Rail Director November 2023

SP O ON TLI PL GHT AN T November 2023

EXCLUSIVELY FOR RAIL INDUSTRY LEADERS November 2023

Sir John Armitt Pressing need to modernise transport infrastructure Jordan Skey Newer, more diverse, more capable machines Marie Daly One collaborative voice Ed Akers Once in a generation change

39

EMMA PORTER

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INTRODUCTION

Reasons to be cheerful W

elcome to the latest edition of Rail Director. What a fascinating few weeks, from the scrapping of HS2 phase 2 in exchange for Network North and storms impacting rail infrastructure, to a draft rail reform bill in the King’s Speech, and that is just scraping the surface of what has been going on.

But there are reasons to be optimistic. I take great pride in being involved in an industry which cares and with workers who are passionate about making a difference, despite the hurdles the industry is facing. That was cemented in two events alone for me this month.

Firstly, you had Rail Wellbeing Live, the biggest health and wellbeing movement in the history of the rail industry with a diverse and fascinating mix of speakers. This year’s event featured everything from talks on financial wellbeing and strategies for coping with trauma, through to gut health and men’s sexual health.

Well done to everyone involved and to all the speakers.

Secondly, you had the Railway Industry Association Annual Conference. The latter, focusing on the theme of ‘Promoting the case for rail and investment in uncertain times’, featured two days of high-profile speakers covering everything from diversity and exports, through to investment and infrastructure. The overriding conclusion for me was one of an industry wanting to deliver for each other and the customer.

Turning the attention to the magazine, and this month we delve into the world of rail plant, with cover feature Emma Porter, the Managing Director of Story Plant, talking about the need for better collaboration to ensure rail plant is being used effectively and efficiently. I was staggered when she explained that the weekend before we spoke, they had had 21 jobs cancelled, with the company operating on a 24 hours’ notice for cancellation.

But Emma wasn’t doom and gloom and is confident the industry can rise to the challenges ahead.

Sticking with plant and Network Rail’s Network Technical Head of Plant Jordan Skey discusses the need for newer, more diverse and more capable machines, centred on safety and sustainability and which can handle increasingly extreme weather conditions. Jordan explains more about the role and the challenges ahead.

It is easy to get caught up in the news about HS2, but we shouldn’t forget there are some major transformational projects underway, such as the East Coast Digital Programme. I spoke with Ed Ackers, Principal Programme Sponsor, about milestones and the importance of equipping people with the skills for a digital railway. Reverting back to my point of the railways being an industry that cares for its people, no more is that the case than with Women in Rail, an organisation driving change for the future. Marie Daly has recently taken on the role of Chair and reflects on her career to date and aims and aspirations for the future in a feature in the latest Rail Director. That’s a small taster of what to expect in this month’s magazine. I hope you enjoy it and thanks to everyone who has played a role in its production. Work is already underway on the next edition, which will be themed around light rail. With some high-profile names already lined up to feature, it is set to be a great read. Contact our sales team if you’d like to feature.

All the best,

I take great pride in being involved in an industry which cares and with workers who are passionate about making a difference

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

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

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November 2023

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CONTENTS

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6 Planning, diversity, inclusion and collaboration

Emma Porter, Managing Director of Story Plant, has stressed the need for better collaboration to ensure rail plant is being used effectively and efficiently

10 News 12 The need for newer, more diverse, more capable machines

Jordan Skey is approaching a year as Network Technical Head of Plant at Network Rail. He explains more about the journey ahead

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16 Pressing need to modernise transport infrastructure Sir John Armitt, Chair of the National Infrastructure Commission, discusses rail infrastructure projects and the decision to cancel phase 2 of HS2

22 First-of-its-kind zero emission engineering work at Royston

Hamish Critchell-Ward, Environmental Manager at Network Rail, has described the project as just the beginning, adding that he is confident this way of working will expand further into future engineering work

24 Grinding out stability and new markets

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Debbie Francis OBE has been appointed as the new Managing Director of Loram UK. She explains more about the journey ahead and improving diversity in the rail industry

30 Transport Benevolent Fund CIO names train to celebrate centenary

The Transport Benevolent Fund has turned 100 this year. Chief Executive Officer John Sheehy says it is needed now more than ever

34 Delivering day after day

Railway Chaplain Mike Roberts writes about nurturing and developing bandmaster leaders who can bring it all together for each and every performance

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CONTENTS

46 Once in a generation change

SP O O N T L IG PL HT AN T

Ed Akers, Network Rail’s Principal Programme Sponsor for the East Coast Digital Programme, talks milestones and the importance of equipping people with the skills for a digital railway

EXCLUSIVELY FOR RAIL INDUSTRY LEADERS November 2023

Sir John Armitt Pressing need to modernise transport infrastructure Jordan Skey Newer, more diverse, more capable machines

50 Doncaster welcomes home Flying Scotsman for Remembrance Weekend

Flying Scotsman, the most famous steam locomotive in the world, has journeyed back to its birthplace in the city of Doncaster, where it was built 100 years ago, for a special centenary celebration

56 Bringing track and train closer than ever before Matt Pocock and Gunnar Lindahl discuss a ground-breaking industry move to facilitate a senior-level industry job swap

62 One collaborative voice

Marie Daly is the new Chair of Women in Rail. She talks about her pride to be at the helm of a charity established to improve gender balance, diversity, and inclusion in the UK rail industry

70 Innovation Hub

Showcasing tomorrow’s railway

72 International News 74 RBD Community team on tour

Meet the RBD Community team at an event near you soon…

82 Movers and Shakers 86 Heighington & Aycliffe Railway Station upgraded to one of England’s most important buildings What is believed to be the world’s first railway station has been upgraded to Grade II*. Sarah Charlesworth, Listing Team Leader for Historic England in the North, explains more…

Marie Daly One collaborative voice Ed Akers Once in a generation change

39

EMMA PORTER Planning, diversity, inclusion and collaboration

Tel: 01924 665361 Sales: 020 7062 6599 Editor Danny Longhorn danny@railbusinessdaily.com Designer/Production Manager Chris Cassidy Writers Rosie Crampton Fiona Broomfield Nigel Wordsworth Advertising Team Christian Wiles chrisw@railbusinessdaily.com Amy Hudson amy@railbusinessdaily.com Published by RBDMedia (an asset of the Railway Industry Association) trading address 15 Mariner Court, Calder Park, Wakefield WF4 3FL Printed by The Manson Group © 2023 All rights reserved.

Reproduction of the contents of this magazine in any manner whatsoever is prohibited without prior consent from the publisher. For subscription enquiries and to make sure you get your copy of RailDirector please ring 01924 665361 or email info@railbusinessdaily.com The views expressed in the articles reflect the author’s opinions and do not necessarily reflect the views of the publisher and editor. The published material, adverts, editorials and all other content is published in good faith.

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Emma Porter, Managing Director of Story Plant, has stressed the need for better collaboration to ensure rail plant is being used effectively and efficiently

Planning, diversity, inclusion and collaboration

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R

ail plant is suffering from last minute changes and cancellations, putting businesses and their investments in new machines under threat.

Emma Porter, Managing Director of Story Plant, is backing a change to terms and conditions and is urging rail organisations to get them involved in projects earlier to ensure the most suitable equipment is planned for the job and it can be carried out in the most efficient way.

The weekend before speaking with Rail Director, Story Plant had 21 jobs cancelled in the week. Although that was more than most weekends, cancellations are unfortunately a common occurrence, impacting not just the business, but the rail industry as a whole.

“Possessions are booked ages in advance, as is the work, so with rail plant being a critical part of the project’s delivery you’d think it was all booked in and planned weeks in advance but often it’s not,” she said. “It is a frustration because the volume of last-minute changes and cancellations for plant operators is so inefficient.

“That is largely driven by our terms and conditions only having 24 hours’ notice for cancellation, and if the work is cancelled, we’re not paid for the preparation work we’ve done. Overall, it drives a very last-minute transactional firefighting-type behaviour, and the way things are just massively reduces the value we can add.”

Beyond the immediate issues, there are also concerns about the longer-term impact, with no real visible pipeline of rail work years down the line.

“There can’t be many industries where the kit you are buying is going to be working for 20 years and yet we barely know what it is doing for 20 days,” said

Emma. “These bits of kit are also not cheap, with some costing upwards of half a million, and the lead times can be several years so when we talk about HVO, sustainability, and decarbonisation we’ve got to be quite confident to be buying new kit. As things are with the visibility of the pipeline not visible, how can we have the confidence to buy new machines?

“That is reflective of the industry at the moment as there are not many new machines being bought. It could lead to issues going forward.”

Things are changing, particularly from a terms and conditions (T&Cs) point of view, with the Rail Plant Association (RPA) recently launching new RPA terms and conditions. In September, the new Model Terms T&Cs for Railway Plant Hire went live. They are now available to the RPA Membership and all members are encouraged to utilise these when new contracts are put into place. Included changes to cancellations are: (a) 20 per cent of the Contract Price if between 22-31 days’ notice is provided. (b) 40 per cent of the Contract Price if between 15-21 days’ notice is provided. (c) 60 per cent of the Contract Price if between 8-14 days’ notice is provided. (d) 80 per cent of the Contract Price if less than 7 days’ notice is provided. (e) 100 per cent of the Contract Price if less than 48 hours’ notice is provided.

“The RPA has been carrying out a lot of work on that this year, and if the changes to the cancellation terms are

brought in, we could do so much better at every level and avoid so much waste and rework,” said Emma. “From logistics planning that maximises loads and reduces our carbon through saving diesel use, to involving the site team more in delivery plans with scope to include discussions on behavioural safety and suggestions for improvement to discussions with the client about suitable access, identifying risks and opportunities and suggesting efficiencies. Having more time to plan will enable us to know exactly every single measure we could improve, which would be a huge benefit not just for plant operators, but for the whole industry, driving efficiency at every level.”

Collaboration is key Emma has been Managing Director of Story Plant since February 2022. Nearing two years in the role, she has outlined three key areas that need to be addressed to ensure the industry flourishes in the future. Alongside planning, collaboration numbers on that list.

“As an industry, we should be amazing when it comes to collaboration because delivering complex infrastructure projects by definition requires a lot of people with different skills working together, from designers and engineers, through to contractors, and plant companies,” she said. “But we are rubbish at it, and we have known this for years.

“For plant suppliers, we’ve seen other companies’ machines come off as we come on and passed other companies’ machines on the way. We are driven to be competitive because utilisation matters a lot in the plant hire world, but we should also be able to collaborate sometimes too.

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PEOPLE

“The first bucket is the very explicit old-fashioned sexism from people who think women don’t belong in construction,” she said. “I think that’s pretty rare nowadays and I haven’t come across it much at all. However, if you do encounter it then, although annoying or upsetting, it is fairly easy to deal with as most people around you will agree it’s unacceptable and will back you up in not standing for it.

“The second bucket is the unintended microaggressions such as the ‘dear sir’ on an email, PPE not fitting, images of your workplace all being men etc. Although individually these might be seen as very minor and it might feel petty to be making a mountain out of a molehill, it is worth pointing out that mountains are made of molehills and these constant low-level signals cumulatively send a message that you don’t belong and shouldn’t be there.”

Emma describes the third bucket as the “horrible big black fog of unconscious biases – hard to see, hard to point out and hard to fix”. A study by Murray Edwards College titled ‘Collaborating with Men’ identifies six issues that women experience: Role congruence bias – men benefit from the association between stereotypical views and leadership.

Ability bias – men tend to be promoted on potential whereas women tend to be promoted based on experience.

If a task is complicated and fast-moving then diverse teams do better

“Overall though I would love to get away from it feeling like a transactional ‘pick up the phone and order a machine’ on these infrastructure projects, and instead us being involved in projects earlier so we can work together on the plan, with the best attachments and the best approach to delivery.

We can add much more value if we’re involved early enough and longer-term it would enable us to think more about innovation, which would bring with it a lot of efficiencies in both operational delivery and safety for the industry.”

Thirdly and by no means the least, Emma highlights the lack of diversity in the industry. Recent research by McKinsey found that companies with diverse teams were 35 per cent more likely to have financial returns above the industry mean.

“It is not a nice to have, it is not an extra, we need diversity if we are going to rise to the challenge of what we are trying to do,” said Emma. “If a task is complicated and fast-moving then diverse teams do better.

“I’ve been talking at conferences for years about the importance of diversity and inclusion and usually I will focus on things like microaggressions and unconscious bias. Then I got into rail plant, and we have jobs most weekends that don’t even have any welfare on site, so what chance do we have? That has got to change.

“We need it probably more than a lot of places and yet even the basics we’re not doing well enough.

That has to change to attract new people to the industry.”

In describing the issues, Emma splits them into three buckets: explicit, unintended microaggressions and unconscious biases.

Benevolent sexism – well-motivated people make decisions for women that damage their careers.

Performance evaluation bias – double standards – loss of temper judged differently in men.

Language bias – people talk over or don’t hear what women say.

Networking bias – men’s networks sideline women.

“The key insight from the research is committing to gender equality means men actively working to change workplace cultures,” said the former Construction Managing Director for Story Contracting.

Despite the challenges ahead, Emma is still confident and optimistic for the future, but this centres on diversity, inclusion and collaboration.

Project delivery “I’m really enjoying life at Story, particularly the role we play in ensuring the delivery of projects,” said Emma, who has worked in the industry for 15 years and was the first Cumbrian woman to study at Europe’s leading business school, INSEAD. “We’re the experts in plant which is a massive part of the delivery and although there are things that frustrate me, with that comes huge opportunities.

“Overall I’m an optimist and I am looking to the amount of amazing things we could do if we addressed those three things. We can totally rise to the challenge of delivering major infrastructure within the context of climate change, tight budgets and skills shortages if we start planning efficiently, thinking diversely and working collaboratively.”

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NEWS

Formal start of partnership working between local transport and national railway leaders

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ransport for Greater Manchester (TfGM) and Great British Railways Transition Team (GBRTT) have formally started work to deliver a more locally accountable and integrated rail network in Greater Manchester.

This industry-leading collaboration, which brings the railway and city-region together, supports the ambitions outlined in the Trailblazer Deeper Devolution Deal which was agreed between Greater Manchester and government in March this year.

The partnership supports the delivery of TfGM’s Bee Network vision for a sustainable, integrated, low-cost, high-frequency public transport system in Greater Manchester, with the ambition to integrate local rail into the Bee Network by 2030.

It will also support GBRTT’s vision for a simpler, better railway by ensuring that an improved customer experience, and closer working relationships with key partners, are at the heart of the future of the railway.

Balfour Beatty awarded c.£43 million contract to upgrade London Underground’s Piccadilly line Balfour Beatty has been awarded a c.£43 million contract by Transport for London (TfL) to deliver essential upgrade works on the London Underground’s Piccadilly line.

This latest award marks the second contract to be awarded under the London Underground High Voltage (HV) Power framework, to which Balfour Beatty was appointed last year.

