would perhaps deliver better results.

Dedicated staff As we look forward to change, it is also important to make sure we safeguard all that is good about our railway. We have a dedicated workforce, focused on delivering the best outcomes for passengers and freight customers. We developed strong partnerships between the Scottish Government and industry through our Team Scotland approach. We were all deeply saddened by the tragic events at Carmont, but we should also reflect that we do have one of the safest railways in the world. railbusinessdaily.com

Scotland

Rail is at the leading edge of our efforts to combat climate change. Not only, as we look to deliver our ambitious target to decarbonise our railway by 2035, but also as we encourage, when restrictions allow, travellers to use greener transport. And we should never underestimate the huge economic benefits that rail investment can bring to local communities and the wider economy.

We need look no further than the Borders Railway or the electrification of the Glasgow to Edinburgh route. And our ambition is matched by our record of investment – among other things we will soon see Levenmouth reconnected to the railway, over 50 years after the line was closed to passenger services.

Looking ahead When I look to the future, I want to see a railway that is fully aligned to what our passengers, freight users, businesses, communities and economies need and want.

I want to see the commuter offer matching modern working patterns.

I want to see our railway play a central role in tourism and railway heritage, enabling our visitors and rail enthusiasts to explore all that is great about Scotland. I want to see it support businesses, both through connectivity between our major cities and through innovation in modern technology and manufacturing for the rail industry itself.

I want to see our rail freight sector continue to flourish and grow, truly delivering the goods for Scotland.

Returning now to the structural challenges our railways have faced for a sustained period. As I write this, we still await the muchanticipated outcome of the UK Government’s Rail Review.

Our ask of that review has been, at its base, fairly simple and that is the devolution of rail powers to Scotland.

This will allow the Scottish Government to structure the rail industry in a way that best delivers for Scotland’s rail users, its communities and its economy.

I want to see a railway that is fully aligned to what our passengers, freight users, businesses, communities and economies need and want I want to see a passenger railway for Scotland that is public sector controlled. One where both services and the infrastructure is fully focussed on delivering the best outcome for rail users and the wider Scotland. And critically, one which is fully accountable to

the Scottish Government and the people of Scotland for all aspects of performance and delivery across the rail system.

Industry integration I want to see a rail industry that operates in an integrated and aligned way, whose standard approach to decision making is founded in cooperation and responsiveness, again, with the interests of rail users and our communities firmly at its heart.

An industry which can set aside competing incentives and interests to come together to make the right decisions at the right time in a way which maximises public investment in our railway and in support of a low carbon, vibrant economy.

And finally, a railway structure which is simple – one that passengers and freight users find easy to understand and to navigate.

We must challenge ourselves to work together to resolve the structural challenges that rail faces and to provide a railway for the future that our communities and businesses rightly demand and deserve.

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February 2021 | 29

Freight

Unlocking more capacity in of the busiest parts of the UK’s freight network Network Rail’s Lucy Phipps, Jeff Leong and Adam Kotulecki discuss the major, complex work nearing completion at the Port of Southampton

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he end is in sight for a vital, complex £17 million project in Southampton to allow for more freight by rail, taking lorries off the roads and cutting down on emissions.

The upgrade is due to be completed later this month. When finished, Southampton Western Docks will be able to accommodate freight trains of 720m in length and Freightliner’s Maritime Terminal 775m in length – an increase of seven trailers, or around 12 containers.

Ahead of the commissioning of the new signalling system, Network Rail’s Commercial Scheme Sponsor

Lucy Phipps, Lead Engineer Jeff Leong, and Senior Project Manager Adam Kotulecki have spoken to RailDirector about the scheme.

“This has been by far been the most challenging and complex project for me to complete in such a short space of time, but we have got to the stage we are at because of good communication, not only with our stakeholders and third parties, but internally as a team,” said Adam.

“It is predominantly a track and signalling driven scheme with a vast number of civils and electrification and power alterations needed to

be achieved to reach our end goal of 775m trains being able to serve the port. As you can imagine, it hasn’t been simple. We’ve had to design a project that also protects passenger services in and around Southampton Central Station because longer trains hold passenger services for longer.”

Final phase As Adam, Lucy and Jeff spoke, the project was entering phase three, which needed the railway to be clear of trains for ‘wheel-free testing’, requiring a weekend closure and a week-long closure.

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Freight

Adam said: “We have undertaken some big pieces of work. The first is with the line speed and signalling changes, another has been at Western Docks, where we have been introducing bi-directional signalling on one of the lines. This facilitates parallel movements so you can handle more than one train at any one time.

“Similarly, at the Maritime Terminal we are greatly increasing the ability for these longer trains to be able to get off the mainline and into the terminal, which is a really big intermodal traffic handling terminal run by Freightliner, where presently there is a bit of a bottleneck.

“Currently there needs to be over 30 phone calls between when they want to traverse trains from their terminal into the Redbridge sidings.

We’re re-modelling the junctions so they don’t need to bother the signaller at Eastleigh.”

Full-speed ahead The scheme is one that has been long-awaited, with its initial conception over eight years ago, however it is only really in the last 12 months the project has accelerated forward.

Jeff said: “This project didn’t have the best reputation due to the length of time that has passed from its initial conception. I’ve been involved since 2018, with my first job quickly trying to pull together eight years’ worth of information, looking at what level of development had been approved and level of assurance had been undertaken.

“The technology, standards and even personnel have moved on over the years, so one of the largest challenges from my point of view has been piecing together the history to bring it up to a modern standard that can be built.

“We’ve needed a design that has led to us being able to go on site, developing as builts and turn that into our baseline information.

The project has been split into three phases: Phase one – new sidings for freight trains installed in Redbridge. Completed in April 2020.

Phase two – points refurbished and sections of track renewed, allowing for freight trains to travel at higher speeds in the area, clearing crossings quickly to keep passenger services moving.

Completed in January 2021.

Phase three – new signalling system commissioned for the area encompassing St Deny’s, Southampton Central, Millbrook, Redbridge and Totton. Due for completion by the end of February 2021.

“Basically, we’ve scrapped years’ worth of development and redesigned everything in the space of about three to six months to take it forward.”

The design and the work on site have been a mammoth task in itself. But this has had to have been done mindful of the large number of operators relying on the railway network in the region.

The Freightliner Maritime Terminal in Redbridge operates 24 hours a day, six days a week, and is the second busiest container port in the country with around 800 containers passing

through the site every day. GBRailfreight and DB Cargo also operate in and out of Western Docks, and there are also four train operators in the area.

With a track blockade needed to complete the work, Lucy says that finding that middle ground to keep everyone as happy as possible has been a tricky process.

“I joined just as the team was pulling together the engineering access strategy, which they had spent a year developing, looking at various situations to try and appease the clients. It was version five by the time we got it finalised and published.

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February 2021 | 31

Freight

“Some of the infrastructure assets we’ve had to update and amend are quite legacy – a lot from the 1950s and 60s – so we are having to tie in with what we’re doing with our upgrades.

“Some of the people that have the knowledge and experience on those systems are more senior, so it has been important that we have kept both them and everyone else safe.”

When I first joined it was version three. It was vital that we had everyone on board as it is probably the biggest block for the Wessex route in terms of complexity and just the various parts of what the guys are doing over the next month.

“It is a huge scheme that impacts so many different operators and so many different parties, but everyone recognises what this project is delivering and how we all as an industry are going to benefit in the long run.”

One thing that couldn’t have been planned for when drawing up the designs was the impact of the coronavirus pandemic, which led to new working practices for workforces across the UK. Jeff said: “You could say COVID presented us with a minor challenge. When you lose the dynamism of an office environment where you can throw ideas around and have to do things virtually it is very, very difficult.

“This instance you’d be having to call them at all hours, and that includes at the designer side, making sure people are moving in the same direction.

32 | February 2021

“It has not been easy. With COVID we’ve had to do everything outdoors and had to work in bubbles.”

Putting passengers and freight first was a mantra for us before the devolved systems Adam adds: “It certainly has been a daily struggle and we have so far kept on top of it, making sure our staff are kept safe. We have had one outbreak of COVID in the autumn but we were able to quarantine those people and areas affected and so far the virus hasn’t come back.

A first for the region This is also one of the first major projects in this region since Network Rail’s geographic regions took on accountability for the delivery of all projects within their borders, including track and signalling.

It is part of a drive to be more customer and passenger focused, allowing the regions to be better able to respond to local needs and demands.

Adam said: “Putting passengers and freight first was a mantra for us before the devolved systems. We always came to the table with that as it brings with it so many benefits.

“In terms of the management it has probably been in some ways easier particularly with negotiating with stakeholders. It has come with its challenges though, but in terms of the way we went about our business, it was very much at the heart of what we did. It needed to be to make those negotiations successful.”

This opinion is shared by Jeff: “From an engineering side we’ve been quite lucky on this project in which we’ve had direct interaction with the actual end user.

“The guys we’ve been working with, the third parties, have been fantastic and everything we have asked of them they have turned up and supplied. On those occasions we’ve had bad news they have taken it on the chin and given us a confidence boost in steering us in the right direction.”

With the project entering its final weeks, Adam, Jeff and Lucy are pleased with how it has gone and are excited by the future benefits of the work, not just for Southampton, but also further afield.

Lucy said: “You’re not going to deliver a project like this unless you are all pushing in the same direction, which we have been doing.

This project has really encompassed putting passengers and freight first and is a wonderful example of individuals coming together.

“What a timely project this is as well. The last year has really highlighted the importance of freight in keeping the country going, particularly during COVID. I think it is more timely than ever what we are delivering for all stakeholders and end users.” railbusinessdaily.com

T: +44 (0) 1908 574400 E: info@geminirg.co.uk

Working together for tomorrow’s railway Gemini Rail Group are an independent business combining industry expertise, knowledge and experience into one innovative and dynamic team. We are focused on driving technological improvements and delivering high quality solutions that meet the demands of our challenging rail industry.

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Over three decades of innovation and engineering excellence

Innovative subway slide at Rochester station

It is just over 30 years ago that Spencer Group formed. Fast forward to 2021 and the engineering specialist has become one of the UK’s leading design and build businesses with more than 300 people working on vital infrastructure projects at home and abroad

O

ver the past decade, the team has delivered some of the UK’s most challenging yet successful rail projects.

From the 15-day blockade challenge that saw the complete remodelling and rebuilding of Gravesend station, the innovative civil engineering works within the £145m East Kent phase 2 programme to delivering a new railway chord in Ipswich, Spencer Group’s ability to deliver a portfolio of infrastructure projects won high praise and awards from politicians and industry commentators alike.

Last year, one of the most challenging in living memory, Spencer Group completed a number of mainline and depot enhancement projects for Network Rail and train operating companies that have helped to cement the company’s reputation for delivering innovative projects safely and collaboratively.

Stevenage was handed back a year ahead of the planned opening despite COVID-19 34 | February 2021

disruption and might just be one of the most efficient projects ever delivered by a principal contractor.

We invest heavily in stakeholder and community relations as these are vital ingredients to success in our sectors The company’s agility and positive behaviours overcame the hurdles presented by the pandemic and enabled a collaborative approach to be formed with the Network Rail project team that transformed how the project was delivered.

But despite strong growth and an enviable reputation for its expertise in its sectors of industrial, rail and bridges, there are some things that haven’t changed.

Future plans RailDirector’s head of content, Danny Longhorn, caught up with Richard Watson, Spencer Group’s Rail Project Director, to talk about the company’s ambitious plans for the future.

“It has been some journey, but one that has no intentions of slowing down,” said Richard. “The company was founded because our Chairman, Charlie Spencer, saw an opportunity to establish a business that is recognised for its engineering excellence and innovation. It was and still is vitally important to listen to our clients’ requirements and tailor our capabilities and the service we offer to deliver real value for them. railbusinessdaily.com

I nFt e a r vt iuerwe

Union Chain Bridge, Northumberland “Over the last 30 years he has led us to become a UK leader in engineering with a vision for creating a better future for us all to enjoy.”

Making a difference Charlie still plays an active and daily role in the business today, driving the company forward with the same energy and desire to make a positive difference.

His legacy can be seen and felt right across the UK with a vast number of major infrastructure projects making a hugely positive difference to people’s daily lives – a progressive impact that was recognised in 2016 with Charlie receiving an OBE for his lifetime contribution to business and community.

Richard continued: “Our projects help connect society, build communities and grow the country’s future prosperity.

“Infrastructure plays such an important role in enabling the future. We specialise in large engineering projects ranging from the development of green power stations, enhancing the rail and road network, building distribution and storage facilities to maintaining complex suspension bridges.

Gravesend station 15-day blockade

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“We also recognise our engineering heritage and are privileged to be engaged on some wonderful restoration projects that are preserving iconic and significant structures some of which were world firsts at their time of construction over 200 years ago.

“To remain a leader in delivering challenging engineering projects we must grow and adapt to new technologies and above all we must deliver.

To remain a leader in delivering challenging engineering projects we must grow and adapt to new technologies and above all we must deliver “We invest heavily in stakeholder and community relations as these are vital ingredients to success in our sectors.