Balfour Beatty will be responsible for the design, supply and installation of new assets at Hatton Cross and Hounslow substations, including transformer rectifiers, high voltage and low voltage switchboards, direct current switchboards and auxiliary transformers, and associated cable routes.

New strategy set to bring seamless journeys across the North Transport for the North (TfN) has launched its Connected Mobility Strategy for the North, aimed at supporting simple and seamless journeys for the region.

Connected mobility is the ability for different modes of transport to communicate seamlessly with each other to improve the reliability and affordability of passenger journeys, by allowing

integrated payment methods, ticketing, and journey planning.

The strategy aims to reduce duplication of processes, streamline payments and enable integration of ticketing across different modes of transportation by focusing action on three key themes: The Future of Ticketing; Data and Infrastructure; and Future Mobility.

Martin Tugwell, Chief Executive at Transport for the North, said: “The way people travel from point A to point B is changing and the strategy will go a long way towards giving passengers better information on their travel choices.

“It’s not about reinventing the wheel; instead, it’s about helping the wheel move faster for passengers in the North.”

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ADVERTORIAL

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Jordan Skey is approaching a year as Network Technical Head of Plant at Network Rail. He explains more about the journey ahead

The need for newer, more diverse, more capable machines W

ith ageing infrastructure, more extreme weather, and net zero targets, the pressure is on for rail plant to deliver efficiently, effectively and sustainably. This will be further tested throughout Control Period 7 when the emphasis will be maintenance of assets, with capital projects – enhancements – funded separately on a case-by-case basis and no longer forming part of Network Rail’s five-year settlement.

“It is inevitable we’ll need newer, more diverse and more capable machines, with access issues to tackle and a real drive to ensure we are keeping workers safe and using sustainable equipment that can handle the increasingly extreme weather conditions,” said Jordan Skey, Network Technical Head of Plant at Network Rail.

“We really need innovation and new systems, particularly when it comes to machinery safety.

We have a lot of rules and procedures and many processes to manage risk, however, engineering measures, in regards to the hierarchy of control, is always going to be better; however in a lot of cases we need innovation to implement those engineering controls. Innovation needs to happen quickly, but not in a way that is detrimental to our current safety profile. It has to be done with control.”

It is a challenge that Jordan, who started in the industry as a 16-year-old rolling stock apprentice, is excited and passionate about.

“Not only do I owe my entire career to the railway, but it’s an environment that has helped me grow professionally and personally, so I am extremely committed to the railway as an industry and committed to doing my bit where I can to help make it all work,” he added.

Jordan leads a team of engineers who cover wideranging aspects of plant engineering, including the assurance of running some of the business-critical processes such as product acceptance, engineering verifications for fixed-plant assets, and asset technical reviews internally within the business. He also consults with RSSB and the M&EE networking group on standards and codes of practice, as well as Network Rail’s own standards relating to plant, competency frameworks.

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He also has input into the technical requirements for competency and training with Network Rail training.

“I’ve joined an organisation that’s been through several big changes, such as devolution, which has really changed the internal workings and also the relationships that we have with the routes and regions, so a priority for me is maintaining and building on those relationships, with the team and I getting out and about to the delivery units and depots where we can,” said the former Professional Head of Plant at Transport for London (TfL), who joined Network Rail nearly a year ago.

“My role at Network Rail is not radically different from my time at TfL and having worked within the plant discipline within the industry for several years means I already had contacts both in the organisation and within the industry, which has made the transition a lot smoother.”

A focus on standards A focus of his first nine months in post has been looking at how to best describe the assets within the plant discipline, and how these assets should be managed, as well as how it undertakes some of its core processes including the assessment of on-track plant. He has been working on the consultation for some of the big standards like RIS-1530-PLT and has started reviewing RIS-1710-PLT with the RSSB for engineering certification.

“Machinery more generally has seen huge technological advances that are being implemented

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on a very rapid scale and we’ve got to be careful about how we are going to implement those within the railway environment,” he said.

“Connected autonomous machines are something that we are thinking about a lot, including machines with evolving behaviour.

“I also sit on the European Working Group for the development of Railway Construction Machinery Standards, and AI or machine learning is becoming a very hot topic, especially noting the upcoming changes to the Machinery Regulations. Sustainability and weather resilience is also something that is starting to be discussed more frequently.”

Adverse weather This was particularly relevant with Jordan speaking with Rail Director as Storm Babet hit the UK, leading to some extreme flooding in Scotland, turning some railway stations into canals.

“When you see the pictures of what the weather does to the railway it really does make us think about what machines will need to be available for the future, that can deal with the weather in terms of not only their design resilience, but also what types of machinery are going to be needed to maintain the railway under these conditions,” he said.

“What is left behind after the flooding is a huge amount of debris, silt and damage that would prevent the railway operating reliably and safely, so we need machines capable of dealing with this now and in the future as these extreme weather occurrences become more frequent.”

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Power sources for equipment is an ongoing challenge facing the plant sector, particularly surrounding air quality. But Network Rail is seeing success, most notably in recent months during overhead line equipment renewals in Royston which for the first time in its Eastern region, were carried out with the worksite producing zero carbon emissions with engineers using hybrid rail engineering vehicles operating solely in battery mode, welfare facilities powered by batteries, and battery and solarpowered tower lighting through the site.

Sustainable considerations “For sustainability, the real driver when it comes to change in plant and machinery is around air quality, however, there are some issues around technology readiness,” he said. “Battery-powered tools and equipment are now commonplace on the railway, because not only do they provide a better sustainability and air quality profile, but there are ancillary safety benefits, such as the fact that electric tools tend to produce lower hand-arm vibration.

“However, when it comes to bigger lithium batteries outside of the rail industry there have been recent cases of fires and unfortunately, we have also seen this with some of our own smaller tools and equipment. If we continue to invest in battery-powered technology, we have to be mindful in managing these risks.

“For some of the larger machinery, especially noting the way that it is used in the railway environment, it can be challenging to incorporate battery technology as a primary means of power, as the operation of the machines does not always provide a great use case. With rail plant operating more statically relative to other vehicles, it is much more difficult to regain the energy used through regeneration, leading to more work going into alternative fuel types.

“There are machine manufacturers that have invested heavily in the development of hydrogen combustion engines and a hydrogen fuel cell powered train has operated on the mainline, but if that is a route we decide to go down or invest in heavily, we are going to have to think carefully on how to manage the issues related to hydrogen storage and the infrastructure we will need for refuelling etc.”

Detection systems Looking to the future and Jordan is particularly excited about innovation in the integration of safety systems that can provide accurate detection and prevention of incidents.

“We’re quite heavily involved in the implementation of some collision avoidance systems, for both the protection of people and the infrastructure, which is a particularly tricky problem for plant because of the nature of what it does,” he said. “On a worksite where there is equipment that, by its design, incorporates multiple large moving parts, maintaining exclusion zones for sites with multiple machines can become very complicated.

“However, we have seen a few initial prototypes of camera, proximity sensor and LiDAR-based systems that have the ability to detect people and other machines. The real benefit in fitting these systems and thinking more for the future is that they don’t

just perform a collision avoidance function, but you can actually use them to constantly gather data on how the machines function during their operation, something that would be incredibly useful and that is very difficult to gather currently.

“We’ve got a lot of data sources for the infrastructure itself, so pairing this with the machine data is fundamental to achieving the goal of having more automation in worksites and more automated machinery generally. This means that we need to start investing in technology that gathers data for us to enable that in the future.

“Also, fitting systems that can process inputs in real time and integrating movement limiting devices could prevent machines from striking parts of the infrastructure, but without fitting equipment to gather the data it is hard to build the system to do this, so that is where we need to find clever ways of integrating systems, not just for the sole purpose of what they can provide right now, but to unlock that future benefit.”

We have seen a few initial prototypes of camera, proximity sensor and LiDARbased systems that have the ability to detect people and other machines

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16

INFRASTRUCTURE

Sir John Armitt, Chair of the National Infrastructure Commission, discusses rail infrastructure projects and the decision to cancel phase 2 of HS2

Pressing need to modernise transport infrastructure

“C

onfused” is the single word Sir John Armitt would use to describe how he thinks the rail industry is feeling at the moment.

The Chair of the National Infrastructure Commission’s (NIC) answer comes weeks after phase 2 of HS2 from Birmingham to Manchester was cancelled and more than four years since the government last published an update of the Rail Network Enhancements Pipeline.

“It is an odd decision regarding HS2,” he said.

“I’ve been a supporter of the project since 2008.

You cannot continue to hold the railway together with sticky tape and string and you can’t continue to

have a railway which was built nearly 200 years ago, you’ve got to invest for the future.

“It hasn’t got to be only about speed, it has to be about reliability. The most reliable railway that we have is HS1 and that is what you get when you build something properly and not just tinker around taking it apart in the evening, bolt it all together at 5.30am and assume it is all going to be great for the first train that comes through at 6am. It is almost designing it to fail by just constantly rebuilding, repairing, renewing etc, you have occasionally got to build a new railway and that is what HS2 was about.”

The £36 billion from phase 2 is being reinvested in hundreds of transport projects across the country

under the Network North banner, which the Prime Minister says will benefit “far more people, in far more places, far quicker.”

Sir John said: “While it is welcome that the money will be directed into rail and other transport projects for the North and Midlands, it’s not yet clear how the collection of schemes announced will address the gap left behind by HS2.

“We need to think carefully about how we can reconfigure this in a way which is going to make building the first part of HS2 worthwhile, because if all we are going to do is travel from London to Birmingham, and then get a donkey and cart the rest of the way, that is frankly not a very good solution.

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It calls for action to tackle road congestion and “There needs to be proper understanding of If all we are how we are going to effectively join Birmingham to improve public transport, leading with investment Manchester for the longer term. How we are going of £22 billion between 2028 and 2045 in major going to do is to get more capacity, how we are going to stop transport projects in England’s largest regional cities M6 becoming totally congested, how we are outside London. travel from London the “The good news is that modern, reliable going to ensure the West Coast Main Line is able to operate properly, and how are we going to put infrastructure can support economic growth, help to Birmingham, and trains that have not been designed for the West tackle climate change and enhance the natural Main Line on the West Coast Main Line. environment,” he said. then get a donkey Coast “We stand at a pivotal moment in time, with Fundamentally there are some real issues to be the opportunity to make a major difference to this addressed.” and cart the rest Sir John was speaking at the Railway Industry country’s future. But we need to get on with it.” much relevant to the assessment and Association (RIA) Annual Conference shortly after of the way, that is the NIC released its second National Infrastructure theVery current situation for the rail industry on the Assessment – a five-yearly review setting out a whole, Sir John was asked at the RIA Conference frankly not a very programme of transformation for the country’s about what he would do if he was in charge of the energy, transport and other key networks over the industry. good solution “Fundamentally you have to have a vision, you next 30 years.

Its recommendations in relation to transport include: Major public transport upgrades in England’s most congested cities to unlock economic growth.

An urgent and comprehensive review of rail priorities for the North and the Midlands following government’s decision on HS2.

The assessment stresses the constraints that urban congestion places on economic growth, and the likely increases in future transport demand within city regions.

have to know where you are trying to go and you have to get people buying into that vision,” he said. “That message has got to be clear, you have got to be out there in leadership and you also have to listen to what is being said, creating a belief and a vision that people can get behind and then gradually work together through the holes by being open, collaborative and working as a team.

“There is a unified devotion of the people in the rail industry in providing a service. That is what people enjoy, providing something the public wants and needs and people take an enormous amount of pride in it, with some families’ involvement in the railways going back generations.”

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18

ADVERTORIAL

Experience is often the cornerstone of success, and in the case of Kieran Moran, Operations Director at SEP Geotech, it isn’t just a word on his CV – it’s a lifelong journey that has shaped the very foundation of this company’s direction

Breaking New Ground in Site Investigation: SEP Geotech S

EP Geotech owes a significant part of its identity and success to Kieran Moran, a man whose drive, determination and unparalleled experience in the industry have made him the driving force behind the company’s evolution.

Kieran is leading SEP Geotech into new realms within the geotechnical engineering world, drawing on his unique background and understanding of both industry requirements and technological advancements.

A geotechnical career journey Kieran’s journey into the world of geotechnical engineering began at the young age of 17 when he joined a family business specialising in the same field in Liverpool. Starting out as a driller, Kieran delved into the nitty-gritty of the industry, truly learning the meaning of hard work.

However, this job wasn’t just about getting his hands dirty; it was also an opportunity to gain firsthand knowledge of running a successful business. It was during this time that Kieran realised his future lay in leading a business and heading up its operations.

He explained: “I looked at my cousin as a mentor and soaked up knowledge like a sponge. I’d never met someone with that drive, motivation, and ability to juggle so many tasks at once. I really respected what he did.”

“When you learn from somebody like that, who’s open with how they do things, you get exposed to new aspects of the business. This is when I quickly realised that the senior positions were for me.”

After departing from the family business, Kieran’s journey led him to another geotechnical company, this time in Manchester. It was here that Kieran could put his skills into practice, transforming the company’s monthly turnover of £30,000 to a staggering fivefold increase of £150,000 by the time he left.

Leaving a business where he had made such a significant impact wasn’t an easy decision, but sometimes, opportunities come knocking at the right moment.

During a sub-contracting with SEP Rail Services, Kieran’s talents were noticed by the other SEP Directors who were exposed to him. They were

particularly impressed by Kieran’s exceptional work ethic and strong site management skills, with SEP Geotech Director James Morrow stating: “After seeing Kieran on site, it became evident that he possessed the technical ability and determination required to lead our emerging Geotechnical Division. His commitment to project delivery really stood out to me; I knew he would be the perfect fit for the business.”

Due to this perfect cocktail of work ethic and industry experience, Kieran was invited to form SEP Geotech and take the helm of the business – a role he knew he was the right candidate for.

Since Kieran’s appointment over two years ago, the SEP Geotech team has grown from a modest four members to a dedicated and skilled workforce of 12.

With a steady flow of work coming into the business, Kieran is now turning his attention to a specialism he gained expertise in back in the days of the family business - piling.

I’d never met someone with that drive, motivation, and ability to juggle so many tasks at once. I really respected what he did

November 2023

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ADVERTORIAL

Building strong foundations With a keen eye on the future, Kieran recognised there was a gap in SEP Geotech’s offering: “What SEP Geotech does ties together perfectly with piling. The purpose of our investigation forms the basis of the pile design, and our sister company, SEP Rail Design, designs the piles; now we will install them.”

Piling, in engineering terms, involves the installation of foundations driven or bored into the ground to transfer loads to deeper, more stable soil.

These structural elements are essential when the natural bearing capacity of the soil is insufficient for supporting heavy construction loads.

Kieran’s extensive engineering experience, developed since his teenage years, has been centred around piling. He explained: “This is a critical moment for the piling and foundations industry. Exciting innovations within pile design and installations are allowing for improved project turnaround times and more technically demanding programmes.

“By leveraging our team’s experience, alongside utilising the wider SEP Rail Group’s capabilities, SEP Geotech is in a perfect position to deliver projects from feasibility to design through to completion.”

Prioritising growth and expertise Investing in the professional development of the current team is also not just a priority; it’s a key part of SEP Geotech’s vision for the future.

While the demand is always there for new staff, Kieran knows the value of hiring the right people: “This industry isn’t for the faint-hearted. Late nights, early mornings. Long periods of time away from your family. My office is my mobile phone and my van; we’re always on the road, on-site, and getting our hands dirty.

“Our team shares a deep commitment to the enduring success of our business and is constantly seeking ways to enhance their skills and improve our services.

“We take pride in being one of the few geotechnical companies that offer specialised drilling NVQs to our team, ensuring that our workforce remains at the forefront of industry expertise and quality.”

Investment in staff is one thing. But the evolving rail industry landscape also demands industryleading equipment. To address this, Kieran provides a candid glimpse into a forthcoming investment at SEP Geotech: “We’re investing in a new, state-of-the-art solution designed for safe work on embankments, slopes, and even over water. This innovation eliminates the need for traditional rope access, streamlining our processes even further.”

As SEP Geotech continues to evolve and expand its offerings, one thing is clear: Kieran Moran’s experience, dedication, and vision will remain at the forefront, driving the company to even greater heights in the geotechnical engineering industry.

This is a critical moment for the piling and foundations industry

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INFRASTRUCTURE

Hamish Critchell-Ward, Environmental Manager at Network Rail, has described the project as just the beginning, adding that he is confident this way of working will expand further into future engineering work

First-of-its-kind zero emission engineering work at Royston

N

etwork Rail recently piloted a zeroemission worksite, with engineers using hybrid rail engineering vehicles operating solely in battery mode, welfare facilities powered by batteries, and battery and solar powered tower lighting throughout the site.

Teams worked over four nights to complete overhead line equipment renewals through Royston Station, without the use of traditional, carbonintensive, diesel-powered generators and rail equipment.

Hamish Critchell-Ward, Environment Manager at Network Rail, said: “This is a hugely positive step forward for Network Rail and the rail industry.

We’re passionate about finding better, more environmentally friendly ways of carrying out essential maintenance and this is a great example of that.

“It has been great to work with industry partners on this project. Their support has been invaluable in helping this pilot be as successful as it has been.

As we move forward and develop, Network Rail will continue to work closely with its supply chain to deliver environmental benefits during its work.

“This is just the beginning for us and we’re confident that this way of working will expand further into future engineering work.”

Battery power The work on renewing the overhead line equipment at the station and the immediate surrounding area has been designed to make the equipment more resilient which means that passengers can experience smoother, more reliable journeys.

On site was an 80Kw battery pack which powered the welfare facilities and charged the rail vehicles after they had been used for the work. Engineers also used battery-powered tools, and materials such as plastics, paper and other consumables were all recyclable.

This way of working meant that zero carbon emissions were emitted on the site and is a first for Network Rail in its Eastern region. The organisation is looking at ways to roll this out across future engineering worksites after a positive pilot, in a bid to help Network Rail on its way to reaching its target of being net zero by 2050.

Owen Laws, Electrification & Sustainable Development Project Manager at Network Rail, said: “This project has been months in the planning and preparation, and I’m delighted that it has finally come to fruition and been so successful.

“We want this to be a rolling programme of work throughout Network Rail and I’m looking forward to helping other teams deliver engineering work projects in a more sustainable way.

“Renewing our overhead line equipment at Royston creates a more resilient railway network, improves reliability, and means more reliable journeys for passengers.”

Image: Network Rail

This is just the beginning for us and we’re confident that this way of working will expand

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PEOPLE

Debbie Francis OBE has been appointed as the new Managing Director of Loram UK. She explains more about the journey ahead and improving diversity in the rail industry

Grinding out stability and new markets

I

t was the opportunities ahead and the feeling of being able to make a difference that attracted Debbie Francis OBE to the role of Managing Director of Loram UK. It is an exciting time to be involved with the rail and rolling stock specialist, with two major Network Rail contracts coming up for renewal and the ongoing work to build a new grinding machine in the UK.

“I am delighted to have been asked to lead Loram at this exciting time for the business,” she said. “Work has begun on building our state-of-the-art RGX Rail Grinder in Derby, we have some big Network Rail contract renewals coming up, and my team is developing new markets in both Europe and the Middle East.”

Debbie will build on the company’s strong relationships with key clients such as Network

Rail, oversee the delivery of the first Loram rail grinding machine being built in the UK, and lead the organisation as it expands across Europe and the Middle East, where Loram has recently won a significant contract with Etihad Rail.

“As a company, grinding is our bread and butter and the core of what we do; we know how to build them, we know how to operate them and the problems involved in them,” she said.

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PEOPLE

“We are experts in rail grinding globally and with the older machines in the UK we are good at maintaining them.”

A more agile company The company continues to grow apace seven years on from completing its acquisition of RVEL, the UK specialist rolling stock engineering and operating company. Recently Loram UK has invested in its assets and facilities and realigned the senior leadership team, which has led to a more efficient decision-making process and allowed it to be more agile.

“We’ve had several years of rapid growth so now we need a little bit of stabilisation to get things in place for the next stage, because there are a lot of great opportunities in the future for us,” said Debbie. “The aspiration centres on creating a solid platform and then giving people a glimpse of what is next for Loram UK. “I am ambitious, but the key is not to get ahead of ourselves. We have 150 people working for the company and some of the contracts we have expire in the next year, so it is important we re-win those contracts. Getting ready for expansion is important, but so is securing the longevity of the business I’ve currently got.

“The work on the new grinding machine is particularly exciting for all of us, especially with it being the first new build machine being built in Derby. It has been a great collaborative effort and it is a fantastic opportunity for us here and everybody feels that. I can’t wait to have a photo alongside a brand-new British-built machine when it is finished next summer.”

The new machine is being built to technical specifications for interoperability across Europe and is ETCS (European Train Control System) loaded, ready for the European network.

Debbie, who first joined Loram UK as senior independent non-executive in 2020, and in her new role is tasked with actively supporting the board and the management team, said: “A priority for me is securing the future of the people I’ve got here and how do I help them achieve their ambitions.

“The rail grinding machine is the first time we’ve had the chance to build here thanks to the capital investment by the parent company, so my focus immediately is to be not thinking about what is the next build, but to concentrate on building this machine really well, getting the compliance and ensuring it all goes efficiently and smoothly.”

Loram offers a complete range of rolling stock engineering, maintenance and restoration services, RISAS-approved bogie line, plus advanced trackfocused infrastructure services, rail grinding and innovative maintenance of way. It is uniquely qualified vv to support both wwvehicular and on-track engineering and maintenance needs for the industry across the UK and internationally.

Alongside the work on the new rail grinder, the company is also maintaining 65 dedicated rail vehicles that Network Rail uses to digitally measure and analyse track and structural assets and operates and maintains a small specialist fleet of rail vehicles used for inspections and track recording and analysis of switches and crossings integrity.

The work on the new grinding machine is particularly exciting for all of us, especially with it being the first new build machine being built in Derby

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PEOPLE

“The work being done at Loram UK is fantastic,” said Debbie. “Just one example is the side tipper wagons that come in here. The contract for the side tipper conversion was tendered late 2020 and won by Loram, with the conversion works being undertaken in our ‘VWS’ workshop RTC in Derby.”

Overhaul The contract covers box design and replacement as well as 10-yearly bogie and wheelset overhaul, along with the stripping of the original boxes and tipping mechanism.

Debbie added: “The specification was designed to standardise the wagon with Network Rail’s other low sided boxes (the Falcon wagons), the aim being to reduce the number of times wagons have to be moved around the network because a particular type of box has been ordered. This overhaul also represents Network Rail’s commitment to life extension of vehicles and investment into sunk carbon.”

To comply with specification, Loram worked with design and approvals teams to overcome the challenges of weight, gauge and cubic carrying capacity to design a new box that would fit onto the existing underframe of the side tipper.

This box unit is produced by MTL advanced, a

Rotherham-based specialist fabricator. Units are then shipped to the RTC to be fitted to the modified underframes and converted from fixed rake to individual wagon formats with new buffer and drawgear fitment, before the completed unit goes into one of Loram’s two on-site paint shops for final spraying.

Debbie said: “Looking to the longer term, we’ve got a pipeline of opportunities in Europe that will need new grinding machines. We will still do infrastructure maintenance, but we will do fewer small projects and focus more on the new build opportunities which won’t just be good for Loram but great for Britain and for the economy. This is particularly exciting and something you don’t see every day.”

A passion for rail Debbie has extensive experience of the rail sector in a journey over the last decade that has seen her hold a number of senior executive roles, most notably as Managing Director of Direct Rail Services and prior to that as Finance & Commercial Director of Network Rail’s former London and North Western Route.

“It is an industry I love so much, but a passion that only started when I joined finance in Network Rail,”

she said. “To be great in finance you really have to understand the business because it isn’t just numbers, the numbers tell a story and you read them like a book and not like a spreadsheet.

“You can only do that if you know the business and have an interest, so when I have switched industries in the past, I’ve gone in and within a couple of months I’ve got it worked out and know what happens when you pull that lever and what it is that drives the industry. When I joined rail the complexities of it just blew my mind, but I like the challenge and as an industry, it’s been fantastic for me.”

As well as the full-time job, Debbie is an advocate for gender equality and was awarded an OBE in 2021 for services to Women in Rail. In her remaining spare time Debbie is involved with the Railway Childrens’ Ball, the National Rail Awards and is Chair for several organisations.

“It was in senior positions in the rail industry when I really stood out as a woman and I suppose I reached an age at that point where I realised how much effort and additional work I’d had to do to get there wasn’t right,” she said.

“It wasn’t right that, because I was a woman, I had had to do so much more than everybody else around me to get to that point, and I don’t want that to be the case for the next generations. The rail industry has been open to the idea and given me a platform to try and change that. There are some amazing women in rail that I work with and have worked with that are doing the same thing and it is phenomenal.”

More women in rail Debbie admits that despite the hard work across the industry, it isn’t having the impact hoped in attracting more women into the rail industry. To examine why that is the case, she is currently doing a PHD on women in rail and the lack thereof, and to understand why after all the efforts of the industry there hasn’t been a huge increase.

“The effort that’s happening now is not moving the dial the way we would like, which is one of the things I am studying on my doctorate, but it is not through a lack of people trying,” said Debbie. “The complexities and the opportunity to really step out there and be able to make a difference have made it such a fascinating experience working in the rail industry. This is only heightened by the journey ahead with Loram.”

Visit https://loram.com/ for more details.

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ADVERTORIAL

Craig Mills, Environmental Manager at COOMBES, explains more about a lineside managed sustainably for safety, performance and the environment

Prioritising biodiversity without compromising safety

E

nsuring that the railway runs safely and efficiently while simultaneously promoting the wellbeing of trackside vegetation and wildlife requires a fine balancing act.

The challenge comes as a Department for Transport commissioned independent review of Network Rail’s approach to vegetation management concluded a culture change was needed within the organisation to view lineside vegetation as an asset, not a liability.

“Managing the lineside and making it safe can go hand in hand with enhancing habitat and biodiversity,” said Craig Mills, who leads a rail-dedicated environmental team consisting of CIEEM-accredited ecologists at COOMBES. “I’ve been working within the rail industry since 2010 and have seen over that time how things have changed

in terms of people’s perceptions, understanding and attitude when it comes to the environmental side of things. There is a long way to go, but I’ve been given a great opportunity to build a team which can accelerate the changes needed.”

Net gain in biodiversity COOMBES’ expertise is particularly valuable at this time for the UK rail industry, given that Network Rail is committed to achieving no net loss in biodiversity on its lineside estate by 2024, with the aim of ensuring a net biodiversity gain by 2035.

Going beyond ‘no net loss,’ the longer-term goal is usually to achieve a ‘net gain’ in biodiversity. This means not just offsetting negative impacts but improving the overall biodiversity along the railway

by adopting different vegetation management techniques or adjustments made to the specification of works, whilst complying with Network Rail standards, which would thereby contribute positively to local and national ecosystems.

To advance its sustainability goals, Network Rail launched the Kent Habitat Trials in 2020, serving as an innovative effort to blend railway safety and efficiency with ecological sustainability.

Collaborating with the Network Rail Southern Sustainability team and environmental experts like COOMBES and engaging local stakeholders, the trials aim to create safe and compliant biodiverse habitats, with the broader vision of Network Rail applying these learnings across the Southern Region and potentially nationwide.

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ADVERTORIAL

Sustainable practices As a company, COOMBES’ perspective on vegetation management has always been somewhat unique.

Founded in 2002 as a forestry company, over the years, they have built out various departments, including arb, fencing, civils, OTP, and environmental. This multi-disciplinary background and diverse mix of skillsets, along with the lessons learnt and experience from their participation in the Kent trials and habitat management plans (HMPs) created for project sites across the region, enables them to approach vegetation management from a holistic ‘whole estate management’ perspective.

“Years ago, it would be straight through lineside clearance with little consideration to enhancing the habitat. But now, prior to any works, we are doing all of our ecological baseline assessments and producing preliminary ecological assessment reports. We are identifying key habitats and potential areas for enhancement and looking at how we can adjust the clients’ scope of works or specifications to enhance the habitat and ensure there is no biodiversity loss whilst still maintaining the safety of the line.”

Craig continued: “To achieve no-net loss and to meet our objective of a BNG gain on all sites for our clients, we shall continue to deliver our standard enhancement methodology, which includes retaining and improving connectivity throughout the lineside estate by creating hedgerows and infilling the gaps through the planting of native species. We also repurpose on-site materials to create amphibian and reptile refuges and, when suitable, maintain standing deadwood and use veteranisation techniques to create habitats that attract and sustain a diverse array of invertebrates and bats.

“Ground scrub will be selectively managed to reduce the undesirable species and to create a scrub-grass land mosaic, complementing the existing seed bank with the introduction of our in-house bespoke native wildflower and meadow seed mixes that we have trialled and found to be successful in increasing the abundance of pollinators and invertebrates.

“We are trying to get everyone in the same mindset of managing biodiversity on the lineside,” Craig said. “It’s encouraging to witness our teams actively embracing this goal. Our approach is centred on knowledge-sharing and collaborative efforts to enhance habitats. The resulting transformation offers not just a visual improvement but also adds tangible value to the ecosystem.”

For instance, a discovery involving a rare species of bee serves as a compelling case study. Craig explained: “After the bee was identified, we consulted with a local trust to understand its preferred habitat.

This collaborative effort allowed us to change our work scope, leading us to plant species that facilitated an extension of the bee’s natural habitat from the neighbouring lands onto the railway.”