“We become part of the community of every project we undertake, even if only for a short period of time, however it is imperative that

we recognise the complexities and sensitivities of these relationships in order for us to complement and enhance not create conflict during the delivery process.

“We try to add something whilst we are there and be seen as an opportunity to help support rather than be a negative experience – communicating positively with and caring for those who will see short-term impacts associated with our work.

“We thrive on innovation and being the first to find the best solution. This was our original goal from day one and we continue to do so three decades later.

“There is certainly a lot to be proud of and I think we have made a real and long-lasting positive difference to many communities up and down the country. But you are only as good as your last job, so it is imperative that our standards never drop. Maintaining quality and consistency in our industry will always be challenging.”

Safe foundations It is this kind of drive and vision that explains the continuing success of the Spencer Group.

Accounts filed for the business year ending 31 March reflected a period of significant growth.

Penzance Depot extension

February 2021 | 35

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Completed a year ahead of the scheduled opening

Stevenage Turnback In the year to 31 March 2020, Spencer Group increased turnover by £9 million, from £54 million the previous year to £63 million (an increase of 17.5%). Pre-tax profits also grew by 17.5% to £2.2 million, from £1.8 million in the year to 31 March, 2019. That attention to detail and collaborative approach doesn’t go unrecognised.

Spencer Group reported an exceptional strike rate of almost 50% of tenders won and entered the current financial year with secured work with a value of £55 million.

Richard said: “At the forefront of everything we do has been the safety of our people, supply chain partners, customers and members of the public.

“We are advocates of the philosophy that safety performance drives business performance and it is no coincidence that the improvement in our safety performance figures mirrors that of our growth and profitability.

“Better planning, project development and clarity of our expectations sets the standard that we expect from both ourselves and our supply chain partners on our projects and this performance has become a real differentiator for our clients at contractor selection stage.

“The last few years we have consolidated our expertise and industry leadership in fields such as infrastructure, rail maintenance depots and complex bridge renovations – an area which we see even greater growth potential in the years ahead.

We thrive on innovation and being the first to find the best solution. This was our original goal from day one and we continue to do so three decades later “These industries are being challenged by the Department for Transport to deliver greater efficiencies at a pace they have never experienced before on projects such as Ashington to Blyth and it is those suppliers who can rise to this challenge that will succeed.

“One of our flagship projects last year was the major rail capacity enhancement project at Stevenage station.

“Our teams worked incredibly hard on the complex £30 million project which involved constructing a 130m-long platform, completed with approximately two kilometres of new electrified track and signalling, increasing East Coast Mainline capacity.

“It was completed a year ahead of the scheduled opening by working in close collaboration with our client Network Rail and other key stakeholders and this demonstrates what can be achieved when everyone is galvanised towards a common goal.

The company continues to support public and private organisations up, down and across the UK. The passion, energy and drive to do things better is clear to see at Spencer Group and we would like to thank their team for welcoming us and sharing their story. thespencergroup.co.uk 01482 766340 linkedin.com/company/c-spencer-ltd

Port of Tyne, renewable fuels terminal

36 | February 2021

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HS2

Royal Assent for HS2 Phase 2a Transport Secretary Grant Shapps says high speed rail is heading north, creating jobs and building a brighter future he act of Parliament was passed earlier this month, exactly one year after ministers gave the project the green light.

Construction on Phase 2a is expected to begin by 2024.

Transport Secretary Grant Shapps said: “Whatever your view of this project, HS2 is now a reality – heading north, creating jobs and building a brighter future for our country. This vital project is at the heart of the government’s commitments to build back better from the pandemic, tackle the north-south divide and drive growth across the country.

“The signing of the Phase 2a Bill into law is a historic milestone for this ambitious project, which is already creating and supporting thousands of jobs across the UK. I look forward to seeing spades in the ground to get this section built and deliver the benefits of high-speed rail to the north as swiftly as possible.”

The journey begins Construction of the first stage of the highspeed railway between the West Midlands and London is already underway and now supporting more than 15,000 jobs and 500 apprenticeships.

Prime Minister Boris Johnson said: “This is a landmark moment in our infrastructure revolution. HS2 is the most significant expansion to our national railways in a generation – transforming connectivity between our towns and cities and vastly increasing the capacity of our rail network.

“The decision means HS2 is set to deliver another major economic boost to UK PLC, by supporting around 5,000 jobs to build Phase 2a, with many more in the supply chain. In addition, the railway will support 140 permanent jobs at its maintenance base near Stone in Staffordshire.”

Once operational, high speed services operating between London, Birmingham and Crewe will use the newly-constructed highspeed line – delivering extra capacity, improved reliability and reducing journey times.

These services will then join the existing network to create direct services to places including Liverpool, Manchester, Preston, Carlisle and Glasgow. Crewe is also the station for connections to North Wales and Shrewsbury. railbusinessdaily.com

Photo: HS2

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This is great news, not just of course for the railway industry but also for the UK The news has been welcomed by the Railway Industry Association’s Chief Executive Darren Caplan, who said: “This is great news, not just of course for the railway industry but also for the UK, its

long-term connectivity and economy. It is another step towards transforming the rail network, unleashing jobs, investment and economic growth around the country at such an important time, whilst ensuring we have capacity for the future.

“The railway industry is already delivering on this scheme, and it looks forward to working with government, HS2 Ltd, and other partners, in the months and years ahead, to enable the project to be delivered effectively and efficiently.

“Now let’s get on with the Eastern leg too, to deliver the full network and the maximum benefits which the entire HS2 scheme provides.”

February 2021 | 37

RAIB

RAIB’s independent expert view The Chief Inspector of Rail Accidents on the ongoing importance of the Rail Accident Investigation Branch

“A

s long as the railway is turning wheels, we will be there investigating,” says Simon French, reflecting on 15 years of the Rail Accident Investigation Branch (RAIB) and the need to ensure that serious railway accidents and incidents continue to be independently investigated in a blame-free manner – even during periods of national lockdown.

RAIB has been operational since October 2005 and investigates accidents and incidents which occur on the UK main line networks (Network Rail and Northern Ireland Railways), London Underground, other metro systems, tramways, heritage railways and the UK part of the Channel Tunnel.

Simon has been there since day one, from 2004 working with RAIB’s first Chief Inspector, Dr Carolyn Griffiths, to build up the branch from nothing following Lord Cullen’s inquiry report on the Ladbroke Grove rail accident in 1999, which recommended the creation of an organisation to independently investigate railway accidents to improve safety. Simon, RAIB’s Deputy Chief Inspector from 2009 to 2015 before succeeding Dr Griffiths, heads up a team of 43, which includes 25 inspectors and a team that provides essential business support.

Key locations RAIB has operational centres in both Derby and Farnborough, allowing a rapid response to incidents anywhere in the UK. RAIB is totally independent and focused solely on improving safety. It is not a prosecuting body and does not apportion blame or liability.

“What we bring is the independent expert view,” explained Simon. “The rail industry has a very positive safety culture and we are always ready to say that publicly. We’re not spearheading safety; the delivery of safety is in the hands of train operators and infrastructure managers. We’re here purely for the purposes of extracting learning from very unfortunate incidents with the objective of preventing re-occurrence and mitigating the consequences for similar events in future. That’s worked well for us for the last 15 years.”

As well as independence and expertise, RAIB has a range of legal powers, providing the steel required to conduct thorough investigations.

38 | February 2021

Simon added: “One of our driving values is professionalism and the ability to address whatever comes our way in a structured, methodical and impartial way. To be effective we need powers to take the evidence we need and ask any questions that need to be asked.

We’re very much part of the furniture in the industry. It’s good to be able to walk onto a site and for people to know who we are. Very rarely do we encounter obstruction.

We’re here purely for the purposes of extracting learning from very unfortunate incidents, with the objective of preventing re-occurrence “Incidents can happen at any time. There are moments, at 2 o’clock in the morning for instance, when it’s pouring with rain and freezing cold, when I’m immensely proud of the professionalism of my team to confront very difficult and extremely traumatic events. A train crash is a very bad thing when you see it, very daunting, and it takes people with a certain strength of character to face that situation.”

RAIB has carried out over 350 full investigations since 2005. Outcomes of investigations are reported by the Chief Inspector to the Secretary of State for Transport, while results are published as publicly accessible investigation reports.

Nearly all of the RAIB’s reports contain recommendations for the improvement of rail safety.

Simon explained: “These are formally addressed to the relevant safety authority, normally the Office of Rail and Road but also copied to the industry undertakings which we believe need to take the specified actions.

Recommendations are just that, they are not mandatory.

“However, the industry takes them very seriously – they have to because they are legally required to report to the safety authority the actions they are taking in response. It is ultimately for the safety authority to decide whether appropriate action has been taken in response to one of our recommendations.

RAIB also produces safety digests, which highlight learning points that emerge during preliminary examinations of events.

24/7 Investigators have to be ready to deploy at any moment, are on call 24 hours a day and can be asked to go anywhere in the UK with just 30 minutes’ notice. railbusinessdaily.com

RAIB

It wasn’t long into his tenure at RAIB before Simon, then Principal Inspector, was confronted with both the responsibility that the branch holds and the positive impact that investigations can have on the industry. His first investigation was at the small rural station at Elsenham, Essex, just before Christmas in 2005, after two teenage girls were fatally struck by a train travelling at 75mph as they stepped onto a footpath level crossing.

Simon said: “It was a tragic and appalling incident. Yet it stands out because our investigation brought about significant changes in the way the industry viewed the safety of the public at level crossings. We met with the families of these two friends, which was a positive experience despite the most difficult and unimaginable of circumstances, and I believe that we made a difference.”

The derailment of a Virgin West Coast Pendolino at Grayrigg in Cumbria in 2007 was the first major mainline train accident resulting in a fatality investigated by RAIB. “That was our first very big, bad scene,” said Simon, “a sea of wreckage and a difficult site that we were on for two weeks. But it was a very important learning experience, and an investigation where it was clear that we’re not

on our own when we investigate, but working alongside the police, ORR, Network Rail, recovery engineers and, in this case, the train operator. It resulted in important learning for the industry regarding the management of safety critical assets. The cause of the derailment was simple to define but underneath was a huge amount of complexity that required our detailed investigation.”

Lessons to learn Simon has seen major incidents first-hand and draws on the important lessons learned both personally and for rail, in a job he describes as both demanding and stressful but “supersatisfying”.

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February 2021 | 39

RAIB

Grayrigg clearly sticks in Simon’s mind, as does 9 November 2016, when a tram operated

by Tramlink overturned on the sharp bend at Sandilands Curve in Croydon, resulting in seven fatalities.

“It was shocking to see a tram, an every-day rail vehicle taking people to their places of work in the early hours of the morning, overturned.

The scene we were met with was dreadful. We had an overriding determination that we needed to find out what happened.”

RAIB published its report in 2017, with an inquest, delayed by COVID-19, still to take place.

Stonehaven More recently, Simon understandably mentioned Carmont, near Stonehaven in Aberdeenshire, which, in his words, took place in “the August to end all Augusts”, as six vehicles of a passenger train derailed after striking a landslip north-east of Carmont, Aberdeenshire. The driver of the train, the train’s conductor and one passenger suffered fatal injuries in the accident.

“None of us are prepared to see train wreckage of that kind – knowing that three people have lost their lives, and that three families have lost loved ones, in such an unexpected and violent event,” said Simon.

RAIB’s capacity and ability to respond at short notice was tested when, with the team continuing to investigate in Scotland, an environmental disaster unfolded just two weeks after Stonehaven.

40 | February 2021

Ten wagons containing diesel oil derailed, caught fire and spilled 300,000 litres of diesel oil at Morlais Junction, Carmarthenshire in South Wales. The accident forced the evacuation of homes in the village of Llangennech while the site adjacent to the derailment was one of special scientific interest.

Every investigation we carry out is important Simon added: “I think there are some real lessons to be learned about the conveyance of dangerous goods. Any freight derailment is potentially dangerous but when conveying dangerous goods there is another layer of risk, not just one of human safety, and this could have been much worse if it had happened somewhere else.

But the danger to the environment is significant.

“Those are four incidents from over 350. Every investigation we carry out is important.”

The mental health and wellbeing of RAIB’s inspectorate is a high priority, given that they face potential trauma after investigations. The members of the team are encouraged to talk to each other, informally, ahead of TRIM assessments.

Only very rarely is professional counselling considered necessary. Simon is aware of the unpredictable nature of the impact incidents have on individuals, so as much support as needed is always available.

Safety might not suit everyone and even Simon admits to never having planned a career in the field. Colleagues at the London School of Economics, where Simon graduated in Economics, mostly moved into banking, finance and corporate law. Simon knew he wanted to work in heavy industry and headed into a management training scheme with British Rail where he experienced “train operations, signalling and everything to do with rail and wheels. I realised quickly that everything in the rail industry is closely linked.”

Safety connections Simon became fascinated with how systems operate together safely during his time on the Channel Tunnel project, where he was drawn to solving safety problems. He added a NEBOSH diploma in Occupational Safety and Health to bring some academic clout to his industry nous.

He still, however, describes himself as a railway operator.