Such strategic stakeholder engagement not only informs sustainable practices but also helps engender community trust and ownership. It fosters a sense of collective responsibility, ensuring that the biodiversity gains are not only measurable but also meaningful to those who share the local environment.

We are trying “Ensuring the work yields lasting benefits for the environment hinges on accurate and thorough to get everyone in data gathering and mapping,” said Craig. “Our the same mindset field surveys identify key habitats and species, both on-site and in surrounding areas, establishing a of managing crucial ecological baseline that sets the stage for monitoring biodiversity gains.” biodiversity on Craig emphasised that COOMBES is embarking on a comprehensive digital transformation. “We’ve the lineside initiated the process of ecological mapping but are Leveraging data for long-term environmental impact

expanding it to cover a broader regional scale. All the data we gather will feed into a centralised GIS platform that serves as a comprehensive resource.

This will enable project and works managers to access a full spectrum of insights, from identifying non-native species on specific track sections to understanding existing environmental limitations and recommendations.”

In the course of upgrade and enhancement projects, some degree of habitat and biodiversity loss is often unavoidable. Craig said: “That’s where data and mapping can really come into play.

Through our ongoing work on the network, we can identify and catalogue opportunities for biodiversity enhancement. These become part of a live database that can be leveraged by Network Rail or other partners to offset losses in their projects or even create new gains.”

The strategy, Craig added, is to consolidate all data into one definitive source. “This allows for realtime, transparent management across planning, delivery, and maintenance phases. Not only does this streamline operations, but it also enables us to track and showcase the evolution of habitats and the incremental value added to biodiversity over time.

“Ultimately, all these efforts align with our overarching mission to guarantee the safety of lineside environments while concurrently boosting biodiversity and advancing sustainability goals,” he said.

For more information, please visit: www.coombesgroup.com/

The importance of stakeholder engagement To achieve effective lineside management, more investement is needed to rely solely on technological solutions and internal initiatives. Robust stakeholder engagement is also necessary to ensure success.

In order to achieve this, it is important to involve environmental organisations, local communities, and other relevant parties. By doing so, the effort becomes a collaborative endeavour that considers multiple perspectives and local nuances.

November 2023

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The Transport Benevolent Fund has turned 100 this year.

Chief Executive Officer John Sheehy says it is needed now more than ever

Transport Benevolent Fund CIO names train to celebrate centenary

T

he Transport Benevolent Fund CIO (TBF) is celebrating its centenary this year. Formed on 1 January 1923 as the Train, Omnibus and Tramway Benevolent Fund, it was the successor to the TOT Mutual Aid Fund set up during the Great War. Members paid subscriptions on a voluntary basis, and these were matched penny for penny by their employers, the Train, Omnibus and Tramway Group of London passenger transport companies.

This enabled the service pay of employees to be supplemented so their families would not suffer undue hardship. Special help was also provided to relieve domestic difficulties and to offer medical and legal advice.

The TOT Group and other undertakings were

amalgamated to form the London Passenger Transport Board (London Transport) in 1933, so the name changed to the London Transport Benevolent Fund. It changed again, to the Transport Benevolent Fund, in January 1990. Membership was no longer restricted to those working for TfL, and members could now work for the public transport industry all over England, Scotland and Wales.

Membership peaked at around 68,000 before the COVID-19 pandemic. Thereafter, it fell back a bit, to 59.000, but is now recovering.

John Sheehy, the TBF’s Chief Executive Officer, explained the fund’s current role. “It’s needed more now than ever, especially with things like the cost-ofliving crisis we’ve just had,” he said.

The wellbeing of transport workers and

their dependents is a major concern at present.

“Counselling is going up,” John commented, “and hardship grants for priority arrears such as gas bills, electricity bills, mortgages and rent. We can’t pay all those arrears, but we can make a difference and help keep people’s heads above water.”

“I think, in the modern world, everyone’s living on the line. It only takes one little thing that they haven’t budgeted for or was unpredicted – they might have had something wrong with a family member, their partner might have suddenly lost their job, or something’s happened to a child – it’s a sudden cost they were not expecting.

“And because they’re right on the margin, the extra money that they need for that has to come from somewhere.

November 2023

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17/11/2023 15:03

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PEOPLE

“We don’t make up the shortfall in their pay, but if that leads to them being in arrears on a bill then we can help them with a grant towards whatever that bill may be.”

Train naming – part one The TBF plays a very necessary and worthwhile role, even in the 21st century, and, to mark the fund’s centenary, South Western Railway (SWR) agreed to name one of its trains after the TBF. As a result, representatives of the TBF and the industry recently gathered on Platform 19 at Waterloo to mark the occasion.

The Class 450 train, appropriately numbered 100, duly arrived and people gathered round to admire the nameplate and take photographs.

VIPs were expected to arrive shortly to carry out the naming ceremony when suddenly a number of passengers appeared, boarded the train, and it departed!

It turned out that a track circuit failure had caused Platform 11 to be taken out of commission, and the only spare train available for the 10:30 service to Guildford was the unit sitting in Platform 19. ‘Putting Passengers First’, SWR made the change, and ‘our’ train left for Surrey.

All was not lost as the train would be back in 50 minutes. SWR’s media team provided coffee and SWR Managing Director Claire Mann and Network Rail chairman Lord Hendy of Richmond Hill took time out to chat with the other guests.

Reflections Claire Mann explained why she had been so easily persuaded to name one of her trains after the TBF. “South Western Railway has got the biggest membership of the Transport Benevolent Fund in the country,” she said.

“Over half of our colleagues are members of the TBF and it’s really, really important, because we have a behaviour and a value around looking out for each other. I think having so many members (over 2,600) shows that that’s what people are doing, and I am encouraging even more of my colleagues to join.

“We’ve been through some really challenging times through COVID, and people have had some struggles, mentally as well as financially. I know many colleagues of mine who have been supported by the fund and the charity and really see the value and benefit in it. And the fact that everyone comes together to support each other is really, really important.”

Peter, Lord Hendy of Richmond Hill is Chairman of Network Rail and Deputy Chairman of the Great British Railways Transition Team. He reflected on the need for a charity such as TBF. “Sadly, in the third decade of the 21st century, we still find ordinary people who work for the railway transport industry sometimes need help beyond that which the state can give them and help beyond what their employer can give them,” he said.

“So, having a mutual organisation, which is able to support staff and their families when things go wrong, as they sometimes do, turns out to be as needed now as it was when it was first invented 100 years or so ago.

“There is only so much an employer can do, especially a public sector employer, and I think that the TBF is a great safety net. It does great work, it’s run by the staff themselves, it’s not a managementorientated organisation and I think it’s really important to have things like this.

“If we were in a different world, you might imagine the state and employers could do everything, but we’re not, and that gap is filled beautifully by the TBF. “Sadly, people still find themselves with incurable diseases, they find themselves unable to work and support possibly a large family with children or with elderly dependents. And an employer, any employer, is not able to help people much beyond what they pay them. So, what’s wrong with a safety net? Everything’s right with it, isn’t it?”

Train naming – part two Coffee and conversation nicely filled the time until train 450100 returned from Guildford, this time into Platform 18. TBF staff and guests rapidly gathered round its smart new nameplate in case the train disappeared again, and speeches were made.

Claire Mann spoke of the railway industry’s generosity and community spirit, which are reflected in its support of the Transport Benevolent Fund CIO. She said she was pleased to be celebrating 100 years

of the TBF at Waterloo, which had itself celebrated 175 years just a few weeks previously.

Lord Hendy described the TBF as a really valuable organisation that gives a valuable service and demonstrates the community of the transport industry in people helping each other. “It’s an honour to be associated with it and it’s a pleasure to be here,” he added.

TBF Chairman Rob Jones thanked everyone for coming and joked that he had cut his speech down so as to be able to deliver it before the train departed again, this time as the 12:15 to Portsmouth! After 33 years in the bus industry, he said that he still has just as much passion for trains and was proud to be part of this “once-in-a-lifetime event”.

“The success of the Transport Benevolent Fund is down to our patrons, our trustees, our staff, our organisers, and everyone on the TBF team that puts in the hard work to make sure we can look after people through times of need, not just with financial support but with advice on the way forward and how to manage their money.”

Rob also thanked all the TBF members who make a payment every week, which then allows the fund to support other members of the transport family. “With their help and support, we can hopefully do this for many, many more years to come,” he concluded.

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Railway Chaplain Mike Roberts writes about nurturing and developing bandmaster leaders who can bring it all together for each and every performance

Delivering day after day

D

uring the summer I was gifted tickets to the Royal Edinburgh Military Tattoo.

I had very few ideas about what to expect, apart from being fairly sure that there would be marching and bagpipes.

After the climb up to the castle on a gloriously warm summer evening we took our seats high above the city of Edinburgh as dusk approached.

Exactly on time, as you’d expect, the first military band marched out of the gate of the castle into the arena. Over the next eighty minutes, the performances didn’t pause. One led seamlessly into the next, with bands from the UK and Ireland joined by groups from Trinidad, Switzerland, Norway, Australia, and the United States. Each one, although different, brought across the same underlying skills – each relying on discipline and precision. Each used different skills and celebrated a different story, but without fail, they needed to be precise in how their performance was delivered.

Now, here’s the secret. I never liked bagpipes. I always thought they were a bit screechy and it’s fair to say that they aren’t my cup of tea. You can flick through my entire Spotify playlist and you won’t find any evidence of “Top Hits on the Bagpipes” or anything similar. I wasn’t sure which I was more nervous about – the Vietnamese lunch (where a prawn popped up in my friend’s vegan lunch) or bagpipes before bed.

However, when that first massed band of drums and pipes started up, I was unprepared for the power and emotion of the music. The sound of dozens of pipers is quite different from what I was expecting. When the music came together the result of the composition was amazing. It felt like each one of the 800 participants in the arena was performing just for us.

Peak performance The truth, of course, is that for three weeks in August, they perform every day, sometimes twice a day, and maintain that discipline the whole way through. As I sat in our hotel that evening, relieving the memories, I wondered how hard it must be to deliver exactly and absolutely on point the same thing night after night, performance after performance.

It made me realise what we ask so many of our critical staff to do every day. When we ask drivers to traverse the same routes, signals and stations day in and day out, or when we ask engineering staff to repeat the same procedures, we’re challenging them to stay alert and awake to those demands and deliver precisely (and safely) every time.

During the finale of the tattoo, when almost all of the eight hundred are in the arena at once, it only takes one of those to be out of place or out of time by a single step to create an imbalance across the whole arena. Nowhere in that group was there someone who mattered less than the others. There is no such thing as a good SPAD, or an unimportant miswire.

And seeing the discipline of the military bands made me ask, how do we back our teams to deliver the same things over and over again?

I know nothing about how we keep pipers and

drummers sharp in repeated performance, but the conversations that we’re having in the railway industry about non technical skills and human factors are becoming more and more critical– but we need to realise that a driver is not just a driver. The skills, both technical and non-technical, required for a Northern driver at Piccadilly doing three round trips to Hadfield and around a hundred stops in a rostered diagram are hugely different to the driver on the platform next door, who will do a London Euston return and cover eight station stops all day. One will spend a significant amount of time at 125mph, while others will spend it at speeds of around 50 for most of the day.

There is more to train driving than being a train driver, there is more to being a dispatcher than the skill of raising your dispatch paddle. I don’t bring technical skills to the railway – I have a rudimentary understanding of some skills, but no competence.

November 2023

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06/10/2023 13:22

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PEOPLE

There is more to train driving than being a train driver, there is more to being a dispatcher than the skill of raising your dispatch paddle

However, I do look to be involved in creating places where those non-technical skills and human factors reduce the risk of incident and increase the chances of precise and safe performance.

There are thousands of factors, some tiny, others significant, that change the person who comes to perform the task that day. What change occurs in the risk of dispatching a train for a platform dispatcher who is on the last train of her day, knowing that after work, she goes home to a house where she feels at risk and vulnerable of domestic abuse.

A daily routine What risks are added for a member of train crew working on a day when the majority of their colleagues are on strike and for one reason or another they feel they have had to come to work? We have become better, since Lord Hidden’s Clapham report, at realising the risk of a wiring error is greater on Day 13 of rostered working than earlier on, but we add risks and multiply those factors in more ways than we have ever realised before.

In the days where so much of our competency management is done online, it can be hard to quantify those human factors that influence, impact and affect the performance of the strongest members of the team. Human factors require us to learn to be story people. Whilst our technical skills can be honed and confined to the work environment our non-technical skills are constantly changing. The finest managers and supervisors I work with are those who will observe, manage and develop competencies, but also leaders who hear the stories that are affecting the people delivering for you day in and day out. If you don’t know what’s happening in the lives of those around you and those who are performing tasks for you, then it’s like being the master of the tattoo band, trying to conduct the musicians from outside the arena.

Human life is made up of stories. It is made up of those twists and turns, the predicted and the unpredictable. In the wake of national incidents, like Stonehaven in summer 2020, every driver and train crew member will have thought at some point how it could so easily have been them. When trauma strikes a member of a team, the rest respond to support but many will pause and think, “There but for the grace of God go I…” As our industry relies on ever-increasingly technical skills, let’s ask ourselves, how do we hear those words we need to from colleagues and teams that tell us how we protect them for the work they go out to do? We need leaders who can actively listen (the word active is key here) to support those who work day in and day out.

We can never eliminate every distraction or cause of mistakes. As Alexander Pope said during the Enlightenment as far back as the early eighteenth century, “to err is human”.

Chaplaincy is here to support your teams. Right now, in the area I cover in the North West, I’m working with people struggling with domestic abuse, financial worries, relationship issues, bereavement, family illness, mental health struggles, and post-trauma management, as well as those affected by the reform of the railway. In numerous ways, from mindfulness sessions through to one one-on-one support and resourcing managers we are looking to help teams in companies across our industry.

A unified railway We’re not that different to that night in Edinburgh in August. We’re from different backgrounds and wear different badges, but we’re presenting a single story to those who are watching the railway from across the country.

A piper would make a poor country dancer, and the drummers would find it hard to play the trumpets, but each part brings together the whole delivery.

And each of those bands, under the disciplined and experienced leadership of a bandmaster, brings the most out of the occasion.

On the row behind me sat a father and a young girl, around six or seven years old. The dad was explaining everything to her, including the man “waving the stick.” For stick, read baton. At first glance, it seems the head of the band has an easy job, perhaps underestimated, of just “waving the stick.”

However, so often the leader of the band will be the first to arrive and last to leave. He knows the struggles each member is having with the performance, and knows what each person should be doing at any one time, on top of the role of keeping the gathered musicians together in a single rhythm and plan. The best ones make it look so simple, but like a swan are graceful above the water line while swimming like crazy underneath it.