He said: “Safety is morally right but is also good business and makes complete sense. If you understand how a railway operates safely you understand how it operates full stop. I’m a rail professional, a railway operator first and foremost, but one that is immersed in safety.”

RAIB’s long-term future is clearly secure but its biggest challenge is recruiting the next generation of inspectors and team members, those who understand the software systems and new technology, while also building a more diverse team.

“We need to remain relevant,” Simon explained. “More and more railway systems are operated by safety-critical, high-integrity software-based technology. We are seeking to recruit people who see things differently from us, who bring different types and levels of expertise as well as a fresh perspective. We need a diversity of view and thought but ultimately it’s all about carrying out better investigations.”

Simon added: “COVID will be an ongoing factor affecting behaviours in the coming months. The industry has done well in that a huge number of people have continued to work under enormous pressure, whilst worrying about all kinds of things, their families, themselves. And yet the railway has continued to operate and, in the main, very safely. The railway professionals, the men and women of the railways, just keep going. As investigators we have to do the same.” railbusinessdaily.com

A d v eFretaotrui rael

HARTING develop new solutions for energy distribution in rail vehicles

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onnectors for rail applications need to be extremely robust, but also easy to install and maintain. HARTING has developed new rail vehicle solutions which focus on the safety and durability of the entire cabling infrastructure, from the vehicle roof to the underfloor distribution.

Jumper cable housing system The Han® HPR (High Pressure Railway) VarioShell is a housing system which has been specially designed for jumper applications. Thanks to a circumferential internal seal and mounting frame, the two-piece housing/ hood achieves IP69K rating. As the cover is removable, the housing/ hood can be installed from both inside and outside the rail vehicle. This also simplifies servicing and maintenance because the housing cover can be opened and faulty conductors or contacts replaced without disconnecting all the connections.

The contours of the VarioShell allow dirt deposits to slide off while channels guide water away from the housing screws so that rust does not form. Special curvatures on the upper side ensure that ice and snow slide off without exerting pressure on the wall and housing, increasing the service life of the interface.

The VarioShell is an open system that also houses mounting frames, cable managers and shielding plates to route and hold cables with different diameters. It can be used as a surface or panel mounted housing and is a robust alternative to distribution boxes for installation on the roof, outer wall or bogie.

High performance connectors for transformers The Han® HPR HPTC (High Performance Transformer Connector) has been developed to meet all the requirements of the rail market. Hoods, housings and cable glands have been optimised for outdoor use, ensuring the connection between pantograph, transformer and train busbar remains stable. Existing contours on the transformer can be reused, meaning design changes are unnecessary.

This product has been specially designed for simple assembly, maximum safety and to minimise the number of components used. A crimped contact on the cable side is inserted into a three-part, touchproof insulating body and there is a cable gland that protects against dust and moisture whilst also forming part of the shielding, absorbing residual currents and transferring them to the housing.

The hoods and housings are metallically contacting on all sides, which means the cover and underside are connected across the entire contact surface. This is a new development, being the first transformer connector that is specially designed for shielded connections. Collecting and discharging residual currents is achieved with the Han® HPR HPTC P800 thanks to its two separate contact zones.

Neither shrinking nor taping are required in the assembly process and the interfaces are quick to prepare; simply crimp the contacts, insert the insulating body with shield contact into the housing, close the cover and the cable side is ready. Two coding elements in the panel mounted housing enable 16 different possible combinations and one connector is sufficient for the transformer connection, meaning there is no risk of confusion.

To learn more about HARTING’s range of rail products and solutions, please visit www.harting.com/UK/en-gb/markets/ transportation or email salesUK@harting.com railbusinessdaily.com

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February 2021 | 41

Advertorial

Innovative mobility engineering solutions coming to UK rail Jochen Helmlinger of PROSE Group introduces his vision for 2021

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here are plenty of reasons why rolling stock specialist PROSE Group is optimistic about 2021 and beyond. In addition to leading a range of development projects in its native Switzerland, the firm has recently appointed new CEO, Jochen Helmlinger, who has bold plans for expansion in the UK market.

Jochen explains that: “PROSE is a specialist in rolling stock, and we are bringing our innovative and collaborative engineering solutions to the UK rail industry in 2021. With over 3,000 successful projects completed or underway in over 50 countries globally, PROSE’s experience will be hugely beneficial.”

It’s not just PROSE’s experience that is invaluable; Jochen joined the PROSE Group almost 20 years ago as a Ladder Engineer. As his career developed, Jochen has taken on a variety of other roles within the PROSE group including Head of Business Development and Director of Engineering.

It is this experience, and that of Jochen’s senior team, that has established PROSE as a trusted partner for the company’s many customers. Its vision of ‘Engineering tomorrow’s mobility’ becomes more apparent as it offers a full range of services designed to manage and support the full vehicle life cycle.

Developing bespoke solutions PROSE’s success has been born through hard work and innovation. Understanding the vehicle life cycle and how this impacts

42 | February 2021

“The key to delivering the right solution for any given challenge is a close partnership with our customers” its partners is what sets PROSE aside and forms the strong customer relationships that PROSE strives for.

From planning and procurement strategy to maintenance and modernisation, the range of services PROSE offers is extensive and representative of a business able to create a truly bespoke offering every time.

At the same time this doesn’t impact on the quality of the company’s offering. The extensive experience that PROSE has in rail technology places it at the forefront of engineering development.

Leading the revolution Technology will continue to develop in line with new socio-economic requirements, but this is nothing new to PROSE. The company has faced countless challenges in the past 30 years and will continue to do so.

It is safe to say that the speed of technological development will only increase over the coming years and being able to react to the challenges comes naturally to PROSE. As a leading part of the Revolution Very Light Rail (RVLR) consortium, PROSE’s input into the solution has been invaluable.

The RVLR project was conceived to provide a modernised solution while enhancing connectivity through regeneration of old and disused railway lines. railbusinessdaily.com

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Over 30 years’ experience

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Wa l e s

Welsh rail franchise now in public ownership The Welsh Government has taken the Wales and Borders rail franchise into public ownership ransport for Wales has this month taken over the operating of the Wales and Borders rail services under a subsidiary, Transport for Wales Rail LTD. The move, which was announced in October 2020, comes in the face of a significant reduction in passenger numbers. It is intended to provide for longer term financial stability, necessary to secure plans for infrastructure improvements and deliver future improvements for passengers.

Ken Skates, Minister for Economy, Transport and North Wales said: “Our rail service is a critical asset and one we must protect. Since the pandemic began we’ve provided significant financial support to keep trains running. The need for greater public control is a reflection of the ongoing pressures of coronavirus and the challenges being faced across the rail industry as passenger demand remains low.

“We remain determined to deliver key commitments made at the start of the journey with Transport for Wales, including the creation of Metro systems and the delivery of brand-new rolling stock. Bringing the rail franchise into public control will help secure this better future for passengers. It is a public transport asset, in public ownership, for the public good.”

Lee Waters, Deputy Minister for Economy and Transport, said: “The railway is an integral part of Wales’ transport network and we want it to be of even more importance in the future.

“Tackling the climate emergency means we need to make it easier for people to step out of their cars and walk, cycle and use public transport instead. Transport for Wales will be working across all of these areas as part of our efforts to create an integrated, more convenient transport system.

“The action we have taken to bring the franchise into public ownership will help make this ambition a reality for passengers.”

The next step James Price, Chief Executive of Transport for Wales said: “This next step on our journey will ensure that we continue to provide passenger rail services across our network, protect jobs and deliver our ambitious plans to improve the transport network.

44 | February 2021

Photo: Welsh Government/ Lachlan1 / Shutterstock.com

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“At the start of January, we successfully completed a three-week blockade on the railway lines north of Radyr, allowing us to move forward with the next phase of works for the South Wales Metro.”

This new model will allow us to achieve our vision and improve the lives of people across Wales and the Borders “We’re continuing to deliver our transformational plans and this new model will allow us to achieve our vision and improve the lives of people across Wales and the Borders.”

The partnership between Transport for Wales, Keolis and Amey will now be made up of three key components: The delivery of day to day rail services is the responsibility of Transport for Wales Rail Ltd. Infrastructure management and transformation of the Welsh Government owned Core Valley Lines will continue to be delivered under the current contract with Amey Keolis Infrastructure Ltd. A new partnership with Keolis and Amey, led by Transport for Wales, will help drive improvements for passengers. Known as Transport for Wales Innovation Services, it will progress delivery of important commitments such as: integrated ticketing; on demand transport systems; design and delivery including different modes of transport; and the ongoing integration of light and heavy rail. railbusinessdaily.com

Accelerate Your Digital Strategy We are often told that innovation can improve operations, reduce costs, and provide an excellent return on investment.

However, digital transformation in itself is not a magic wand that will fix all of your problems. Rail Directors can often become disillusioned and overwhelmed with the investment and process which leaders must go through to attract, recruit, and retain top talent. Furthermore, the candidates that can be recruited rarely have the subject matter expertise needed to apply rail context to an organisation’s data. After all, data science alone can only take you so far in understanding what is really happening to business assets.

Rail Directors must then walk a knife-edge when implementing or accelerating digital initiatives. This is where Infinitive Group can help to kick-start digital initiatives and accelerate teams within the rail industry. Infinitive Group are positioned at the intersection of operational know-how and information technology with years of collective experience from working within the transport sector.

customers’ teams have the knowledge transfer they need so that technology, people and processes can work in harmony to deliver the business outcomes required.

In the vast majority of cases, it is possible to begin collecting valuable data from rolling stock using existing sensors, systems and sub-systems already deployed. Ultimately, the first thing you need in order to make better decisions is the data!

In order to offload this data, Infinitive Group recommend using its own data harvesting device, the Ramus remote terminal unit, to collect and store data until such time as the it can be communicated to the wayside.

Once the data is communicated to the wayside a data lake storage solution is needed to store that data. A data lake can be defined as a data repository for storing massive amounts of raw data in its native form, in a single location.

Infinitive Group are happy to work with customers’ existing technology infrastructure or have their own data lake offering, Pithoi.

Once the raw data resides in a data lake Infinitive Group can initialise Artemis, Infinitive Group’s data analytics platform.

Artemis uses real-time data from fleet assets to deliver alarms and predictive insights into the asset’s health. This insight can be guided by Infinitive Group’s subject matter experts with specific transport domain knowledge to ensure the validity of the findings.

Data harvest & acquisition

Store the data

Analyse & visualise the data

Infinitive Group work with maintainers, train operating companies, and rail asset owners with a focus on data and analytics in order to extract, transform and visualise information from complex datasets to ensure that customers are able to deliver their obligations. Injecting Infinitive Group’s Engineering Technology and Management Advisory services into your digital projects ensures that your teams are well supported and equipped to architect, mobilise and manage digital transformation projects. Infinitive Group understand what is possible, what ‘good’ looks like and how transformation can be achieved in order to improve reliability, availability, and maintainability while reducing cost and improving efficiency.

Developing and maturing your digital strategy is a challenge.

It is made more difficult having to find the right talent and prepare existing teams in order to drive the innovation required to get the outcome desired.

Infinitive Group is able to support businesses at every state of their digital transformation by collecting data and turning it into information, disseminating information into knowledge, and consolidating knowledge into wisdom.

Contact us to find out more and accelerate your digital strategy.

Wisdom

Infinitive Group’s customers often supplement their own digital transformation team with our systems engineers, software developers and data scientists as innovation champions in order to architect solutions that will deliver value back to the business more quickly. Detailed knowledge transfer is locked into this approach, so that at the end of the project the customers’ teams are left upskilled and well prepared to take over the project once Infinitive Group’s work is complete. Infinitive Group understand that in order for a project to be deemed successful the technical solution is only one aspect. Infinitive Group ensure that the

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Tr a n s p o r t f o r L o n d o n

Keeping London moving now and in the future

Transport for London’s Andy Byford on leading the organisation through the coronavirus pandemic and getting Crossrail finished

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started my career at London Transport back in 1989, so when the opportunity came up to return as Transport Commissioner for the city I love so much, it was too good to miss. However, taking over in 2020 posed a number of challenges, not least starting in the middle of a global pandemic. But it also highlighted some of the great things about Transport for London (TfL). I am so proud of all my colleagues – how they have pulled together to support London throughout this difficult time, and how they continue to work tirelessly to transport those who need to travel around the city.

Leading the organisation through the coronavirus pandemic, including negotiating with government to secure a long-term funding solution and providing confidence in the transport network, is one of my top priorities. My second is getting the Crossrail project finished so that the Elizabeth line can open as soon as possible. It will transform for the better the lives of those in London, Berkshire, Buckinghamshire, Essex and beyond and serve as a potent symbol of recovery from the pandemic.

Hands on approach I passionately believe that transport leaders should use the services that they run. Riding the network allows me to see the progress of projects, meet colleagues working on the frontline and get to know the customers. The pandemic continues to affect how people use transport around the world, but there will come a time again when people are commuting and travelling for leisure and other purposes, and we will ensure the network is safe, reliable and clean, ready to welcome them.