Let us, as an industry, nurture and develop those kind of bandmaster leaders who can bring it all together for each and every performance, watch for those who struggle, and deliver each day to provoke a standing ovation from the arena when they deliver every time. twitter.com/birdsnestsblog mike.roberts@railwaymission.org

November 2023

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ADVERTORIAL

Connected Railway is a modern solution streamlining railway job recruitment and training. The company explains how it is solving short-term contract challenges

The revolutionary shift in railway recruitment

T

he railway industry is constantly evolving to meet the demands of changing technology. However, meeting the demands of short-term contracts in the railway sector has become increasingly challenging over the years. Fragmented communication, the absence of job visibility, and outdated practices have made railway recruitment a time-consuming and frustrating task for both agencies and contractors. Consequently, there is a growing need for a modern solution to address these issues.

Enter Connected Railway, the solution that the industry has been waiting for. Designed by contractors who have directly experienced the industry’s challenges, Connected Railway isn’t an agency or a training provider. Instead, it acts as a partner to railway professionals, sharing their vision of revolutionising railway recruitment and training.

By understanding the complexity of job discovery, communication barriers, and often cumbersome onboarding processes, this platform offers an allencompassing and modern-day solution for agencies, training providers, and contractors.

Visibility: Railway professionals across the UK now have a single platform showcasing industrywide contract and training listings. This increased reach and visibility ensures professionals can pinpoint the right opportunities without navigating through multiple channels, and agencies can tap into a broader talent pool effortlessly. In a market recently described as ‘vacancy rich’, the significance of a centralised platform like Connected Railway is evident, providing a centralised space for the industry’s abundant opportunities.

Simplicity: The days of complicated paperwork are now long gone. With e-signature tools, contract templates, and a straightforward application process, things are kept simple, saving everyone valuable time.

Traditional sources of workers are harder to tap into for recruitment consultancies, and with major projects ongoing, there is a significant shortage of employees across the board. In this context, tailored recruitment solutions such as Connected Railway are set to become indispensable in the current employment landscape.

For contractors, the platform becomes an invaluable tool that puts industry-wide contracts right at their fingertips. The convenience of an all-in-one mobile app means they have access to contracts and training listings, e-signature tools, availability calendars, and in-app communication on the go.

Agencies reap the benefits of an optimised recruitment process. They can discover and recruit contractors from one platform, manage applications, send contractual offers, and ensure compliance with in-built reporting features, all while reducing operational inefficiencies.

Training providers, meanwhile, can maximise

their course exposure on an engaged platform, ensuring that training programmes get the visibility they deserve. This leads to increased enrolment and networking opportunities. Moreover, a significant advantage for both contractors and agencies is the ability to book assessments directly on the platform.

This feature streamlines the upskilling process, reducing pain points for both parties. By simplifying access to assessments, Connected Railway makes it easier for contractors to enhance their skills and for agencies to ensure their workforce is fully qualified, ultimately benefiting the entire industry.

Overall, the platform will offer unparalleled value to all railway professionals, bridging the divide between traditional recruitment practices and modern needs.

By providing visibility, simplicity, communication, and compatibility, Connected Railway is set to become a game-changer in the railway industry.

For more information, please contact us: https://connected-railway.com

Communication: The in-platform messaging tools, combined with contractual offer capabilities, serve as a centralised hub for all communications.

Compatibility: Recognising that a one-size-fits-all approach is inadequate, Connected Railway offers geo-matched listings, availability calendars, and contract suggestions specifically aligned with individual preferences and expertise.

Oliver Gooch, Department Manager of Carrington West’s rail team, emphasises1 the lasting impact of Brexit and its continual challenge to employers trying to fill vacancies.

1

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November 2023

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Wedge Group Galvanizing Ltd is one of the largest hot dip galvanizing organisations in the UK with a history dating back over 150 years. David Nobes, Technical Services Director, discusses its commitment to sustainability

S

The journey to net zero

teel components are extremely common in the rail industry, used for everything from platforms and stations, gantries, fencing and overhead signalling systems, right down to the nuts and bolts holding these components together. That means ensuring the infrastructure implemented today is futureproof and kind to the environment – both on a global and local scale – is paramount to the decisions and investments that are made for projects, businesses, and individuals.

But with a high susceptibility to corrosion, a suitable coating is crucial to achieve this, and hot dip galvanizing has proven to be the finish of choice in this sector for many years thanks to its abundance of benefits, not least in the sustainability arena.

Ideal for the rail industry David Nobes, Technical Services Director at Wedge Group Galvanizing, said: “Hot dip galvanizing has long been considered a sustainable choice due to the lack of waste produced, its recyclability, and its longevity, making it the perfect process for use in the rail industry. Once galvanized, the steel is protected from rust and corrosion for more than 70 years, and entire lifecycle costs are kept low as there’s no need for maintenance, meaning no downtime.

“While the process itself evolves, it’s paramount that we’re equally advanced and novel in our approach to sustainability. Deemed to be the next industrial revolution, it’s vital that businesses are making conscious, considered and careful decisions.

At Wedge Group Galvanizing, we’re proud to do the right things for the right reasons, seeking to achieve above and beyond the obligatory compliance and regulations to establish a sustainability commitment that the entire company lives and breathes.

“For us, a sustainable company means a business that boasts a triple bottom line: focused on our people, our planet, and our profits. No longer is the economy the sole determiner of success. We appreciate that our customers are looking for processes that meet stringent governmental legislation, that our team is looking for us to make a very real difference to the world we live in, and that future candidates are looking for a company that is committed to protecting the world for future generations.

“As part of our wider commitment, we’re on a carbon reduction journey towards net zero, and through this have made some significant advancements that will totally enhance the ecocredentials of upcoming projects within the rail industry. This is not a new phenomenon for us, but instead is something we’ve been working on for decades - for example, we introduced a bespoke

rainwater harvesting system at multiple plants, and we became lead-free over 10 years ago.

“Recent investments have seen innovative technology implemented at our plants, resulting in an impressive 35 per cent carbon emissions reduction. Smart-fire furnaces analyse and monitor temperatures, heat exchangers transfer waste heat back into the galvanizing process, lagged tanks retain heat, and low-temperature degreasers work just as productively with an innovative chemical which requires much lower temperatures.

“We’re also one of the only chrome-free galvanizing companies in the UK, ahead of the new legislation due to come into effect in 2024.

Using alternatives which are much kinder to the environment further enhances our overall strategy around sustainability. Plus, we are already rolling out electrical manual handling equipment such as forklift trucks across the group.

“While we’re making lots of advancements, we’re not naïve to the fact that we have a long way to go. This is a long-term commitment. Additional improvements within our journey to net zero are reliant on other factors – currently, the transport infrastructure isn’t able to accommodate the effective use of electric HGVs, and likewise, adequate electricity supply from the grid to supply many of our plants.

“But we’re constantly checking and challenging our suppliers – as our customers do to us – eager to work collaboratively for a greener tomorrow.”

For more information, please contact us: 01902 630311 www.wedge-galv.co.uk.

November 2023

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It has been more 20 years since UK Power Networks Services first joined forces with HS1. Speaking to Rail Director, representatives from both organisations have looked back at their shared achievements and reflected on a truly unique working relationship

The unique relationship powering HS1 2

0 years ago, section 1 of the UK’s first high-speed railway, HS1, entered service. It was a significant achievement, not just for the High Speed One (HS1) team, but for UK Power Networks Services, its energy infrastructure partner.

UK Power Networks Services was awarded the contract to finance, design, construct, operate, maintain and renew HS1’s electrical infrastructure in 2001. Two decades since it completed the first phase of this ambitious project, and its partnership with HS1 Ltd (which owns, operates, and maintains the line) is stronger than ever.

A transformative rail project This relationship began when UK Power Networks Services was commissioned to support the delivery of the major new railway, providing traction power to 108km of track between St Pancras International and the Channel Tunnel.

As part of a 50-year contract, the organisation would also maintain and operate HS1’s energy infrastructure – including a 25kV overhead power supply, three strategically located feeder stations, and 20 auto transformer stations. A specialist in energy infrastructure technology consulting, financing, delivery, designand build, and operations

& maintenance it was well-equipped to tackle the ambitious programme. UK Power Networks Services’ team completed this programme on time and within budget, delivering not just traction supplies, but the HV and LV systems that power HS1’s international stations, signalling and communication, and trackside lighting.

A shared goal Two decades on, HS1 continues to connect the international high-speed routes between London and Paris, London and Brussels, and London and Amsterdam, as well as the domestic route from London to Kent.

November 2023

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ADVERTORIAL

With international services travelling at speeds of up to 300kph on the line, its passengers can reach Paris in just over two hours. To date, its total economic contribution to the visitor economy in Kent stands at approximately £311 million.

And, working alongside HS1 Ltd and its infrastructure contractor, Network Rail (High Speed), UK Power Networks Services continues to operate and maintain the railway’s electrical power distribution assets. HS1 Ltd’s Engineering Director, Richard Thorp, explained that today, as at the outset of the project, the partners are bound by a common goal.

“I’ve been with High Speed One Ltd for almost seven years and, in my very early days, I remember establishing with Gordon Napier, UK Power Networks Services, that the trains going past the window were the priority,” said Richard. “It’s such a simple thing for everyone to hold on to, and it’s worked.”

It’s a sentiment echoed by Gary Warner, HS1 Operations Manager at UK Power Networks Services. He added: “Our team understand that it’s not just about focusing on a particular asset – it’s who’s at the end of the chain, the passenger.

I always say, ‘Would you want to be stuck on a train?’ and the answer is ‘No, you wouldn’t’. That attitude is ingrained.”

Safety culture Safety, like customer service, has always been a priority for the partners. Reflecting on UK Power Networks Services’ record, Gary said: “In terms of our work on the HS1 project, we’ve gone 13 years without a lost time incident. If we’re not sure about anything, our mantra is ‘We stop, we reset and we go again’.

“It’s part of a much broader programme known as the ‘Stay Safe Campaign’, which UK Power Networks Services introduced several years ago.

It’s a cultural safety expectation for anyone working within the business; we dovetail into it and follow those principles.”

UK Power Networks Services’ Director, David Mitchell, added: “We include our contractors’ teams in that statistic. It would be easy for us to do no work and outsource it to someone, and for those people to get injured and for us to claim this fantastic record.

So, if we employ somebody on a contract basis and they do work on our behalf, they’re accounted for.”

Gordon Napier, an assets, contracts and commercial specialist in high voltage electrical networks, joined UK Power Networks Services in 2003. He explained that the business is far from complacent about its impressive safety record.

“As Gary said, it’s about culture and processes, and underneath it’s continuous improvement, because we’ve got to be better tomorrow than we are today,” he said. “We’ve taken the foundation we started with 20 years ago and worked on it as a business.

Improving the interfaces with our customers, clients, and Network Rail High Speed is very important, because that’s where things fall down – you can be very good at your own processes, but suddenly there’s more than one organisation delivering something.”

In practice, this involves working together to deliver improvements. Rob Dean, Head of Route Engineering

and Operations at HS1 Ltd, commented: “We’ve looked at how we can address joint risk, and how we can share safety messages between organisations, just to drive improvement in that space and maintain the good run.”

Richard added: “It’s phenomenally important that we look after everyone who works on HS1. The safety record that Gary and his team, and their predecessors, have shown us has been exemplary.

“We’ve seen a commitment from a senior level, and a rigour and discipline around safety that I think makes the record no accident. We’ve had the UK Power Networks Services team into our board safety subcommittee, and the board have been very impressed and very challenging about how they’ve achieved their safety record.”

Echoing Rob’s comments on the importance of sharing best practice, Richard said: “What we’ve always looked to do with UK Power Networks Services, or whoever’s leading in a certain area, is to encourage them to talk to other members of our system. There is much collaboration and many safety workshops going on.

“For our part, we go out and sample the culture onsite. Gary and I were down at Sellindge in the early parts of summer, looking at project work that was happening there, speaking to people onsite, and testing the culture.”

Commenting on this safety culture, David said: “It’s not just top-down, it’s bottom-up as well. It’s a virtuous cycle. It’s coming from all angles in the organisation, and we speak to people on the front line. They’re driving the culture as much as the managers, team leaders, and supervisors. It’s coming from the ground.”

Gary added: “We always encourage people to come forward with safety initiatives. If the team comes up with a better solution or a better piece of equipment – something that makes things safer and more productive – we tend to go with it. The culture is such that people speak up, because we’re here to make sure that everyone goes home safely.”

It’s part of a much broader programme known as the ‘Stay Safe Campaign’, which UK Power Networks Services introduced several years ago

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Gordon concluded: “One of the recent safety messages is about not being complacent – because you’re only as good as your 13-year record until the day that you’re not.

“The messaging that we provide on a regular basis is about continuing to learn. Don’t be complacent; let’s not forget what we’ve previously learned. If people change, they’ve got to be brought into that culture.”

A collaborative relationship Both HS1 Ltd and UK Power Networks Services agree that, if they are to maintain this strong safety record, they must continue to work together closely.

Collaboration is key, and the partners recently gained ISO 44001 accreditation.

Gary said: “It underpins the collaborative approach we’ve got, reinforcing what we do and giving us a model to ensure we continue to do it.”

Commenting on the foundations of this collaborative relationship, Rob added: “It operates around openness, honesty, and trust. We feel we can share anything, whether it’s good or bad news – and that’s led to the implementation of things like regenerative braking for our domestic fleet last year.

“That project was delivered on time and under budget overall, and only because of the level of communication and transparency between the organisations and with other stakeholders.”

Gordon added: “The regenerative braking project involved, not just the train operating companies, but the manufacturer Hitachi. It involved us on the power side, Network Rail (High Speed), High Speed One and the Department for Transport. Everyone had to collaborate to make it work. And in the end, it drives sustainability and carbon reduction – but also, very importantly these days, it reduces the cost of the energy being used.”

Gary agreed that, with so many stakeholders involved, this project could not have been delivered without cooperation and teamwork. But, as Richard observed, forging a truly collaborative relationship has taken time and effort.

“It’s not as easy as it sounds,” he said. “But I think it was so worth it, and all our lives are a lot easier now.

It’s easy to have difficult conversations because we know it’s not personal. But it’s easily broken as well, and we work hard at maintaining the relationship.”

Gary explained that transparency is crucial, commenting: “If we get an issue, whether good, bad or indifferent, we don’t hide it. I think that kind of open dialogue has engendered real trust.”

It’s a trust Gordon calls “hard-won and easily broken”. He commented: “It takes many steps to get to a position where you know you’re open and transparent - you must do it day by day, week by week.

It’s a feedback loop, and you gradually build a much more strategic level of trust.”

Rob added: “Why did the regenerative braking project work? Really, it was because of the project management expertise brought to the table by UK Power Networks Services, which helped us to clearly identify and mitigate risk, plan, understand interfaces, and manage the interfaces between stakeholders.

“It’s also about preparing for potential future risks. We have a joint risk process where we share

everything that could impact us in the future on a potential event basis, because there are various things that HS1 can control, and various things that UK Power Networks Services or even Network Rail (High Speed) can control in the system.