The pandemic saw passenger numbers on TfL’s network fall to their lowest since the 19th century, and of course they remain well below usual given current restrictions.

This reduction has obviously had a catastrophic impact on our finances, and we have put forward to government a realistic plan for how we can return to financial sustainability to ensure we have a network that supports our capital and the entire country in the future.

46 | February 2021

The Elizabeth line is now in its complex final phases. The delays to opening have obviously been disappointing and I’m striving to get the new railway open safely and reliably as soon as possible. One of the key next steps is intensive testing, known as Trial Running. This should be starting in the coming months to ensure opening no later than the first half of 2022.

Riding the network allows me to see the progress of projects, meet colleagues working on the frontline and get to know the customers Many of the assets for the railway, including the access shafts and tunnel portals, have been handed over to TfL and stations should also be starting to follow on in readiness for us to take over as the operator of the railway.

Last October, the governance of the project also transferred to sit directly with me at TfL; this simplified responsibilities with a single Delivery Group, which I chair.

High-level oversight is also provided by the Elizabeth Line Committee, which adds further transparency to the project as it meets in public. I have committed to no further slippage on opening the line and no additional use of public funds beyond what has already been agreed.

Having visited some of the new stations, depots and other facilities it is clear that the Elizabeth line will be striking for customers, with larger stations and longer trains than they are used to. The transformational railway will also slash journey times, create muchneeded capacity, protect social distancing, transform accessibility and provide a huge economic boost.

Network expansion A number of other major rail schemes on the TfL network are also well underway. The 3.2km Northern Line Extension from Kennington serving two new stations at Nine Elms and Battersea Power Station is planned to open in autumn. This extension will provide new journey options for people living in south west London, bringing them closer to central London. Over Christmas, test passenger trains travelled along the new tunnels for the first time, and work is now focused on completing the fit-out of the two new stations and testing the signalling software. railbusinessdaily.com

Photo: www.johnzammit.co.uk Absolute Photography Ltd.

Tr a n s p o r t f o r L o n d o n

The entrance to the new station at Nine Elms

System update The Four Lines Modernisation project, which is modernising the oldest parts of the network (on the Circle, District, Hammersmith & City and Metropolitan lines), now has its first sections in operation.

We are preparing to bring more of the subsurface network under the new signalling system, which will ultimately make journeys quicker and improve customer information in Central London.

We have also made good progress on the design of the new Piccadilly line trains with final design on target to complete in March. railbusinessdaily.com

We are making as many of our stations as we can accessible by delivering step-free improvements across the network. When the Elizabeth line is fully open, all 41 stations will have step-free access. Last year, Cockfosters station had a lift installed and Amersham should be the next station to become step-free, which will be the 81st of our 270 London Underground stations.

We know there is still a long way to go, and work is underway to install lifts and make accessibility improvements at more Tube stations soon, including Debden and Harrowon-the-Hill.

Looking to our other rail modes, on London Overground new trains have now been introduced on some of the routes that were

operating with old rolling stock and work is progressing well on the Barking Riverside Extension project, which is expected to be completed by autumn 2022.

This will see the line extended by 4.5km to serve the new large housing development at Barking Riverside. New DLR trains with walk-through carriages will also be delivered in the next few years which will increase capacity on the DLR network by around 30 per cent. It has been a challenging start to my role, but thanks to the commitment, hard work and support of all TfL colleagues and our many stakeholders across the city, we have worked together to keep London moving. We will continue to do so and improve the network for all our customers, now and in the future.

Escalators at the new station at Battersea Power Station

Photo: www.johnzammit.co.uk Absolute Photography Ltd.

It will be the first major Tube line extension since the Jubilee line in the late 1990s and the first new stations to be added to the Northern line since the extension to Morden in 1926.

While the history of our network is unique and rightly celebrated, it does mean we have stations dating back to the late 1800s that aren’t quite fit for purpose today.

Bank station is in the process of a huge transformation to increase capacity by 40 per cent. This project is scheduled to be completed next year and will see a new southbound Northern line tunnel connected to the station along with new escalators, moving walkways and space for customers in what is one of the busiest interchanges on the network.

February 2021 | 47

F e a itnuirneg Tr

“Companies need a serious approach to competency management” The level of information that companies need to provide in tenders when it comes to competency management highlights the need for effective solutions

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he rail industry is already well underway in completing projects for CP6, however there is still a significant amount of work still to be won.

Tender opportunities are becoming much more regular for businesses of all sizes and the emphasis on demonstrating effective competency management practices is greater than it has ever been. For some tenders, this can equate to up to 20% of the weighting.

This is why companies need a serious approach to competency management.

Competency Training MarketplaceTM (CTM) was developed by Sopra Steria to address this very need. European leader in consulting, digital services and software development, Sopra Steria completed significant research with UK rail and construction businesses to find out their needs and desires when it comes to managing competencies. Sopra Steria has built CTM to address some of the niche requirements that they may have.

The free-to-use* online-based platform integrates competency management software with a training marketplace. The training marketplace brings courses from across the industry into one place, making it easier to search than ever before. Integration between booked courses and training records allows for easy administration when it comes to updating details.

It is hugely important for businesses to demonstrate how effective they are managing their competencies. HS2, Network Rail and buying organisations have shifted more emphasis towards this in tenders and new contracts.

Photo: Network Rail

This means that companies need to make the change to put an effective system in place in order to stay ahead of the pack.

“CTM allows me to maintain and have full visibility over my workforce’s training accreditations and training needs. The website links me directly to a marketplace where I can easily search and book the training courses we need.”

Andy Barnes, Arcadis The nature of CTM allows businesses of all sizes to use the system in a way that works for them.

Emma Hughes of Costain, said: “CTM will have a hugely positive impact for both large and small businesses alike.

“CTM’s ability to mark out training and provide expiration reminders, all whilst removing the task of finding providers to deliver training, is incomparable to our previous processes.”

Those organising competencies are encouraged to book into a 15-minute demo to see how it will benefit them and show how it will help them demonstrate effective competency management when it comes to tendering for work. Email info@ competencytrainingmarketplace.com to book a time and date.

Visit www.competencytrainingmarketplace.com for further information.

Photo: Network Rail *free for employers to use, free for training providers to advertise with a 5% booking fee post-attendance

48 | February 2021

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C a m p a i g n f o r B e t t e r Tr a n s p o r t

Putting the campaign together to get people back on public transport Paul Tuohy, the new Chief Executive of Campaign for Better Transport, on the work to get people back on the trains

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rain operating companies are facing one of their biggest challenges for decades. Services have been reduced by more than 70 per cent of pre-pandemic levels as COVID-19 rules instruct people to work from home wherever possible and have banned all non-essential travel.

But there is light at the end of the tunnel as more and more people are vaccinated against the virus, giving optimism that there could be a sense of normality in the near future. However, after months of avoiding trains there is a tough task for those involved in the railways – getting people back on the trains.

At the heart of this is Campaign for Better Transport, an organisation which for nearly 50 years has been at the forefront of making sustainable transport available to all, as well as encouraging its use.

It is the latter which is at the forefront of new Chief Executive Paul Tuohy’s mind at this moment in time and a challenge he is more than up for. His work has been centred around the charitable sector, strategically and financially transforming the likes of Action Medical Research, Missing People, Mentor UK and up until late last year Cycling UK. Now he is putting together a platform to protect the future of Campaign for Better Transport and encouraging people back onto trains.

“The work of Campaign for Better Transport has never been more important than it is today,” he said. “I have joined at an unprecedented time with the effects of the pandemic felt all over the world, particularly on our transport network.

“There is a pressing need to bring transport’s greenhouse gas emissions in line with net zero targets and also the need to recover and renew transport networks after COVID-19 and reverse the trend of people returning to cars.”

Paul has many years of experience in transforming organisations and working with government officials to create change. During his time at Cycling UK he instituted the ‘Big Bike Revival’, which encouraged an estimated quarter of a million people back to cycling, in collaboration with the Department of Transport (DfT).

50 | February 2021

Photo: Cycling UK

He was also instrumental in creating the Walking and Cycling Alliance with like-minded organisations that convinced government to commit over £2 billion towards more walking and cycling infrastructure and education programmes.

We are here to be an independent organisation that exists for public benefit and public benefit means good reliable, safe, clean public transport Although the railway is a new area for him, he is backed by adviser Norman Baker, a former Liberal Democrat MP who has served as both a Shadow Transport Secretary and Transport Minister.

He said: “I was a week into the job and I saw a report about the numbers of people now going back to their cars because the messaging from government was that it was unsafe to go on a train or a bus.

“That really annoyed me greatly because I thought there is no actual evidence of that and there is just as much likelihood of spreading the virus pushing a trolley around the supermarket as there is going on a train.

“It breaks my heart to see train services being put on and nobody using them. I know during the lockdown that is to be expected, but we are working on a campaign to get people back onto public transport once the restrictions are lifted.

“We’ve gone to the rail companies and bus companies and have managed to get together a small fighting fund, which we can use to do marketing and so on, but the real thrust of it will be influencing government.”

Silver lining Despite the tall order facing the rail industry, ever the optimist, Paul believes that out of adversity comes opportunity. For the railways it means the chance to rebuild the transport network back better, to make it cleaner, more affordable, more reliable, more integrated and better able to serve the communities who rely on it.

He said: “We’re there to fight the fight for the rail companies because we don’t want to have a world where your train service that has run 100 years suddenly stops because people stop using trains. railbusinessdaily.com

C a m p a i g n f o r B e t t e r Tr a n s p o r t

“The role we can play is to help get the messaging out to the public to change their mindset about using public transport and that when lockdown restrictions are lifted it is fine to use. But alongside that changes need to be made to adapt to how people use their train network – about tickets and making life easier for the passenger. There will be a whole cohort of people who are going to question why are they going to buy a season ticket when they might only be required to be in the office two days a week. A flexible season ticket of a certain amount would be really helpful and so these are the sorts of things we’re really pushing with the government.”

A clear vision Campaign for Better Transport is a registered charity governed by a board of trustees who are recruited on the basis of particular skills or experience. Its vision is simple – for all communities to have access to high quality, sustainable transport that meets their needs, improves quality of life and protects the environment.

Paul said: “What is fascinating with Campaign for Better Transport is whilst we are a small team, such is the dedication of staff and trustees, we punch above our weight and there is a desperate

need in society for a charity like ours. Although there are lots of associations in our field, there isn’t anything like us for what we stand for. We are like that beacon. We are independent and if something is going badly we can say so.

We are like that beacon. We are independent and if something is going badly we can say so “We are here to be an independent organisation that is here for public benefit and public benefit means good reliable, safe, clean public transport. It is really important to get behind the rail industry and support them in a lot of what they are trying to do, and nudge them as well when there are things that perhaps they are not doing what they ought to be doing.”

Although Paul is still relatively new to the job, he has praised his staff and also his predecessor Darren Shirley for a “really

good” business plan that has helped put the organisation in a shape which is getting healthier by the day with support from individuals, charitable foundations and bus and rail organisations.

He said: “It is a big, big challenge and one that is going to magnify when COVID finishes.

Things aren’t going to return to normal and when people start to think about catching that train or bus to go to work the services may not be as frequent. The priority for us is that as a charity we’ve got to keep our eye on our budget and work within our means and shine that light on the positive aspects of getting on a train.

“Travelling by train is just awesome. We’ve got to bring that feeling back. The best trip I’d ever had in my life, on holiday, was on a train.

But it’s not just a tool for economic reasons, they are also a wonderful way of moving masses of people around in a very comfortable way. Why wouldn’t you use it, why wouldn’t you invest in it?

“It’s about behavioural change. We’ve got to push people to say we think cars are great, but you’ve got to stop using them for everything.

We’ve got to make sure there are other ways of moving about which are far greener, far better for the environment than using a car.”

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February 2021 | 51

Tr a i n O p e r a t i n g C o m p a n i e s

Driving forward change at Great Western Railway

Mark Hopwood CBE on his year at SWR and the challenges ahead back at the helm of GWR

M

ark Hopwood CBE can look back on his 12 months as interim Managing Director of South Western Railway (SWR) with a great deal of satisfaction.

On his arrival SWR was dogged with infrastructure reliability issues, timetabling delays and was facing industrial action threatening its long-term sustainability.

Although his initial plans might have changed because of the coronavirus pandemic, he leaves his role with the train operating company in a far better situation and having played a key role in helping transport key workers.

“I arrived there and set my vision up prior to coronavirus coming along, which impacted us comprehensively in all sorts of ways we could never have expected,” he said.

“Clearly the customer numbers have fallen substantially, but I feel that those people that are using South Western Railway now have a service that is running much more punctually and one that is substantially better.”

This is backed by the latest Office of Rail and Road’s league table that revealed SWR as the third best operator in terms of improvement delivered. There has also been no strike action since January over the role of guards on trains.

“There has been significant progress in the year,” said Mark, who was originally going to spend three months there, but was persuaded to stay on for the year.

“The offer was made for me to stay permanently, but I decided I wanted to come back to Great Western Railway. I live on the patch and I think the business itself has more potential for me to move things in the direction I want.”