“It’s just a way of being more transparent around our mitigating actions and making sure that there’s nothing that falls into the gaps between organisations.”

UK Power Networks Services’ Director, David Mitchell, believes that this kind of collaboration should not be confined to the partnership. He said: “Both organisations, separately and together, have shared knowledge with HS2. Both organisations have been generous with their knowledge and learning to help the broader railway community improve and to ensure that we build a super asset in HS2.

“Collaboration goes beyond the two of us working together. We have been generous together and separately in sharing our knowledge, which I think is so important in big infrastructure projects. You don’t want to just keep knowledge to yourself, you need to share it with the wider community, and I think we’ve done that together well.”

Richard concluded: “There’s been a lot of learning in the last 20 years, and we don’t know all the answers.

But it’s about going into it with a collaborative mindset and knowing that you trust the people you work with – because we’re all after the same thing, which is a railway that operates effectively for our passengers and customers.”

It’s just a way of being more transparent around our mitigating actions and making sure that there’s nothing that falls into the gaps between organisations

Performance and continuous improvement And, when it comes to HS1’s performance, Rob explained that train delays are measured in “seconds, not minutes.” It’s up to Gary Warner and his team to ensure that the railway’s power systems continue to operate efficiently, supporting this strong performance.

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“You need resilience and reliability to ensure a continuous supply of power,” he said. “I’m proud to say that we’re currently sitting at 25 consecutive months without a railway-impacting incident due to UK Power Network Service’s assets.

What’s good for us in terms of asset performance is great for the railway and for our end users – because while there’s a power supply, their journeys are not interrupted.”

Commenting on UK Power Network Services’ ISO 55001 accreditation (which confirms that it is managing its assets effectively), Gordon said: “It hopefully gives our clients that comfort that what we do is externally audited – that we do what we say we do, and openly share our strategic plans.

“Ultimately, things wear out, things need to be replaced, and things need to be renewed. We need to consider if we are going to make those interventions sooner rather than later? What’s most critical? All that works to enable the performance, which, as Rob stated, is measured in seconds.”

Gary added that, as the organisation charged with operating, maintaining, and financing HS1’s power infrastructure, it is in a unique and trusted position.

“That’s where it comes back to collaboration,” he said. “The trust is there, not only that we have ISO 55001, but that we’re doing the right things with the assets at the right time.”

Reflecting on HS1’s performance, David said: “It’s an operating railway and therefore it’s not a laboratory – we have to be careful. But I think what we’ve done well together is trying to make it better every day, and we’ve not been afraid of change to make it better.

“We’re testing, we’re proving things in the factory, and thoroughly understanding it before we apply it in an operating environment - because neither of us can afford to disrupt the day-to-day operation. We’re more about practical applications of the latest, the best – making it better every day.”

UK Power Networks Services has been changing things for the better since the project’s outset. Originally commissioned to supply four independent traction power feeder stations, it instead redesigned the system, making use of SVCs. This enabled it to reduce the number of feeder stations required from four to three – a cost-saving innovation that also improved reliability.

Now, as some of HS1’s original assets reach the end of their life cycle, Gary and his team are carrying out two major upgrade projects. The first involves renewing their SCADA control and monitoring system.

Gary said: “It’s the latest technology available within the marketplace, and I believe we’re the only railway using it. We’re at the cutting edge.”

Gordon explained that, without the cooperation of HS1 Ltd (which has allowed UK Power Networks Services to access and use its trackside fibre), this innovation would not have been possible.

Rob added: “I agree that it’s an operational railway and we don’t want to risk disruption. However, we’ve got the support of UK Power Networks Services and its consultancy team, which helps us to horizon scan and understand what’s possible in future. We’re not a test bed, but we’re open to trialling things.”

Richard shares this attitude to innovation, concluding: “It’s important to us to pull learning from different supply chain partners. It helps us, as a railway system, to improve; I think the worst thing we could do is stand still.”

A sustainable future Far from standing still, the partners now have their sights fixed on a more sustainable future.

Gary explained: “There is a significant sustainability strategy, and some big ambitions within that strategic document in terms of energy - energy reduction, and carbon footprint reduction too. UK Power Networks Services also has its own sustainability ambitions, and it’s about trying to dovetail the two, with a particular emphasis on what our client wants.”

Richard added: “The world has shown us that sustainability is not something we can ignore. Our High Speed One sustainability strategy came out of a piece of work that UK Power Networks Services was doing for us. We were doing it to save money, essentially, but the penny-drop moment came when we realised that there was a much bigger purpose. Now, sustainability is a core value for HS1, and we aim to be net zero by 2030.”

It’s an ambition HS1 Ltd hopes to realise with the help of UK Power Networks Services. Gary explained: “We’re looking at how we can operate the network in a different way, reducing potential system losses that are intrinsic to the network itself. We’ve got an initiative at the moment which is called the ‘N Minus One’.

“We’re looking at plant that sits in a hot standby mode, and how we can put that in a cold standby mode. It’s about understanding what that means for resilience and reliability - and if the risk is tolerable, then why wouldn’t we do it? We’re constantly looking at ways of utilising what we’ve got. It’s a strategic, smarter-not harder-approach little savings here and there that will support strategy.”

And, for the partners, sustainability is about more than just carbon reduction. The UK Power Networks Services team volunteers locally, supporting community groups and good causes.

“UK Power Networks Services has a lot of expertise in the business that we look to leverage from our relationship,” Richard added. “They’re all win-wins. We get Gary’s expertise in leading our React Energy Saving Group, which is brilliant. And we spot opportunities that UK Power Networks Services can use. It’s the kind of relationship we look for with all our strategic partners.”

And this unique relationship, forged over two decades, is one from which the wider industry can learn.

“The relationship that we’ve got is pretty unique, especially in the rail industry,” concluded Richard. “A lot of people look at us as an exemplar of good practice, and we’ve had interest not just from the UK, but further afield. There are lessons to be learned here.”

Ultimately, things wear out, things need to be replaced, and things need to be renewed

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INNOVATION

Ed Akers, Network Rail’s Principal Programme Sponsor for the East Coast Digital Programme, talks milestones and the importance of equipping people with the skills for a digital railway

Once in a generation change

“T

his is an industry partnership, and a once in a generation programme that allows us to fundamentally change the way the railway operates now and for the next many hundred years. You can’t get any better than that!”

There is no hiding Ed Akers’ excitement in being part of the East Coast Digital Programme (ECDP).

Network Rail’s Principal Programme Sponsor is one of hundreds, if not thousands, of people involved in delivering the next generation of train travel, which initially will create a better-performing East Coast Main Line (ECML).

“It’s what motivates me to get up in the morning and it’s not just me, there are a lot of other people as passionate and excited as I am by it,” he added.

“Frankly that commitment is needed because delivering this level of change is hard and resilience

is required at times. But for me, it all comes back to the impact this work will have, and the fact the programme is moving forward is thanks to the best example of partnership work and collaboration I’ve ever been involved in.”

The ECDP will see traditional lineside signals removed and replaced with state-of-the-art digital signalling to improve the reliability of train services.

The new technology continuously communicates with each train, providing signalling information directly to a computer screen in the driver’s cab. Overall, the programme will boost reliability, reduce carbon emissions, and provide a more punctual service for customers.

“This is a genuine industry partnership and not just a Network Rail programme in which we say, ‘here’s a load of infrastructure and a network change

statement, and this is what we’re going to do, catch up if you can’,” said Ed. “In this programme partner organisations are being involved from the start, bringing operators in to sit with engineers because there should be no engineering in abstract. The people who run and maintain the railway are helping to design what the end state railway operation will be and that is important.

“We haven’t said ‘do it at your cost and we’ll compensate you later’, we’re saying we’ll fund each affected partner upfront to do this through appropriate mechanisms, so we can all go on the journey together. It means the programme is sponsored by the whole industry and not just by Network Rail. By doing it that way we have such great advocacy and support from all of the partners working together on this.”

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Our success depends on equipping people with the right digital skills needed for nextgeneration railway operations

Ed spoke with Rail Director at the opening of Freightliner’s brand-new operational training academy in Doncaster, which will prepare the organisation’s freight train drivers for the introduction of in-cab digital signalling on the ECML – South.

The academy, funded by Network Rail as part of the ECDP, marks another milestone for both Freightliner and ECDP as the second location, following one in Ipswich which opened last May, dedicated to equipping drivers for European Rail Traffic Management System (ERTMS) operations.

“There is infrastructure to install as part of the ECDP and there are vehicles to fit, but ultimately to reap the benefits it’s about the people making the change and allowing them to get the best out of the technology,” he said. “We talk about the programme as a change programme more than it is an infrastructure programme because the people and process change is as important, if not more so, than the actual technology itself.

“So our success depends on equipping people with the right digital skills needed for next-generation railway operations. This is a massive change to the way we operate the railway and to achieve that we need to train many people, not just drivers, but also maintainers, signallers etc. To be able to do that we need top-class facilities to ensure this can be achieved in a professional and safe environment.

“Facilities like this one in Doncaster provide an excellent environment for giving the drivers the competence and confidence required. Freightliner continue to be an integral partner in this change

programme, leading towards a national programme of digital signalling, which will enable the railway to be more flexible, greener and even safer.

“Investment in Doncaster, outside of the 100 miles of East Coast Main Line South, is also symbolic of what ECDP is all about. It is the start of a national mission, the birthplace of an industrial strategy that will see the deployment of ETCS become the norm for signalling renewals across the UK network over the next few decades. On the ECDP, 60 per cent of every pound invested also helps to enable the national mission, whether that be a freight locomotive that travels the whole network, an operating design that is adopted nationally or technology like an Online Key Management system.”

The first step The ECDP will see the first introduction of European Train Control System (ETCS) to an intercity main line in Great Britain and will provide the foundation for the future expansion of digital signalling across the network. In the first stage, digital signalling is being introduced on the Northern City Line, between Finsbury Park and Moorgate. It is then being progressively rolled out on the southern section of the ECML (between London King’s Cross and the Stoke Tunnels, near Grantham).

“The Northern City Line is our pathfinder in proving the technology works in a busy railway environment, the industry partnership model works and the commercial model with our suppliers works, which has proven to be the case,” said Ed.

Delivering railway signalling courses and training programmes to members of the Rail Signalling Industry Specialising in Technical Training and Development

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“In the coming weeks, we’ll be starting training drivers on passenger services in ETCS. It will take roughly a year to train all Govia Thameslink Railway’s drivers and at that point, we will take the signals away on the Northern City Line.

“On the ECML we have our operational migration area (around 20 miles between Welwyn and Hitchin), which is essentially the area where we’re going to train the drivers, signallers and everyone else to become ETCS ready. Here we will overlay ETCS on top of the existing signalling system so in cases where both the driver is ready and the vehicle is fitted, the train will transition into level two operation; if either isn’t it will remain on the existing signalling system. The infrastructure is being installed right now with it due to be commissioned in February next year following a four-day possession on the ECML.” Then the programme will move into a period of testing and proving, ensuring that everything geographically is laid out as it should be against the signalling data, testing the train onboard systems (of which there are five in the programme) talk to the infrastructure in the right way, and gathering together all of the evidence required to allow the team to create the safety case to start migration.

This is expected to take a year.

“Essentially in 2025 we will start migration and will be training people live on the ECML,” said Ed. “Beyond that, there will be a migration period of around two years at which point we will take the signals away on the first area. It might sound a long way away, but this is a mammoth undertaking and is right on the horizon.

“We are talking about over 3,000 drivers being trained in level two ETCS and more to be trained on level NTC, which is familiarity with the technology.

We’ve also got around 600 vehicles to either upgrade or fit. There’s a lot of work to do, but it is being undertaken by a partnership of 30 different organisations, all of whom have a delivery aspect with a shared objective of creating an even safer and a better railway.”

A wealth of experience The involvement in the ECDP is the latest in highprofile projects that Ed has been involved in during his 16 years at Network Rail, which have seen him gain a wide range of experiences in frontline operations, train performance, infrastructure maintenance and major capital projects.

It was an industry he admits he fell into, although his grandfather was a railway policeman in the 1950s and his brother an onboard host for Midland Main Line. Qualifying from the University of East Anglia with a degree in Political Science and Government and having applied for all sorts of graduate jobs, he had the choice of a job at Network Rail or a second interview for Cambridgeshire County Council.

“The opportunity at Network Rail was open for seven days and it was take or leave it, so I took it and I’ve never looked back,” said Ed, who started as a graduate in 2007. “I did a stint in front line operations as a local operations manager for three or four years.

“I then had a stint doing train performance, followed by a year in maintenance, which gave me a really great grounding in what the railway is all about, how it works, and what it is like to operate at the coalface which, frankly, can be a very difficult place at times.

“I’ve then moved into an area where I’ve found a passion - enhancing the railway and making it better for all of its users.”

This has involved two major infrastructure programmes – leading the Midland Main Line programme, and the ECML programme, which included the Kings Cross remodelling, and Werrington Grade Separation as well as power supply upgrades along the full length of the East Coast Main Line.

“They were fabulous because they are genuine improvements to the network that you can see real benefit from,” he said. “You could say it has all led up to my current role on the ECDP. From starting as a graduate to having the chance to lead this genuine industry partnership, a once-in-generation change, is scarcely believable from when I joined 16 years ago.”

Above: East Coast Digital Programme progresses with further upgrade work Images: Network Rail

There’s a lot of work to do, but it is being undertaken by a partnership of 30 different organisations

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HERITAGE

Flying Scotsman, the most famous steam locomotive in the world, has journeyed back to its birthplace in the city of Doncaster, where it was built 100 years ago, for a special centenary celebration

Doncaster welcomes home Flying Scotsman for Remembrance Weekend

Image: Ben Harrison Photography

M

ayor of Doncaster, Ros Jones, said: “It is testament to the hard work and determination of many people in our city that we can now welcome Flying Scotsman back home.”

Flying Scotsman was based at Freightliner Railport, where it was seen by thousands of people earlier this month who were able to get a ticket when they were made available last month.

In honour of the special visit, and to recognise Doncaster being awarded city status in 2022, Freighliner held a locomotive naming. Chief Executive Officer of G&W UK/Europe, Tim Shoveller, also presented Mayor Ros Jones with a commemorative plaque.

Tim said: “The locomotive named ‘City of Doncaster’ will serve as a recognition of the importance the City of Doncaster plays in the movement of vital rail freight across the UK by connecting the North with all deep sea ports.

“It was an honour to have the Flying Scotsman on our site this weekend which is a key part of our national rail history and to be part of this special centenary celebration. This weekend was particularly poignant for us as we took time out to remember the sacrifices many men and women made during the war, and many ex-service men and women work across our business today.”

Flying Scotsman was built in Doncaster in February 1923, as an A1 class locomotive and converted to an

A3 class in 1947. It was the first locomotive of the newly formed LNER (London and North Eastern Railway).