Transformation It was at Great Western Railway where Mark had spent 13 years prior to his move last year and one that had seen him transform and steer the business to its best ever customer satisfaction figures.

During that spell he also led the introduction of the biggest timetable change in 40 years, brand-new and refurbished trains to every part of the network and done against the background of the longest period of rail improvement work on the network since Brunel.

52 | February 2021

He has now returned back to the hot seat, eager to carry on where he left off.

“One of the immediate challenges is of course coronavirus, which like pretty much every business in the world, has had a significant impact,” he said. “We’ve got a workforce of 6,500 to manage and secure the safety of, and although there are a lot fewer passengers we need to make sure we carry on providing a good service.

We have an opportunity to get right some of the things that have frustrated people about rail. That is why we are cracking on with projects “We are also thinking about the timetables that will run later in the year, the resources that we need and how we will make the product more attractive in terms of the right deals for ticketing and how we sell tickets, as well as how we market the product.

“We have an opportunity to get right some of the things that have frustrated people about

rail, particularly making sure we run the railway punctually and reliably. That is why we are cracking on with projects.”

The transition of the old Heathrow Express trains from the Class 332s to the Class 387s and improvements to rail services in Bristol are just two among a long list of projects underway.

Mark said: “The Class 387s have been refurbished specially for the airport service and we will be running them using the European Traffic Control System (ETCS) signalling.

“We’ve also got our Class 769s to bring into traffic and we’re introducing more of the shortformed HSTs – the Castle Trains. There is also the MetroWest scheme with the introduction of the expanded service around Bristol.

“So we’re really using this moment as an opportunity to crack on with some of these types of projects that will transform the railways.”

United under one banner Alongside this there is also the matter of the end of rail franchising, with work well underway in bringing Britain’s fragmented network back together. Train operating companies are currently operating under Emergency Recovery Management Agreements that aim to address the impact of the pandemic on the railway, whilst delivering on a government commitment to replace the franchising system. railbusinessdaily.com

Tr a i n O p e r a t i n g C o m p a n i e s

“We need to recognise when the railway industry takes the eye watering sums of money that it is taking currently from government, there will be very considerable interest in government as to what that money is going to be used for,” said Mark.

“What I would like us to do is to have a structure that allows government to specify some of the big policy questions like how it wants the network to look at a high level and how much money is spent, but I think some of the detail of how we run the train service and what is provided needs to be delegated back to the industry. We need to try and have people who managed the industry actually managing some of those decisions.

“We are seeing a move towards more cooperation between Network Rail and train operators and I think that requires some difficult decisions in both camps, but I think everyone recognises that we need to move in that direction.

“Fundamentally we’ve got to have a railway that is fit for purpose, that delivers people’s aspirations, but it needs to be one that achieves that by probably spending a bit less money as well.”

Despite the challenges ahead Mark, who last month received a CBE recognising his 31-year career on the railways, is confident for the industry’s future and believes there is an important role to be played in bouncing back from coronavirus.

He said: “I believe we will move beyond this pandemic and be able to focus on a future that is about levelling up, addressing environmental concerns and one that drives economic growth.

“I think the railways are a key component in delivering that. I do think there is very much a future for the railways, but obviously it needs to be one that is compatible with the rest of government policy. I am optimistic, but as an industry we can’t be complacent. There are people who think the railway takes too much government money, who think the railway takes money away from other places, so we need to show them that rail investment and support for rail is a good thing.”

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February 2021 | 53

F edavteurrteo r i a l A

The first steps in protecting your rail vehicle S

topping up to 95% of walked in dirt and moisture, effective entrance floor coverings can prolong the life of your rail vehicle interior floor coverings, as well as greatly reducing cleaning costs and the risk for slipping.

With almost 50 years of experience Coral FR offers you the best entrance flooring solutions for your entrance areas on board rail vehicles.

First impressions are crucial, which is why an effective entrance floor covering that stops dirt and moisture being tracked into carriages and saloon entrances is fundamental to modern rail vehicle design.

Coral FR entrance floor coverings all meet the EN45545-2 rail standard which relate to fire, smoke and toxicity.

Available in four different design formats; Coral Classic FR, Coral Brush FR, Coral Duo FR and Coral Welcome FR, each with their own unique benefits.

Coral Classic FR – The ultimate moisture absorber Research shows that taking just two steps on Coral Classic FR’s moisture retaining construction is enough to absorb half of the foot-borne moisture that would otherwise be carried inside on the soles of passengers shoes.

Coral Brush FR – The great all-rounder Suitable for all types of entrance areas, absorbing moisture and removing dry soiling as the weather demands.

Coral Duo FR – The ultimate dirt and moisture remover The ideal solution when you need maximum dirt removal, unrivalled dirt retention and exceptional moisture absorption, all in just a couple of paces.

Coral Welcome FR – Where design meets environment With its contemporary linear design and rich, deep pile, Coral Welcome FR packs the style and aesthetic appeal of a luxury carpet and makes an unequivocal statement in any entrance area.

54 | February 2021

Installation In order to save time and cost during installation, Forbo Flooring Systems can cut to specific roll lengths or to detailed floor plans, so that material can be dropped easily into place.

As an alternative to fully adhering the floor covering to the subfloor, Coral FR can also be supplied with a Pro-Fit backing. Pro-Fit is an adhesive free installation system, improving efficiencies in time, cost and operation throughout the life of the rail vehicle. It comprises an integral velour backing to the floor covering and a special fire-retardant hook tape adhered to the sub-floor.

Customers who use this system experience far shorter first installation times (normal adhesive installations require 24 hours drying time). For renewals the advantages are even greater as it is simply ‘pull up the old and drop down the new floor covering’ that is required. No glue removal, no difficult sanding, no drying time.

These advantages over traditional fully bonded adhesive systems mean cost savings for train operators as a result of: • Quicker and easier installation and replacement • No need to wait for the adhesive to dry • No waiting time before the carpet can be walked on • Immediate use of the train after installation The Pro-Fit velour backing cannot be added to latex backed material after production, so must be specified as ‘FR Pro-Fit’ at the time of initial ordering.

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This means its Coral FR production site is part of an effective environmental management system and has achieved ISO 14001 certification.

Zero landfill Virtually zero landfill is achieved by the Coral FR manufacturing plant.

Re-use waste All the waste yarn from the Coral FR production is re-used by the yarn supplier. Forbo Flooring System’s search for new ways to reduce its environmental impact has led the company to work very closely with forward thinking suppliers who are able to incorporate ever higher levels of recycled content in their materials.

Econyl® yarn Coral Brush FR, Coral Duo FR and Coral Welcome FR entrance floors all use Econyl® yarn which is made from used and abandoned fishing nets. Using Econyl® is a way to reduce existing waste, avoid additional manufacturing-related pollution, and keep the consumption of natural resources and energy to a minimum. railbusinessdaily.com

People

Shaping the maintenance strategy of Australia’s biggest public transport project Dave Smale on his move Down Under to drive forward the operation and maintenance of Australia’s first driverless railway

D

ave Smale has just marked his 12-month anniversary since moving from the UK to Australia to take on the role of General Manager Asset Engineering at Metro Trains Sydney, the company tasked with operating and maintaining the Metro North West Line until 2034.

It has been a bumpy ride for Dave, but he is thriving on the challenges thrown at him. With his feet hardly on the ground in those early days, Dave had to deal with the impacts of searing heat on the network, bushfires and flooding, just to name a few examples.

In December 2019, Dave had been in Australia just a few weeks when he experienced his first taste of how the next year would pan out. Sydney was going through one of its driest months on record and the city was baking in desert-like temperatures, upsetting parts of the track which needed his team’s urgent attention.

If that wasn’t enough, the devastating bushfires known as ‘Black Summer’ destroyed more than 18 million hectares of land across the country, killing more than 1 billion animals.

“This was my introduction to Australia, a country I’d always dreamed of visiting, so having all these challenges thrown at me certainly got my feet quickly on the ground,” he said.

Fast-forward a few months later to February and the bleak, dry and burnt landscape was turned upside down in the space of just 24 hours.

Sydney was hit by its heaviest rain in 30 years bringing widespread flooding but also some relief to the bushfires burning around the state.

Water levels in the dam doubled in just one weekend.

“The volume of water that fell in those few days was extraordinary, which led to excess water in one of our tunnels,” he said.

“We worked around the clock to remove the water and maintain the integrity of the track to ensure we could quickly and safely resume services for our customers.”

Grind to a halt Then just a month later, COVID stopped the world in its tracks as people went into lockdown and worked from home.

Adding to the pressure of a new role, working 56 | February 2021

on brand new railway in a new country, Dave, with the support of his wife and family, travelled halfway across the world on his own to take up the challenge.

“Before I came over my wife assured me my time would go quickly, and it certainly has – there’s never been a dull moment,” he said.

Having all these challenges thrown at me certainly got my feet quickly on the ground “I never thought it was going to be easy, I don’t sign up for easy roles, but it was certainly a baptism of fire in those early days.”

Sydney Metro is Australia’s biggest transport project and the country’s first driverless railway.

The first metro line, Metro North West, opened on May 26, 2019, delivering services to 13 stateof-the-art metro stations from Tallawong in the city’s north west to Chatswood, about 12km from Sydney’s Central Business District.

Dave is more than equipped to tackle the challenges of new venture; he’s a problem solver, having clocked up nearly four decades of experience in high profile roles at Network Rail Anglia, Amey and Tube Lines.

“I’m the sort of guy who turns around older infrastructure that’s struggling so I didn’t think this role at a brand-new railway was for me.”

Moving ahead Dave said his experience to date at building the engineering capability at Australia’s first driverless railway has reawakened his enthusiasm for the extraordinary rail industry.

“I’ve really landed my dream role here in Australia and it’s incredibly fulfilling to know that you are playing a role in shaping the future public transport landscape of this city,” he said.

“It’s reinvigorating to find that 1,000 things you take for granted have to be reapplied differently. Australia is a great place to do that, with so much to learn and do, and a really bright, forward-thinking outlook.”

Dave heads an engineering team of more than 50 people at Metro Trains Sydney, a young organisation that is rapidly evolving. In the past year he’s built a strong, resilient team that thrives in the agile environment of the organisation. railbusinessdaily.com

People

Dave said one of the drivers of taking the role so far away from his family was being part of the future generation of rail in Australia and working for Metro Trains Sydney.

“What I love is that because of the size of the operator, we can move quickly and be agile, while being big enough to act when we need to and have the shareholders’ support – that’s the perfect fit for me,” he said.

“I have enough freedom to make my own choices with my team. I can and have been able to create a really strong and very capable team around me.

“What an opportunity it has been to be in one of the most fantastic cities in the world that has never had a metro before, and I get to help shape its maintenance strategy.”

every two minutes in each direction under the city, with the ability to move more than 40,000 customers per hour.

So, what does 2021 hold for Dave and his team? “This year will be a period of consolidation, following a reshaping of the organisation last year to better equip us to take on the next chapter of opening of the city and south west extension,” he said.

“Over the past 12 months we achieved a steady state of operations, clocking up our best

operational figures to date in October last year.”

While it’s tough being away from his wife and children, the family all agreed this was an opportunity he couldn’t pass up.

“For me, I want to take up every opportunity that arises and I’m really enjoying it – it’s been a fabulous roller coaster,” he said.

“I have a four-year visa, but if I had to go back today, I am so grateful for this opportunity.

Although the pandemic has put a stop to family visits, if I had the opportunity, I’d do it all again.”

Increased capacity As for the future, the expansions plans don’t stop for Sydney Metro. When it is extended, the metro will run along a 66km alignment from Sydney’s north west region under Sydney Harbour, through new underground stations in SwitchPoint Heating Ltd the city and out to Bankstown in the south west, Industrihuset S-430 64 HÄLLINGSJÖ, SWEDEN featuring 31 metro stations.

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Easily transportable flexible elements with protective channels and barbed ‘knock on’ clips reduces the time to track to a minimum.

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February 2021 | 57

Light rail

Biomethane: the train of the future?

Ultra Light Rail Partners Ltd continues to develop clean and green rail solutions

U

ltra Light Rail Partners Ltd (ULRP) will find out this month (February) if it has been successful in being awarded its third Innovate UK grant of almost £3m, which will enable the West Midlands company to build its Project BioUltra biomethane-powered 120person light rail car.

To date, ULRP has developed new options for sustainable, affordable mass transit with an initial £350,000 Innovate UK grant leading to the development of the UK’s first biomethane-powered working, single bogie train.

Real Skills Training specialises in the education, training and assessment of personnel to the UK railway industry.

This train was launched at Motorail’s Long Marston test facility in July 2020 and the project drew high praise from the UK’s innovation agency and the Department for Transport (DfT).

Additional funding A further £60,000 was then granted from the Sustainable Innovation Fund in order to develop a feasibility study and design for a larger railcar capable of carrying 120 passengers in COVID-secure travel conditions.

Design work on this phase has been carried out

by Invizio Product Design, based at Malvern Hills Science Park.

Now, ULRP is ready to move to the manufacturing stage of what it considers to be a clean and green lightweight affordable railcar that provides a host of environmental benefits, providing a new option for the UK’s towns and cities around the UK to improve quality of life and tackle pollution head-on.