Designed by Sir Nigel Gresley and numbered 1472, the locomotive was not named ‘Flying Scotsman’ until the following year when it was picked to attend the British Empire Exhibition in London and renumbered 4472.

The locomotive went on to operate in service until 1963 and later in preservation, which included tours of the USA, Canada and Australia, where it captured the hearts of millions.

The locomotive, which is owned by the National Railway Museum in York and operated and maintained by Riley & Son (E) Ltd, is taking part in a year-long centenary programme of events.

Visit railwaymuseum.org.uk/flying-scotsman

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Enhanced operations Enabling data exploitation New safety capabilities Reduced accident risk Enhanced freight capabilities System resilience Technical interfaces optimisation International expertise Strategic support Academic collaboration We’re with you Research every step of the way

The journey from idea to impact RSSB’s research programme has been making the railway safer and more efficient for two decades.

Ideas for research come from the rail industry and beyond. Industry representatives are involved throughout each project and then lead the way during implementation. We select and undertake research that will have practical impact: making the most of rail’s assets today and facilitating the development of the standards and safety risk analysis of tomorrow.

Research is a core part of RSSB’s role in keeping Britain moving with safer, smarter rail. Find out more at: www.rssb.co.uk

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ADVERTORIAL

Luisa Moisio, Director of Research and Development at the Rail Safety and Standards Board (RSSB), writes about how its collaborative research programme makes the railway safer, more efficient and more innovative

The journey from idea to impact

R

SSB has run a Department for Transport (DfT) funded research programme for the rail industry since we were founded in 2003. There are now well over 1,000 projects in our Research Catalogue, covering subjects as varied as driving policies, seat comfort, pantograph gauging, and freight coupler strength.

We work hard to make sure the projects we carry out are relevant, cost-effective, and achieve significant positive real-world impact.

Of course, things don’t stop once the research has been completed. We present the results to those in the industry that can take them forward, and make them publicly available.

When appropriate we also encourage their adoption, by incorporating them into standards, and actively supporting first adopters.

A very particular set of skills

Driving implementation

As the industry’s independent safety and standards body, RSSB has a whole-system view of Britain’s rail network, which guides our approach to research.

We don’t undertake projects that would only benefit one organisation alone. Instead, we focus on areas that can help the entire industry and its users.

Very often these are complex and need significant co-ordination to navigate – and this is where our experience in bringing industry together through cross-industry groups stands us in good stead. We’re also uniquely positioned to undertake research that will require implementation through new or updated standards, or that requires a sound understanding of safety implications.

And with some of rail’s leading technical and research experts working at RSSB, we can be sure that projects will be specified and managed efficiently.

Within the broad range of our research projects delivered over the past 20 years, some have an immediate practical impact, while others require a multiyear journey towards full implementation.

We track their progress, and gather insights which highlight fantastic success stories that support further promotion of uptake. This process also helps us to identify when valuable outputs are not advancing as expected, so we can earmark them for additional support.

To date, over 65 per cent of significant outputs from our research projects have been implemented by the rail industry, from initial implementation in selected organisations to full take-up.

Find out how RSSB’s research programme is helping keep Britain moving with safer, smarter rail at: https://www. rssb.co.uk/researchand-innovation

Guided by the industry’s needs All of RSSB’s research and innovation is tethered very firmly to the real world.

Each project begins with a challenge or opportunity that comes from the industry itself.

This ensures that our starting point is always relevant to rail’s needs, maximising the likelihood of a strong return from research.

Industry involvement doesn’t stop there. Once we’ve assessed the case for research, we make sure that each project has an experienced industry sponsor to champion it. We ensure that it receives support from the right cross-industry group, and from at least two relevant industry organisations. During delivery, we set up an industry steering group to guide progress and review outputs. The result? Industry can always stay in touch with the project’s progress, and everyone involved can ensure it continues to meet the industry’s needs.

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RSSB Consultancy Services

For the big rail questions, we’re closest to the answers Britain’s Leading Rail Experts We are GB’s independent rail network research body. Our consultants are the same experts who set industry standards, so your project will benefit from the very latest in rail innovation.

Visit rssb.co.uk/consultancy to discuss your business needs today.

54

ADVERTORIAL

Neil Bradbury is Managing Director of Schweizer Electronic, a leading supplier of level crossings and warning systems in the UK. Speaking to Rail Director, he explains how the business is “working smarter” to keep track workers and crossing users safe

A fresh approach to on track automated protection

N

eil Bradbury isn’t afraid to think outside the box. If a junior member of his team shares a bright idea, he’s quick to implement it – and, when a conversation with a Network Rail engineer led to a new innovation last year, he backed it wholeheartedly.

This attitude extends to the safety culture Neil has fostered since joining Schweizer Electronic (an on track automated protection specialist, headquartered in Switzerland) three years ago. He said: “Everyone has input into the culture. I’m a firm believer that sometimes, my ideas aren’t always the best way to get things done short term or longer. If somebody’s got a better idea that brings a solution in simpler, easier, quicker, let’s sit down and discuss it.

Business development specialist Neil believes that it’s equally important to listen to clients, adding: “If somebody at Network Rail says, ‘What if we put this piece there?’ and it makes the equipment safer, simpler to use, and easier to understand, we will as long as it retains the safety aspect and also doesn’t detract from equipment use and in turn, worker safety.”

An innovative new warning system The Schweizer Electronic team was willing to listen when, during a technology briefing in 2022, a Network Rail engineer identified a potential safety issue.

Neil explained: “In a fully automatic track warning system (ATWS), there are strike in and strike out

treadles or sensors. You don’t have to press any buttons; you’re informed that there’s a train in the system, a warning is issued automatically, you head to the position of safety, and you can check on the screen at any time.

“But a Network Rail engineer quite rightly said, ‘What if a train stops here and dwells or has to perform an emergency stop?’ If it’s longer than the preset and built in number seconds, the system is reset, and your train is still sitting there. Then another train strikes in, again, your warning will go off, and you’ll be off track – but then that first train starts again, and it tells the system the train has left.

The second train is still in the system and there is a potential for a near miss or worse.

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“And that’s when we said, ‘We know what to do about that – we’re going to replace the train detection with axle counting,’ which we’ve successfully achieved in our Level Crossings solutions. What we needed to do was look at how to interface our proven Level Crossing technology with our warning systems. We found that we already had an approved product from within an already approved solution from 1995 that provided the answer; it was a very simple interface.

We immediately set out to prove that it worked, Proof of Concept done, we took the step of building a product that married the best of our SIL 4 technology into one new system.”

Today, the business’s innovative new warning system – christened Overwatch is powered up in Kensal Green. Even at this early stage, it’s being positively received and viewed as transforming the way maintenance teams can work.

Neil said: “We were looking to give the maintenance teams more time on track to carry out vital inspection and supervisory work. Having this system, which sits high in the worker protection hierarchy, is providing the workforce confidence that they can do their jobs safely, which can only improve the rail infrastructure longer term.”

The UK’s leading supplier of UWC This agile, forward-looking approach, championed

by Neil, has served Schweizer Electronic well in the UK. Reflecting on his time as managing director, he commented: “We’ve grown the business, we’ve grown the team, and I can safely say that we’re now the leading supplier of user worked crossings (UWC) in the UK. And we’re expanding what we deliver. We will always be an extension of our Swiss head office, but we’re now offering things that only they do – like soft services, technical support, spares and repairs, and even design services.”

Neil explained that, in order to deliver these complementary services, the business will partner with other SMEs – which, like Schweizer itself, can operate agilely and cost-effectively.

“Our systems are now in signalling and telecommunications (S&T), and our training is being suggested to be Sentinel-approved,” he added.

“There are all sorts of things that, when I started in 2020, were aspirational – but have happened sooner rather than later. It’s a nice position to be in – a fresh challenge each day. And it means we’re not standing still, but rather constantly evolving. We’ve got a good, solid team together, and a number of exciting things in the pipeline.”

The business has come a long way since 2005, when it entered the UK market - primarily as a supplier of warning systems for hire. Today, Neil believes that its user-friendly products speak for themselves.

“The great thing about our products is that we keep them simple,” he said. “Our crossings now use off-the-shelf components, so that we can plug and play. It’s what is driving those components that makes it unique to us. And that also means we can keep costs down, which is why we’re one of the most costeffective solutions for the end user.

“Keeping it simple also means that our training courses can be three days rather than a week – but those three days include all the theory work and

practical elements. We’ll show you how to fix the equipment, and how to ensure that it’s entered back into service correctly.”

Safety first For safety-focused Neil and his team, ensuring that clients understand their equipment – and remain competent – is a priority.

He added: “We’re a training provider as well as an OEM, so it’s imperative that we confirm that our products are supported correctly, and we’re looking to get full accreditation to deliver SWTH and SMTH, so we can ensure our crossings are supported fully and correctly. At present, we can train people at Network Rail, who can then go out and deliver training themselves. But one thing we want to do is ensure that, year on year, they retain their competence.

“All it takes is for somebody’s knowledge to diminish, and something could go wrong. We must make sure that everybody is up to speed.”

During his time as MD, Neil has built on Schweizer Electronic’s safety culture. He explained: “I wanted to ensure that, in the UK, we were fully conversant with what’s required to keep things safe. We’ve adopted our Swiss quality system, enhancing it for UK rail.”

Most recently, this has involved ensuring that the lithium-ion batteries used in Schweizer Electronic’s equipment are charged and stored correctly – all with a view to protecting the end user.

“Driving that safety culture internally has been key to what we do, and we’re always looking to improve it,” he reflected.

Today, as a father of two young children, Neil is as passionate about protecting the public as he is “the orange army”. Schweizer Electronic is a proud member of the Rail Safe Friendly scheme, which aims to improve rail safety awareness in schools.

“It doesn’t matter whether it’s overhead catenary or level crossings – it’s all about education on the railway,” he said. “Educating a child is one of the better ways to educate an adult. We’re educating children, and they’re going home and educating their parents. It’s a great initiative.”

Crossing in a box And, while Neil likes to think outside the box, he isn’t against putting a level crossing in it. Vamos, Schweizer Electronic’s SIL4 level crossing system ‘in a box’, is based largely on standard industrial components. An innovative, turnkey solution, it’s already in use across the UK, Europe, and now globally.

“In theory, you could unpack, install, test, and commission it in five days, providing you have the right access of course,” he said. “Recently in the press, there were articles about a crossing that took two years to install. And when you look at the complexity of what’s involved – the permissions, possessions, planning, and welfare – you can understand why it takes so long. But we’re looking at ways in which we can do it more efficiently and easily but without removing the safety elements – watch this space.”

Renowned for its UWCs, the UK business is also looking to expand into barrier drives and full crossings, as its parent company has very successfully across Europe.

I wanted to ensure that, in the UK, we were fully conversant with what’s required to keep things safe A bright future Indeed, Neil is optimistic about the future, explaining that Schweizer Electronic’s transparent approach sets it apart from competitors.

“People come to us because they trust us to deliver,” he said. “We like to have open conversations with our clients, and we like to be honest with them. If it can be done, we’ll do it, and if it can’t – or doesn’t need to be - we’ll explain why. The more conversations we have, the better our products will be.”

He’s equally optimistic about the future of the rail industry, commenting: “It’s a bright future, and I think a consolidated message from all the suppliers to the infrastructure owner is ‘If there’s something that you’ve always done, don’t think that it can’t be changed or improved on.’”

Neil (who began his career as a Control Equipment Technician with the Royal Electrical & Mechanical Engineers) is particularly keen to hear from the next generation of rail professionals.

“What we’ve got to do is not stifle the young people coming through as graduates and apprentices,” he concluded. “I’m a very firm believer that there’s no such thing as a silly question in the rail industry, and we must allow them to bring fresh new ideas. It’s about working smarter and adopting things safely, efficiently and quicker, and there are a number of people within the industry, in senior positions, who are really embracing this.”

For more information, please visit: https://schweizer-electronic.com/en/

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Matt Pocock and Gunnar Lindahl discuss a ground-breaking industry move to facilitate a senior-level industry job swap

Bringing track and train closer than ever before

R

elishing the opportunity is how both Matt Pocock and Gunnar Lindahl describe being part of a groundbreaking industry move to facilitate a senior-level industry job swap.

This summer Matt became Operations Director of Network Rail’s Wessex route, replacing Gunnar, who has taken on his previous role of Operations Director of Arriva Rail London on an 18-month secondment.

The move is recognition of the need for track and train to work closer together, particularly in view of the rail industry moving towards Great British Railways, where infrastructure and train operations will work as one, under a single guiding mind.

“Rather than wait for that to happen, why don’t we show that we’re ambitious to build and develop our own understanding and form deeper integration of track and train,” explained Matt.

Gunnar added: “It is very important that we get

back to bringing track and train together at every level of an organisation. This initiative shows to the wider industry which direction we want to go in and Arriva and Network Rail making a statement together is quite powerful.”

Above left: Matt Pocock Above right: Gunnar Lindahl

Body swap The pair spoke to Rail Director as they were going through an eight-week handover, meeting their new teams. Their strong skillsets and experience are expected to greatly benefit their temporary organisations, and they will share new insights and ways of working.

“The railway is facing lots of looming challenges but with that are a lot of opportunities, so this is a chance to share best practice and common challenges,” said Gunnar, who has been with Network Rail since 2017, having previously spent four years working for London Underground starting as a Graduate Trainee in 2013.

No two days are the same, with some really exciting projects to get stuck into as well

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Highlighting what is to come for Gunnar at Arriva, Matt, who has been at the organisation for more than a decade, said: “There is a really good foundation where we are in London in terms of operational performance, and in light of the recent news of a contract extension recently confirmed by Transport for London.

“There are some really exciting projects that will come to fruition in the next 18 months including the work we’ve been doing with Network Rail around our 21st century operating strategy for the North London line. One thing I can say about the role is that no two days are the same, with some really exciting projects to get stuck into as well.

“Looking to the role ahead for me at Network Rail, I’d like to look at how we can improve the diversity of people that we bring into the organisation and (that is) something I would like to develop during the 18 months.”

Transformation Gunnar added: “Going back to Matt’s point on exciting programmes in London Overground, we’ve got several signalling schemes that will be commissioned while Matt is here. These will be fundamental changes to the way that the railway operates and hopefully will really transform the customer experience because they are some of the oldest assets which have been replaced.

“That’s a huge change operationally, so there will be lots and lots of opportunity to get stuck into that for the whole team.”

Personally, both explained that they had no hesitation about switching roles, with the experience expected to also be hugely beneficial once they return to their substantive roles, enhancing their knowledge of managing both infrastructure and train service

It is very important that we get back to bringing track and train together at Change we need every level of an This is the first senior-level industry job swap between Network Rail and ARL and is hoped to be organisation rolled out more widely in the future. operations, and putting passengers at the forefront of their activities and decision-making processes.