The railcar is intended for use on existing rail lines where turn-up-and-go shuttle services can be offered and is specifically targeted at reopened Beeching rail lines and rural areas where electrification is not a viable option. Long term, ULRP sees its ultra-light rail car as a serious option for towns and cities developing light rail systems.

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58 | February 2021

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Light rail

Importantly, given the opportunity to take the train to a wider market, while the first Project BioUltra light railcar to be manufactured will be a high platform train, the trains can also be manufactured with a reduced floor height to provide low-level access.

The Project BioUltra light railcar comprises two sets of complementary rotating rail bogies and drivelines powered from a pair of biomethane fuelled engines. There are two 0.9 litre engines that supply two battery packs. The environmentally friendly engines are powered

by Renewable Natural Gas (RNG) that can be sourced and produced locally from naturally occurring waste, supporting circular economy principles.

Development and application Ultra Light Rail’s Non-Executive Chair Beverley Nielsen is also Associate Professor of Birmingham University’s Institute for Design & Economic Acceleration (IDEA), where she works with start-ups to bring them to market and close the gap between tech development and market application. Beverley is determined to prove that Project BioUltra is much more than ‘hot air’.

Beverley said: “There’s been a clear vote of confidence in what we’ve done so far, both from DfT and Innovate UK, who have been fantastically supportive. We are doing everything we can to win the next round of funding.

“Solutions like ours address serious environmental issues. As a nation, I don’t think we look at the environment as a circular economy issue, but we have to think holistically. Biomethane is a very important solution. There needs to be action taken on clean air zones and I’d like to see a move away from rubber-based transport to steel wheels on steel track, which ultimately means more trams and light rail.

“There used to be more than 200 towns and cities with trams in the UK, before they were replaced by road transport. Now is the time to go back to the future, if you like, to really smart, clean and green, low-cost and affordable trams and trains.”

Now is the time to go back to the future, if you like, to really smart, clean and green, lowcost and affordable trams and trains ULRP certainly feels like it has the answer.

Biomethane fuel is derived from several waste products, including farming crop residue, sewage, animal manure and food waste, which is broken down by bacteria to produce RNG.

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RNG is 100 per cent renewable, carbon neutral and is readily available and under-used. Of the 90m tonnes of animal manures produced each year in the UK only three per cent is currently converted to fuel (in comparison to Sweden’s use of 50 per cent of RNG). RNG has an equivalent cost of £54 per barrel compared to diesel at £73 a barrel, with both VAT rated and liable for duty, while VAT and duty-free hydrogen, which is made from fossil fuels, is £201 per barrel.

While the rail industry is clearly determined to explore electric and hydrogen solutions, Beverley, who understands the “huge amount of hype over hydrogen”, is of the view that biomethane could provide a “pathway to green hydrogen”, while also addressing serious environmental issues around CO2 emissions.

She explained: “There’s a big opportunity here in terms of what happens to the 90m tonnes of animal manure that has to be dealt with annually. Most of it is spread untreated on fields where it emits methane, which is 34 times more harmful over 100 years as a greenhouse gas than CO2.

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February 2021 | 59

Light rail

By capturing that waste, processing it in anaerobic digesters, we could capture and convert that energy to RNG and harness that naturally produced energy.

“Biomethane production is a natural process that people are largely unaware of. The next ten years present us with a big challenge environmentally. H2 is 95 per cent made from fossil fuels so one way to look at biomethane is as the pathway to green H 2 from electrolysis, as we convert to the increasing use of gas energy.

“We also have to stop the depletion of soil fertility from the continued use of chemical fertilisers – 25 per cent of fossil fuel methane is used in the production of chemical fertiliser.

We need to move to a situation where the Department for Environment, Food and Rural Affairs (DEFRA) considers what it can do to stop the production of methane while helping the production of a gas that is a pathway to hydrogen and also reducing emissions.”

Looking ahead That’s a lot of weight to put on an ultra-light rail solution in its infancy but clearly part of the argument Beverley, and others, are building for biomethane-powered trains.

She added: “We realise we are coming from a low base and facing a great deal of preconceptions when we try to present the argument, but there are so many cities where the lack of clean air is a big health problem and people are dying prematurely as a result.”

60 | February 2021

Emissions from Particulate Matter PM 2.5 – small particles and liquid droplets in the air that include dust, nitrates and sulphates – are directly linked to causing health problems. An article in The Times says scientists from Harvard University and University College London found that almost one in five deaths in the UK is linked to fine particle pollution from road traffic, power generation and other activities that involve burning petrol, diesel, coal and gas.

Some people in rail think it’s far too ambitious but the train will be built, tested and ready for use in a year While one Project BioUltra train won’t change this, it does present the overwhelming case for further developing technologies that can address this very serious, life-threatening situation.

There are also other reasons for ULRP’s new train to get the green light. Testing on the single bogie train suggested a 2,000-mile range is possible, while it takes just 75p a mile, or £22.50 an hour, to operate.

The train complies to Category P-III Railroad crashworthiness standard, which means that it could be a viable replacement for Pacers and Sprinters while, at 10 tonnes, it is half the weight of current comparative diesels. The lightness of the train means that newly laid tracks for the trains reduce the need for diversion of the utility services in subsoil.

Driving innovation Designs also include COVID-19–resilient passenger experience features through ultraviolet lighting, copper fixtures on handrails, internal plastic shielding and filtered external and internal air flows. Should ULRP receive the news it hopes for from Innovate UK, the first train will be manufactured by April 2022, making full use of the West Midlands supply chain.

Beverley added: “We will look to source everything from West Midlands manufacturers.

There are lots of people capable of manufacturing here and there are clear economic benefits to the North with that approach. Some people in rail think it’s far too ambitious but the train will be built, tested and ready for use in a year. Homemade growth is what we should be looking for as we move into this green industrial revolution that the Prime Minister has flagged up with such enthusiasm.”

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SAIN - SONIC ANALYSIS OF INFRASTRUCTURE In the UK alone there are over 28,000 rail bridges. Many of which have been in operation since the Victorian era. Increasing traffic and loads across these structures means monitoring their condition is becoming more important for safe operation of the railway network.

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Here at Armore Limited we have used our knowledge and expertise to transform infrastructure monitoring forever. Introducing SAIN (Sonic Analysis of Infrastructure), a remote sensor that detects structural changes and signals when an defect is likely. SAIN has a the capability to communicate from extremely remote locations at low-power making it suitable for many asset monitoring applications.

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Platform 1

PLATFORM 1

T

The first point of call for rail industry innovation

his month sees the return of Platform 1, our service that provides organisations with the opportunity to showcase their latest innovations and products to the rail industry in a short, concise business pitch We are shining a light on the latest products and services that are set to transform the rail industry.

Embracing innovative ideas is vital if the rail industry is to continue to

thrive, however far too often these ideas never see the light of day.

Platform 1 is the place for these ideas to be highlighted as they embark on their journey of revolutionising the rail industry.

By promoting collaboration and investment, Platform 1 is connecting innovators with investors, ensuring that these ideas reach the people and organisations to help them achieve success.

If you have a product or service you would like to promote using Platform 1, please email chris@rbdpublications.com Concrete Canvas®- Concrete on a Roll™: simply unroll and Just Add Water Used for a wide range of erosion control and weed suppression applications, Concrete Canvas® (CC) allows construction with minimal plant and specialist training. The product can be laid at a rate of 200m²/hour- typically ten times faster to install than conventional solutions.

CC consists of a 3-dimensional fibre matrix containing a specially formulated dry cementitious mix. A PVC backing ensures the product is completely waterproof, while it can be hydrated by spraying or full immersion in fresh or salt water. Once set, the fibres reinforce the cementitious mix, preventing crack propagation and providing a safe plastic failure mode. CC provides a thin, durable, water-proof and lower carbon alternative to traditional concrete and has been used by Network Rail for over 10 years. It is ‘BBA certified’ with durability in excess of 120 years for erosion control applications. The product was recently installed as a channel lining solution

by Roadbridge on behalf of Align for HS2.

To find out more visit: www.concretecanvas.com Email: info@concretecanvas.com Tel: +44 (0) 345 680 1908 CR2 - Smart Protection for Safe and Healthy Spaces CR2 provides a complete and ecological solution for safe and healthy spaces, free from the risks of infectious disease such as COVID-19. Using the latest in cutting-edge cleaning products and user-friendly technology, you will be able to show proof of clean for all you indoor and outdoor spaces.

By working with your cleaning teams, your risks of infection are reduced allowing you to reclaim control of both your indoor and outdoor spaces.

Beyond COVID-19, CR2 provides a means to rebuild confidence, mitigate future outbreaks, increase operational resilience and ensure spaces remain safe and healthy into the future.

To find out more visit: www.CR2services.com Email: enquiries@cr2services.com Tel: +44 (0)7450 181 833

Fenix Rail Systems- Tie-FenLock Depot Control System Fenix Rail System’s Tie-FenLock Depot Control system is an innovative Computer-based Interlocking (CBI) signalling control solution that assists depot operators by reducing workload and increasing safety. The system is designed to allow the operator to set multiple routes within the depot in just a few seconds- optimising operations and enabling smooth, organised and safe running of any train facility.

The system includes an innovative trailable point machine, equipped with an internal mechanical locking system, meaning external maintenance locking systems such as clamp locks are no longer required.

The machine is SIL 4-accredited, providing the highest level of safety performance. With its modular design, it is highly reliable, easy to maintain and cost-effective.

The Tie-FenLock Depot Control System’s CBI interlocking is totally adaptable and is equally applicable for use on modified as well as new train facilities. It is equipped with a bespoke technical interface that enables the system to be integrated with all UK-based mainline interlockings.

Whatever your facility, Fenix Rail Systems has a control solution that provides maximum flexibility, dependability and cost savings.

To find out more visit: www.fenixrailsystems.com/fenixsignalling/ Email: enquiries@fenixrailsystems.com Tel: 03300 580180

62 | February 2021

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QUICK TO SITE

RAPID TO WORK

The easy to use 4 wheel drive Aquarius Rail Mule transports 6 people in the cab on rail plus tools. Approved for use under live OLE & ALO. Aquarius Railroad Technologies Ltd

Providing quality Road2Rail Vehicles Available for hire & purchase nationwide Visit: www.aquariusrail.com Email: ben@aquariusrail.com Call: 01765 635 021

Providing Nationwide Hire | Manufacture | Maintenance of highway based Road2Rail Vehicles & Trailers

F edavteurrteo r i a l A

Dura Composites launches first-of-its-kind Interactive Product Selector to help specifiers make instant, safe and accurate choices

D

ura Composites, a leading global supplier of composite grating, walkways, access structures, profiles and risers, has recently launched a brand-new online tool that will help unlock the world of composite products for a vast range of rail infrastructure architects, engineers, project managers and contractors. The result of years of extensive research and rigorous live and simulated testing, the online Interactive Product Selector joins the new range of d2 Dura Grating and is available now on the Dura website to help those within the rail industry to make fast and accurate decisions about the right product specification for their projects.

When considering walkway floor grating for driver walkways, rail depots or catchpits for example, users can choose their preferred product surface type (standard mesh, mini mesh or covered) and then crucially, can input data relating to their project to narrow down their choice of product. The selections include the clear span dimension, the type of load (Point Load or Uniformly Distributed Load), the maximum load requirement, the allowable deflection criteria (measured as a proportion 64 | February 2021

of the span i.e. L/200 or 0.5%) and also the fire rating required. These filters ensure that the resulting product selections meet the needs of the project specification.

Once a range of suitable products have been identified, detailed product information

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can be accessed immediately such as drawings, dimensions, load tables and graphs unique to these products. The selected span and load criteria can be downloaded into a neat professional document for analysis and approval.

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Users can also compare products across the Dura Composites range with the click of a button, with easy to interpret graphs collated into a single view. BIM data files which feature product information can also be downloaded from the tool, allowing architects and specifiers to streamline the design, build and maintenance process to save time and money.

Not just grating, profiles also included: Lightweight GRP beam sections have been an enigma for many years, with many clients seeing their potential uses in rail construction but not able to confidently specify their use due to a lack of referenceable data. Now, for the first time, users will be able to confidently select a GRP Dura Profile beam section based on whatever traditional beam may already feature on a drawing.

The specific Steel or Timber beam type and size can be selected from a drop-down list, the load criteria chosen alongside the span, and the Selector Tool will generate which d2 GRP Dura Profiles meet or exceed the performance of Steel or Timber and will even provide the safety factor data too.

Notable is the ability to compare GRP from other suppliers with the next generation d 2 materials from Dura. According to live test data, d2 Dura Profile has an average Tensile Modulus of more than 31GPa – far exceeding the requirement of 23GP set out by the stringent E23 European standard within BS EN 13706. This means that d 2 Dura Profile is on average 88% stronger than other GRP profiles.

The result is that a smaller, lighter and more cost-effective profile section can be used such as a 50x50mm Box section as opposed to 64x64mm size – saving 20% in weight.

Recent winners of the Queen’s Awards for Enterprise in the category of innovation, Dura Composites has a strong reputation for product innovation, quality and performance, as well as technical expertise.

To help those who are new to the field of composites, this new tool also features a Materials Properties section which allows users to delve into detail regarding each product range and the Property Comparison tool allows visitors to compare how Dura Composites materials compare against more traditional materials used in construction as well as against typical composite materials from other suppliers.

These include specific strength, tensile strength, expansion, electrical resistivity, and thermal conductivity. railbusinessdaily.com

On the launch of Interactive Product Selector, Managing Director of Dura Composites, Stuart Burns, said: “The Interactive Product Selector represents three years of extensive research and development from our design team and experts at the Faculty of Science and Engineering at ARU and will provide invaluable assistance at all stages of the project lifecycle for our clients.

“From initial market feedback we can see that with the incredible depth of information available, rail specifiers, contractors and asset owners can be more confident finding the most appropriate composite products for their projects – that meet the performance needs of their specific application.”

Available now at duracomposites.com/ powerofcomposites the Interactive Product

Selector is a key milestone in celebrating 25 years in business for Dura Composites.

In that time, the business has pioneered the design, manufacture, and usage of composite products to unlock its capabilities in businesses from construction sites to marinas, to rail platforms and homes and gardens.

This new and truly innovative tool is the next step in their business journey – providing an accessible platform for users to instantly access all the information they need, significantly reducing research time and promoting safety.

Media information: Melissa Warren/Nadia Harvey Email | hello@duracomposites.com www.duracomposites.com

About Dura Composites: Dura Composites is a leading supplier of composite products with 25 years’ experience in delivering durable, performance-improving, and cost-effective composite solutions to a wide range of industries. We help companies of all sizes unlock the power of composites, and our client base includes businesses in the Industrial, Construction, Rail, Transport, Landscaping, Marine, and Leisure sectors. Our success is driven by our commitment to innovation and by empowering our staff to inspire, educate and problem-solve for customers. In 2020, Dura Composites was awarded their second Queen’s Award for the Innovation category for its pioneering rapid-deployment train station platform solution known as Dura Platform.

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February 2021 | 65

Heritage rail

Celebrating a lifetime in the railways Andy Savage MBE on over 50 years in the railways and why he’s not ready to retire just yet ritain’s railway heritage is the world’s richest, with a history spanning almost two centuries. Its buildings are great feats both in terms of its architecture and engineering, with hundreds granted listed status and many more appreciated by young and old.

Although some have been lost over the years, many have stood the test of time and have been saved and restored for practical use. Much of this is thanks to the efforts of The Railway Heritage Trust (RHT).

For over 35 years the independent registered company, limited by guarantee, has contributed millions of pounds to save buildings up and down the country. It receives £2.5 million from Network Rail every year, which it doubles thanks to contributions from train operating companies, local authorities, community groups and businesses.

“The UK changed the world with railways,” said Andy Savage MBE, the organisation’s Executive Director for the last 11 years.

“Stephenson father and son absolutely transformed the world in a way very few people can say they have done, so it is important to preserve pieces of heritage for that reason.

“There is also the fact there’s so much of the architecture that is really, really good and that it is possible to reuse the architecture in a way that is sustainable, and I mean sustainable both in a financial and environmental sense.

“Obviously if you can reuse an old building it is better than putting a new one up. But it is also important to be sure it makes sense to be saved, and you have to accept that you can’t save everything.”

Photo: NRHA

B

“I got to meet some people who were in the local group of the Ffestiniog at an exhibition in Nottingham.

I still have that same passion for the railways – I wouldn’t still be working as a volunteer on the Ffestiniog and in paid employment at 68 if I wasn’t still enjoying it “I got involved with them and we decided we’d run some working parties. I actually became the local working party organiser at 16.

“I first started working on the Ffestiniog in 1968 and joined British Rail (BR) in 1970, so I’ve just crossed 50 years with BR and 53 years with the Ffestiniog.

“It really hasn’t felt that long – where has the time gone? I still have that same passion for the railways – I wouldn’t still be working as a volunteer on the Ffestiniog and in paid employment at 68 if I wasn’t still enjoying it.”

Although heritage is a major part of Andy’s life in the railways, his five decades have taken him on many stops in a vast array of areas including engineering and safety.

Among the list includes time as a British Rail civil engineer, Director of Safety for one of the major contractors and Deputy Chief Inspector of Rail Accident Investigation Branch (RAIB).

He said: “There have been various

High flyer The Railway Heritage Trust is just one feather in the cap for Andy, who has had a lifelong passion both working and volunteering on the railways.

The journey started over 50 years ago on a trip on the world’s oldest narrow gauge in Wales through the stunning Snowdonia National Park.

“I was taken on a trip on the Ffestiniog when I was 14 by my father and I’ve been involved with the railways ever since,” he said.

66 | February 2021

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Heritage rail

highlights down the years, including my time as a divisional civil engineer, which was great.

I was divisional engineer for South Wales and then at Watford – both of those were times I really enjoyed.

“In those days a divisional engineer was responsible for pretty much everything. You had a chunk of railway that was small enough to make a difference on, but big enough to be a challenge. I think I had on two very different divisions quite a successful time and made a difference on both of them.”

“Today it’s 40 miles long, and I have been part of that.

“I was deeply involved in getting the railway back to Blaenau Ffestiniog; I actually

designed and built one of the bridges to get back there and was then involved in negotiations with Railtrack to get level crossing access to the new station.

Strong connections Despite his vast CV of work in various disciplines in the railways, one which has always been an important part has been his work on the Ffestiniog, having been director of one or more Ffestiniog boards for several decades including the Society, the Company, Ffestiniog Holdings and Ffestiniog Heritage.

“I like to still be involved,” he said. “It has been brilliant because the day I first went there to work the railway expanded by two miles between Tan y Bwlch and Dduallt and went from 7.5 miles to 9.5 miles.

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February 2021 | 67

Honorable savage Just glancing at Andy’s work on the railways it will come as no shock that he was recognised in the recent New Year’s Honours list with an MBE for his work in the rail industry and heritage, with specific mention of his decades of volunteering with the Ffestiniog Railway.

“It was a pleasant surprise when I got the letter and the reaction has been very positive which is lovely,” he said. “My reaction to the letter was one of absolute pleasure and surprise.”

Although no-one would criticise Andy for having a well-earned rest, he says that, although he has an exit plan, there is still work to be done.

68 | February 2021

Interior of London Bridge

Restored quadripartite arches at London Bridge

“I’m not quite at the running down stage, but I have got an exit plan,” he said. “I am 70 next year and I think at the end of the next financial year will be when I finish frontline work, although I’ll probably carry on for a couple more months after that to wrap up the year-end so my successor doesn’t have to come in and deal with a financial result of my making.”

“But certainly, I am hoping by the end of May next year that retirement will be beckoning.

In one sense it will be sad, but there are other things to carry on with.

Photo: Paul Childs/RHT

“I was also one of the first people to know about the Ffestiniog’s involvement to take the Welsh Highland and did the safety case work for that, setting how the rule book worked.”

One thing Andy also seems to have a knack for is fundraising. He was challenged to raise £150,000 towards building the Welsh Highland and actually raised an incredible £3 million.

There was also the idea, with Gordon Rushton, of a new single Fairlie, which eventually blossomed as the Taliesin 2000 project.

“It was myself and Gordon who came up with the idea – over a bottle of brandy – about how we could raise the money to build one.

“We launched that and got the money committed within three months and delivered the engine to time and budget. The same bottle of brandy was available to pour over the buffer of the engine when it was launched 12 years later.

“Overall though I have an enormous sense of pride when it comes to Ffestiniog. I can go up and down that railway and say I did that – I designed that wall, I designed that track layout. In half a century of work I’ve done quite a lot on it.”

Photo: Paul Childs/RHT

Heritage rail

“I still volunteer on the Ffestiniog as an electrician so that will certainly continue, and there are other things I am hopeful to do. I am quite willing to help RHT as a volunteer once I retire, and the same goes with the National Rail Heritage Awards, which I am a trustee of.

“So, there are things I can do post-70. But what I really don’t want to be in is the position where someone has to tap you on the shoulder and say ‘really old chap it is time to go’, so I will stop work as a full timer at 70 while I am still, hopefully, on top of my game.”

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Cost saving Using rope access to complete any type of work at height is an easy and cost-effective method as it requires very little time and manpower to set up and does not interfere with any infrastructure. IRATA operatives are highly trained to reach any area or situation that requires their skills – whether it is ascending a viaduct to complete a structural inspection or abseiling down a tunnel shaft vent to carry out stone repairs, they can perform all activities quickly and efficiently, resulting in large cost savings for clients.

SAS Rope & Rail provides a full service to all rail clients, from initial planning stages of the job, including possession planning, provision of safety critical staff, resourcing of labour, materials and equipment, right through to completion of the project. This provides clients with more cost savings by keeping all services in house.

The company also has a full-time qualified tree surveyor to advise clients of the trees that need to be removed for safety of the infrastructure and those that can remain, providing further cost savings by only removing what is absolutely necessary.

Training and safety All of SAS Rope & Rail’s multiskilled IRATA rope access teams are highly qualified and regularly carry out training revisions to keep up to date with new industry regulations. SAS is continuously looking to improve the skillset of its staff, encouraging them to carry out a diverse range of training and qualifications which enables the organisation to offer teams of expert multi-skilled operatives to its clients. Currently all of its operatives hold and maintain IRATA, PTS, NPTC, CSCS and first aid qualifications.

70 | February 2021

Photo: Sam Titcombe

orking at height in the rail industry requires an organisation that can carry out work effectively, safely and has a wealth of experience. This is where SAS Rope & Rail comes in – an RISQS approved rope access contractor that specialises in working at height within the railway industry and has several dedicated PTS qualified IRATA teams.

SAS Rope & Rail is available for anything from immediate notice emergency works to long term repair and restoration projects on listed railway structures. The organisation runs its operations from its central office in Swindon but has regional hubs around the country, allowing it to cover a large geographical area.

All of SAS’s teams include an IRATA Level 3 rope access supervisor who manages the safety of the team as well as being responsible for the delivery of the work. These highly trained operatives all have a minimum of five years’ experience in the rope access industry and have achieved their supervisor position after many training courses and thousands of hours logged on the ropes.

‘These highly trained operatives all have a minimum of five years’ experience in the rope access industry’ Teams of multi-skilled IRATA operatives can cover many of the aspects required in the railway industry, including vegetation Advertorial

management and removal, tree felling, structural inspection and repair, cliff scaling and stabilisation, steelwork and infrastructure repairs, industrial glazing and painting.

SAS has recently converted its shift and fatigue management to a digital system, resulting in more accurate site information being available much quicker than using a paper format.

This change also allows sophisticated monitoring of fatigue levels, which is a major consideration when undertaking any type of work but is even more closely monitored in the rail industry.

Access SAS Rope & Rail’s highly skilled IRATA teams are trained to devise and implement safe systems of work to access the most difficult structures and areas, with multiple methods at their disposal to complete any works safely and efficiently.

This means the teams are an effective workforce in any situation – from emergency works, where the job needs to proceed as railbusinessdaily.com

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Future Plans SAS has recently gone through a period of rapid expansion to meet growing demands from clients, investing in equipment, vehicles and staff to maintain an excellent level of service. The company plans to continue this expansion and increase the size of its multi-skilled IRATA teams to take on bigger and more ambitious scopes of work going forward.

Works delivered: De-vegetation SAS Rope & Rail has managed and delivered several large-scale de-vegetation projects for various clients. Often these projects have difficult access requirements, large outputs and a large range of safety considerations, including carrying out high level de-vegetation works via rope access methods at night in inclement weather conditions. These projects were all delivered on time, on budget and without any incidents.

Projects include: Windsor Viaduct – SAS was asked to remove and treat all vegetation along the entire length of the listed 248-arch structure through a mix of rope access and ground teams.

Photo: Sam Titcombe

quickly as possible to make the infrastructure safe again with rapidly changing factors such as weather and plant movements, to long term construction and restoration projects, where access is required to many different locations to meet strict deadlines.

Rope access teams can also provide support to many other areas of work, including ecologists, surveyors, engineers and site managers, by working closely with clients and supply chain partners.

Projects include: Carn Brae Retaining Wall, Cornwall – Full de-vegetation and removal of loose material from the entire length of the high-level retaining wall followed by full rebuild using natural stone from a local quarry, all carried out by one of SAS’s expert rope access teams.

Cannon Street Bridge, London – Full structural inspection carried out on the underdeck of the bridge in winter conditions directly above the River Thames using rope access methods with safety boat support.

Wharncliffe Viaduct – Full structural inspection of the external and internal structure including mortar samples and full reporting completed by rope access team.

Tree felling Valleys Lines, South Wales – SAS has been contracted to carry out large scale de-vegetation and tree felling across over 20 miles of track in the Welsh valleys.

Supervised by the company’s qualified tree surveyor and carried out by a large highly skilled team of arborists, SAS has seen excellent outputs on this project and have far exceeded the planned programme.

Visit www.rope-and-rail.com or call 01793 644 908 to find out more

Lydney Cutting – SAS assisted the client with large scale de-vegetation of failing railway embankment, including detailed tree surveys.

DCL/BHL Lines – SAS carried out de-vegetation works on hundreds of structures along over 20 miles of each line.

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Photo: Sam Titcombe

Structural examinations and repairs SAS can supply a specialist IRATA team to provide a full structural inspection and repair service. This includes initial inspection and reporting work by an STE04 qualified engineer to complete inspections for assessment and full structural stone and brick repairs to bridges, viaducts and retaining walls.

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February 2021 | 71

International news

Alstom completes acquisition of Bombardier lstom has announced the completion of the acquisition of Bombardier Transportation. Leveraging on its clear Alstom in Motion strategy and its strong operational fundamentals and financial trajectory, Alstom, integrating Bombardier Transportation, will strengthen its leadership in the growing sustainable mobility market by reaching a critical size in all geographies and integrating further solutions and assets to better serve its customers worldwide.

The enlarged Group has a combined pro forma revenue of around €15.7 billion and a €71.1 billion combined backlog. It employs 75,000 people worldwide in 70 countries, has unparalleled R&D capabilities and a complete portfolio of products and solutions.

Henri Poupart-Lafarge, Chairman and CEO of Alstom, said: “Today is a unique moment for Alstom and the mobility sector worldwide, with the creation of a new global leader centred on smart and sustainable mobility.

K

eolis Downer last month received accreditation from the National Rail Safety Regulator to start operating the Adelaide Metro train services.

Sandra Wilson-Ryke, the companies HSQE Director, responsible for safety, said: “We have safety accreditation in place in all our operations and a strong safety culture at all levels of the organisation.

“We look forward to continuing to collaborate with the safety regulator and operate the rail service in Adelaide at the highest standards.”

Sandra transferred to Keolis Downer Adelaide last year from Keolis Downer Gold Coast, where she was responsible for safety, quality and environment for the award-winning G:link light rail service.

72 | February 2021

“More than ever, the world has to engage in a deep environmental and social transition to be able to address the great challenges of urbanisation, equal opportunity to economic development and climate change.

Transportation, essential to the working and social life but with great environmental impact is at the heart of this transition.

“Our responsibility, together with the 75,000

people of Alstom today, is to transform our unique set of assets created by this transaction into the enabler of this necessary transformation.

Our responsibility is to bring the innovation required for such extreme challenges and that all communities throughout the world, as they are traveling to meet loved ones or to work, can have access to the same quality of service and efficiency, while caring for our planet.”

Henrik Dahlin named as new CEO of MTR Nordic M

TR Corporation has appointed Henrik Dahlin, currently CEO of MTR Pendeltågen, as the new CEO of MTR Nordic. He will start the role from 1 March.

MTR Nordic is a wholly owned subsidiary of MTR Corporation and oversees the company’s businesses and future development plans in the Nordic region.

Henrik Dalhin joined MTR in 2013 and has served with distinction as CEO of MTR Tunnelbanan, which runs the Stockholm Metro, from 2016 to 2018, and as CEO of MTR Pendeltågen, which operates the Stockholm commuter rail service, since 2018. During his time at both the metro and commuter train businesses, Henrik has led his teams to achieve record results in terms of punctuality, customer satisfaction and employee engagement.

Photo: Kapi Ng / Shutterstock.com

Keolis Downer start running Adelaide services

Photo: S. Pech / Shutterstock.com

A

He said: “I am honoured and extremely pleased to be entrusted with the task of leading MTR Nordic.

Over the past 11 years, MTR has grown significantly to become one of the biggest private sector employers in Stockholm with just over 5,500 employees.

“I look forward to continuing to lead MTR Nordic and, together

with all the dedicated employees, taking the next step in developing rail-based public transport and continuing to grow in the Nordic market.”

As the new CEO of MTR Nordic, Henrik will succeed Mark Jensen who is leaving the company to pursue a new opportunity outside the railway industry. railbusinessdaily.com

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Highly experienced rail consultants with expertise in rail operations and safety standards, especially knowledgeable on the efficient design and implementation of operational process and business change. leebayliss@ljbrail.com 07388 771059

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Champa Magesh takes newly created role at Trainline

Steve Foster named as Director of Commercial at Weston Analytics

W

eston Analytics has announced the appointment of Steve Foster as Director of Commercial.

With over 10 years of experience working for a leading software company, Datascope Systems, providing solutions for construction, logistics and security, Steve’s knowledge and expertise will be a great addition to the Weston Analytics team.

His experience stretches across a range of industries, including 20 years in finance and insurance, with a proven track record of generating new client relationships and rigorous business development at a senior executive level.

He said: “This is an exciting time to join Weston Analytics as we look to expand upon our success in developing software solutions for the rail and construction industries.

“Given my knowledge of access control, delivery management and various other solutions used by the construction industry, I believe Weston Analytics are well placed to address this market and extend their portfolio to other industry sectors.

I’m looking forward to playing my part in growing the business.”

76 | February 2021

Companies

Trainline’s white label business, which leverages proprietary technology to provide some of the biggest rail companies with bespoke online platforms and mobile ticket solutions.

Magesh will initially focus on continuing to grow Trainline’s global API content whilst also focusing on working with the business’s train company partners to champion

more use of rail, helping to facilitate a model shift from less sustainable forms of transport.

Magesh, who joins from Amadeus, said: “I’m delighted to be joining Trainline, a company that’s committed to championing greener travel by putting rail at the heart of more journeys.

“I’m joining at a time of great opportunity; being at the helm of a scaling B2B business that is not only the leading aggregator of global rail content but also a key provider of cutting-edge tech to the rail industry is exciting.”

Nexus appoints Emma Gardener as new Head of Infrastructure Delivery

N

exus has appointed a new Head of Infrastructure Delivery to lead maintenance work on the Tyne and Wear Metro.

Emma Gardener, a long serving member of staff, took on the newly created role last month. She will oversee a wide range of essential daily works that are needed to keep the Metro system running.

Emma said: “This is an expanded role and I’m looking forward to getting started. I have experience of all of the

departments that I will be managing so that will be a big help as I take on this new job.

“The effective maintenance of the Metro system is vital work that we carry out around the clock, in all weathers. It’s a lot of work that the public don’t really get to see.

Despite the challenges we face from COVID-19 we will keep going to ensure we provide Metro with a safe and reliable infrastructure.

“We have created safe systems of work for our own employees to work in a COVID-secure way and

Photo: Nexus

Trainline’s business travel business, which provides and supports rail booking solutions for thousands of corporate partners and global Travel

Management (TMCs).

Photo: Trainline

C

hampa Magesh has been appointed President, Trainline for Business and to the Executive team, reporting into CEO, Clare Gilmartin.

In this newly created role, Magesh is responsible for two key areas:

I will ensure that that continues.

Health and Safety excellence is the heart of everything we do.”

RSSB appoints new Sustainability Director George Davies to oversee a fresh approach

R

ail body RSSB has appointed George Davies as its new Director of Sustainable Development.

George, who joins from Heathrow Airport where he was Head of Sustainability, will lead a new, dedicated programme designed to reinvigorate the railway’s collective efforts to tackle key sustainability challenges including carbon, air quality, and social sustainability.

Photo: RSSB

r

Movers and shakers

Welcoming his appointment, RSSB’s Chief Executive Mark Phillips said: “George has joined RSSB to

enhance industry’s collective effort and provide a more collaborative, coordinated approach to sustainable development – it’s fantastic to have George with us.

“The new strategy and programme of work will ensure industry is in the best long-term position to support recovery after the pandemic recedes, and that policy makers in government get the best advice on the issues for the rail sector.” railbusinessdaily.com

Movers and shakers

Van Elle reveals Nigel Wordsworth joins new Rail Director RBD – home of RailDirector V

O

ne of the rail industry’s leading and most respected commentators, Nigel Wordsworth, has joined the RBD team as the company’s Managing Editor. Nigel will lead the business’s content and copywriting team.

A mechanical engineer by trade, Nigel has spent the last 10 years commissioning, editing and writing technical rail-related articles for other industry publications.

He said: “I am really pleased to be joining RBD at such an exciting time with many new projects on the horizon. I have watched with interest the huge growth of the company, particularly the launch last year of the RailDirector magazine.

“I am looking forward to playing a pivotal role in the business as it continues to grow, adding my expertise and helping to drive the company forward. Over the coming months, we intend to launch a new series of educational insight reports, which I will be leading.”

railbusinessdaily.com

David McLoughlin, Chief Executive Officer of Business Daily Group, believes it is the start of an exciting chapter for RBD. He said: “I am really pleased that Nigel agreed to join the business. He is a very well connected and incredibly knowledgeable rail industry commentator and writer who will lead our content creation team.”

an Elle, the UK’s leading geotechnical and ground engineering contractor, has revealed David Buckley will lead its specialist rail division.

David, who has a geotechnical background, joins from Balfour Beatty where he was most recently the Director and General Manager of the organisation’s track monitoring business Omnicom.

Mark Cutler, Chief Executive Officer at Van Elle, said: “Specialist rail geotechnical engineering is a very important aspect of Van Elle’s broad capabilities, so we are delighted to welcome David to lead our ambitious growth plans.

“He brings excellent experience, knowledge and innovative thinking to our team, is a collaborative leader and is well known throughout the rail industry.”

February 2021 | 77

Movers and shakers

EKFB appoints new CPMS Group welcomes Debbie Bewley as Director to deliver Head of Sustainability and Environment HS2 project including Midland Mainline ebbie Bewley has joined

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Collaborative Project M a n a g e m e nt Services (CPMS) as its newly appointed Head of Sustainability and Environment.

Debbie is joining CPMS to lead the Sustainability and Environment function during an exciting period of rapid growth for the Group.

Debbie has worked as a Sustainability and Environment Manager in the UK construction industry for over 20 years. She has extensive technical knowledge

Photo: CPMS

FKB, the civil engineering joint venture of Eiffage, Kier, Ferrovial and BAM, has announced a change to its senior management team and appointed Peter Bimson as Project Director.

Previously Deputy Project Director and Operations Director for EKFB, Peter has been appointed to the role as part of the board’s formal succession plan.

In addition, Emmanuel Rossignol has been appointed to support in the role of Deputy Project Director.

Under Peter’s leadership, EKFB will offer employment opportunities to over 4,000 people at all levels and continue to deliver world-class construction and engineering and deliver on its mission to lead the transformation of the industry, influence future generations, and support the UK economy.

Peter Bimson said: “I am delighted to have been appointed to lead EKFB in delivering an 80km section of one of Europe’s largest civil engineering projects, HS2.

“With Emmanuel’s and the senior leadership team’s support, I am confident that our existing and new people will achieve on our mission, on construction milestones and on social value.

“Working on this project for the past three years, I am proud of the achievements we have made to date but am aware this is just the beginning and that we have a lot more ahead to deliver in 2021 and beyond.”

and experience in a wide range of sustainability and environmental issues having worked in housing development, highways and multidiscipline rail projects

Electrification and Thameslink.

She said: “Given the wide range of multidisciplinary talent within the Group and their true collaborative approach, CPMS are ideally placed to assist their clients in delivering positive outcomes on key issues such as decarbonisation, biodiversity enhancement, circular economy and social value. I am very excited to be part of the CPMS team and supporting them to create better infrastructure for today and the future.”

DB Cargo UK to accelerate digital solutions

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B Cargo UK has appointed a new Chief Transformation and Digitalisation Officer to drive a step change in its use of technology to improve operational effectiveness and customer service.

Marie Hill, who has been Head of IT at DB Cargo UK since January 2017, is now a permanent member of the UK Board with immediate effect.

Her newly-created team will work with departments across the business to develop and implement plans to make the company more innovative, agile and efficient – a key pillar of

Photo: DB Cargo

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DB’s future strategy to improve and grow its business.

Commenting on Marie’s appointment, CEO Andrea Rossi said: “I believe that by accelerating and expanding our digital capabilities we will significantly improve the quality of the services we can offer.

The technological landscape continues to change rapidly, and Marie’s role will be to develop and implement a roadmap that maximises future opportunities to improve the way we do business with our customers.”

Commenting on her appointment, Marie said: “The coronavirus pandemic has highlighted the pivotal role digital technologies have to play in supporting modern business.

“The creation of the new team will ensure we make the best use of those technologies in all areas of our business, improving our overall effectiveness and efficiency.”

ENGINEERING • CONSULTANCY • DESIGN Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of railway signalling, control systems, level crossings and telecommunication systems for the UK and Ireland railway infrastructure.

Our core services cover technical advice, consultancy services, feasibility studies and concept, outline (AiP) and detailed design (AfC) of both signalling and telecommunication systems.

We can provide all Signal Sighting activities and signalling risk assessments, including SORA and Suitable and Sufficient Risk Assessments for Level Crossings. We also provide EMC and E&B studies to complement our core services.

We very much look forward to working with you.

Tel: +44 (0)1933 279909 Email: pmcsharry@kilbornconsulting.co.uk Visit: www.kilbornconsulting.co.uk

78 | February 2021

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