“I’m keen to bring a bit of the voice of the train operator into Network Rail to bring a bit more rounded view of the operational railway and also the needs of passengers,” said Matt. “From my perspective I’ve been keen to try something different and set a template that other people can follow.

Having strong partnerships is crucial.”

“We were already doing some of this and for the last 18 months one of my operations experts has been part of the joint team with Network Rail Anglia, working on the 21st century of operating strategies and how we’re going to really modernise systems, people, processes, and technology around them, bringing our operating teams closer,” said Matt.

“I’d like to think that we’ve already acted as a role model for that kind of collaboration, and I genuinely hope that more people look at this at whatever levels within the organisations and are actually reaching out to us as well because I think the more we can build on this the better we will be able to run the railway for passengers.”

Gunnar added: “Similarly we have a senior network colleague on secondment to South Western Railway for exactly the same purpose. We have a couple of roles coming up in our control teams where we’re actively encouraging colleagues from South Western Railway to apply and having them come over on loan so they can give us that breadth of experience. It is about integration, particularly in the day-to-day delivery.”

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ADVERTORIAL

The OPC helps redesign an apprenticeship recruitment process to enhance diversity and inclusivity

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he OPC has recently worked with a transport company to redesign its Apprentice Heavy Vehicle Mechanics (AHVM) selection criteria and recruitment process, aiming to increase diversity and representation in its’ workforce, particularly in apprenticeships With apprentice applications declining, there were some key strategic goals the client wanted to focus on: Address the underrepresentation of women in particular roles; Improve diversity across the workforce; A ttract more women into careers; ttract more apprentices from underrepresented A groups.

A key factor in the development of a new apprentice selection process was the reduction in entrylevel educational requirements, replacing them with SOLAS equivalent certification. This could provide new career opportunities for underprivileged candidates.

OPC psychologists collaborated with job experts and existing apprentices to create a new apprenticeship role profile and a more inclusive selection process. This included an online application form, and a new assessment tool matrix using OPC Assessments’ Core Skills Series plus a bespoke Situational Judgement Test (SJT). New practice materials would help acquaint candidates with testing upfront. Also, new practical exercises would provide candidates with the opportunity to show off practical ‘hands-on’ skills in job-relevant scenarios. A new interview preparation form would help candidates think ahead and give ‘the best of themselves’ confidently on the day.

Inclusive attraction campaign Additionally, a new attraction campaign was developed for the apprenticeship opportunity.

It used a well-known ‘air-fix’ model image as the core visual with gender-neutral messaging and the central proposition of a ‘career built around you’.

The advertising was widely visible across social media platforms and on radio. It helped drive 240 per cent more applications, with over seven per cent being female, resulting in 16 per cent female hires.

Candidate feedback and process review Managing the digital selection stages enabled OPC psychologists to complete a review of candidate compliance and drop-off rates for the assessment tools plus correlate test completion vs interview

attendance and applicant success through the process. They also carried out candidate experience research, receiving over 100 responses.

“I really loved this section. It gave me great insight into what apprentices are like and what I could be one day”

Some key insights: ver 50 per cent of candidates completed the O six online Core Skills Series tests. Those who didn’t complete some or all of them had a 70-85 per cent drop-off rate.

T hose who completed all six Core Skills Series ability tests were more likely to complete the rest of the assessment tools.

C andidates who scored better in the tests, particularly the SJT, were more likely to succeed in interviews.

N ew practice materials helped candidates familiarise themselves with assessment tools and prepare ahead for interviews, helping give their best on the day.

O ver 65 per cent of candidates felt the SJT was neither too challenging nor too long. 85 per cent agreed it was very relevant to the apprentice role.

T he interview preparation form was highly regarded by candidates. 87 per cent stated it was useful and 94 per cent said they understood the form’s requirements. 91 per cent stated it was very relevant to the role.

The OPC suggested that the online assessment tools were acting as self-screening instruments, helping to identify candidates more committed to the selection process and potentially more dedicated to a four-year apprenticeship scheme.

“Testing is part of a screening process… A mechanic has to be a problem solver and mechanically minded to do the job so testing these skills is essential”

Practical assessments To support inclusivity, the OPC developed two new practical assessments. Applicants were given a hazard spotting task measuring risk identification on a unit and the surrounding area, while an electrical fault finding test required candidates to follow written instructions to solve and repair an electrical problem.

The Apprenticeships Manager said: ”The new practical assessments helped demonstrate a different method for testing aptitude and talent. Some candidates excelled in these, really turning their hand to them and just ‘knocking it out of the park!’”

A senior manager at the organisation said: “The redesigned process has made good progress towards attracting top apprentice talent for a reliable, sustainable public transport service, ensuring enough AHVMs for future growth.”

Contact the friendly team at OPC Assessment to see how they can help support your recruitment goals.

For more information: admin@theopc.co.uk +44 (0)1923 234646 www.theopc.co.uk

November 2023

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Marie Daly is the new Chair of Women in Rail. She talks about her pride to be at the helm of a charity established to improve gender balance, diversity, and inclusion in the UK rail industry

One collaborative voice

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he rail industry is in desperate need of change to reflect the diverse communities of the UK working population. Putting the sector on the right track is the Women in Rail charity, which for the last 11 years has worked on improving diversity through networking opportunities, offering support, and encouraging stakeholders to adopt diversity as a business strategy.

Ensuring this continues in the future is Marie Daly, who has recently been appointed as Chair. She has taken on the role alongside her full-time job as Chief Customer and Culture Officer at Transport for Wales, bringing with her more than 13 years’ experience in the rail sector.

“It’s a real honour to be given the opportunity to be at the helm of such a respected and valued

organisation,” said Marie. “I’m focused and determined on being an advocate for women across the whole of the industry and I am here to absolutely deliver on the promise of what our purpose and vision are and to work with the industry to achieve that.”

Marie’s passion is fuelled by lived-in experiences which she shares in the hope of helping others and the rail industry overall. It is a work ethic and determination inspired by her parents and strengthened as a single mother of two.

“My mum came to this country at 16 with limited ability to read or write and later returned to college to enable her to achieve this. I’ve been surrounded by workers my entire life with my dad a labourer and mum a cleaner,” she said. “I have faced many personal challenges and at some of my toughest times I have been able to remain in work due to a

supportive work environment, so I see this as my time to pay back. I have recently personally seen the effects the menopause can have, impacting my confidence and doubting all the things that I had always taken for granted. This is why I am driven to help play my role in transforming the industry and ensuring we have environments where no subject remains taboo.”

A turning point in Marie’s life was the move to Transport for Wales more than five years ago, initially to help with the mobilisation when KeolisAmey was awarded the contract for the Wales and Borders franchise.

“The catalyst to relocate to Wales was while I was working on the mobilisation, when I went to the launch event opened by First Minister of Wales, Carwyn Jones MS.

November 2023

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Marie continues: “They played a promotional video about the plans, and I was locked in. This was something that was more than trains, this was about creating a different future for Wales, and it really spoke to me. Coming to Wales has been the best thing that has happened to me and the girls. It has been a restart and I’m a totally different person and I embrace that. I am part of an organisation that has helped me embrace that and been supportive as well.”

Now, alongside the full-time role as Chief Customer and Culture Officer at Transport for Wales, Marie will lead the Women in Rail team in further shaping and influencing the organisation’s work, particularly to address female underrepresentation across all levels of the career spectrum.

“I didn’t enter into the post lightly but at this point in my career I love my job and wanted to give something back with a purpose,” she said. “When I saw the opportunity come up it felt like the right moment but only if I could really commit to it long term and make a difference.

“The foundations created in the last 11 years and the difference the charity has made is amazing and now I want to bring it all together against our purpose, our vision, and values and create a business plan with trustees, regional leads, and members. This plan needs to have clear objectives about what we are here to do, what we’re going to focus on, and what we need from everyone.”

Shaping the future Part of the future vision will be shaped by a joint survey with the National Skills Academy for Rail which closed earlier this month. The Rail Industry Diversity Survey was designed to identify any changes in trends and evaluate progress made to create a more diverse and inclusive workforce in rail and is the first since the two organisations collaborated on the first major sector-wide consultation of its kind for the rail industry in 2017.

The 16 survey questions have been devised to target the workforce at a company level, to identify industry-wide trends, and to relate to key workforce attributes, including size, gender split, regional breakdown, religion, ethnicity, age, disability, marital status, maternity and paternity, and skill level.

“The last survey results showed that there was a 16 per cent representation for women and 23 per cent of that segmentation was in management so the survey results will be interesting and will give me a great benchmark of the work over the last six years and look at what we need to do in the future,” she said.

“A lot of work has been done when it comes to management and above, so I think focusing on attracting females into the industry could be an area for us to target, developing our already really good offering. Overall though things aren’t going to change by willing them to change, we have to have a plan and ensure we’re creating the right environment, something that isn’t going to change overnight, but we have the right foundations in place.”

The Women in Rail corporate membership plays a vital role in funding the work the charity undertakes.

The scheme is designed to provide sustainability and enable Women in Rail to continue its established member offerings, and at the same time commit to

delivering on new projects aligned with the charity’s vision to create a more inclusive industry. As such, it will be a key focus for Marie.

“We have secured the engagement of 12 companies which our team is working with to deliver the benefits of membership and would love to welcome more companies to support and engage with us,” she added.

Celebrated work One area of huge success has been the Equality, Diversity and Inclusion (EDI) Charter for Rail, organised with the Railway Industry Association (RIA). Launched in November 2020, with now more than 220 signatories from across the UK rail industry, its report last month set out examples of good practice and celebrated the very best work carried out by charter signatories over the last year.

Every organisation signing up commits to inclusive practices, such as: Appointing a member of the senior leadership team as an ‘EDI Champion.’

Agreeing an action plan, and monitoring and reporting on progress made.

Providing opportunities for training and education for employees, supporting the progression of diverse individuals into senior roles to improve diverse representation at senior and executive levels.

Creating a culture which fosters inclusion and providing space for all employees to talk openly, including at industry events and in meetings.

Making recruitment and progression processes accessible to all, to attract, retain and develop people of all backgrounds, ages, genders, and identities.

I think focusing on attracting females into the industry could be an area for us to target, developing our already really good offering “The EDI Charter has been fabulous and a really great partnership with RIA,” said Marie. “I’m really proud Transport for Wales has signed up for it, and that so many other organisations have as well. It is saying, ‘These are the things you need to do to have an environment for people of all backgrounds to grow’. It is holding people to account and is not just about signing up but committing to putting things in place.

“It is all about collaboration and that is the heart of what Women in Rail does. I want the charity to continue to be that collaborative voice, especially when we all have the same common goal. Let’s bring it all together and create that solid voice which will also be the foundation of how we are seen outside of the industry.

There are a lot of challenges, particularly to the way the industry is perceived, but Women in Rail will continue to be the voice for the industry to drive diversity.”

November 2023

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ADVERTORIAL

Serco Rail Technical Services explains how it has embarked on an ambitious journey of continuous improvement

A business development perspective A

t Serco Rail Technical Services (SRTS), our customers are at the heart of everything we do, and our success will always be intertwined with the success of our customers. We are committed to engaging with and supporting our customers and partners every step of the way, and business development plays a pivotal role in ensuring the strong level of engagement that fosters lasting relationships in our industry.

Developing the business means focusing our strategic priorities on delivering value across each core area of capability, whether we are performing on-site, safety-critical non-destructive testing (NDT), collecting quality-assured engineering data, providing overhead line equipment (OLE) or pantograph performance certification, carrying out metallurgy investigations, vehicle / track interaction, damage and whole life costing predictions, enabling access to data management services via PADSnet or delivering ultrasonic axle training or bearing inspection.

Customer decisions At SRTS, we take pride in what we do and know that, regardless of which department we operate in, we all have an important role to play in how our customers view us and how our services allow them to focus on what matters most to them. Our customers make robust decisions based on the data we collect and process for them, and providing a rapid, dynamic, and effective response to their many engineering challenges has been our “bread and butter” for many years.

We always aim to provide a seamless journey right from the start of our interactions, whether our customers are dealing with our office-based staff or on-site field engineers. Customer experience is increasingly important; we take feedback seriously and view it as a valuable opportunity for growth and improvement. Regular engagement with our customers also ensures that their engineering challenges are understood, and requirements addressed internally so risks can be mitigated early, and tailored packages of work can be offered.

We believe that only by improving ourselves can we add more value and improve the services we deliver to our customers. Our organisation has now embarked on an ambitious journey of continuous improvement, which encompasses everything from process and information management, policies and procedures, and digital innovation, to the way we develop and promote our services to our customers.

Our evolutionary journey at SRTS, which we have alluded to in a previous advertorial, will ensure that we are well positioned to work for and collaboratively with our customers to deliver the best service for the railways.

This continuous improvement drive will enable us to better align with our customers’ requirements, refine our processes and refocus our business to respond to industry challenges, deliver an even better level of service, and generate sustainable business growth for us and our customers. The central idea of all improvement programmes that deliver change is that no change ever happens in isolation; the whole organisation and all the people in it will be affected.

At SRTS, business development doesn’t exist in isolation either. It is the conduit through which opportunities come into our business, our customers’ voices are heard, and improvements are adopted by every member of our organisation. As we have articulated in a previous advertorial, we embrace transparency and collaboration and believe that “every day (we) do something that will inch (us) closer to a better tomorrow” (Doug Firebaugh).

Looking ahead to 2024, we want to provide our customers with even more value for money through cost-effective and transparent pricing structures, collaborations and framework agreements, excellent project delivery across all areas, tailored training packages and modernised digital services. We also actively engage with academia and industry partners and suppliers to seek the best solutions for our customers.

Come and speak to us – we are committed to being your reliable partner throughout your journey!

For more information, please contact us: 0330 109 8852 enquiries.srts@serco.com www.serco.com/srts

Customer experience is increasingly important; we take feedback seriously and view it as a valuable opportunity for growth and improvement

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15/11/2023 11:45

DESIGNED AND MADE IN THE UK

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ADVERTORIAL

Matchtech is a STEM recruitment specialist with nearly four decades of experience. Rail Director Kenny Burton explains how they have the expertise and enthusiasm to serve the sector and help overcome the challenges ahead

Providing the skills to build a better future one job at a time

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here are an estimated 30,000 recruitment agencies in the UK, of which 230 are dedicated to the rail industry. Among those in the latter category is Matchtech, with decades of experience in matching jobseekers with hiring employers on some of the biggest rail projects in the UK. “It is quite a finite pool when it comes to rail recruiters and that is likely down to the fact that rail is a heavily regulated industry, with safety and compliance at the heart of anything you do before you talk about doing any work and that is no different when it comes to us recruiters,” said the company’s Rail Director Kenny Burton.

“A lot of the skills within the rail industry are transferrable from other industries, but because of the governance, compliance and safety, there is that element of training that people need to work in the industry. It can make it quite difficult to get into for the first time, but once you are in there and successful, you are very successful.”

Matchtech was formed with a mission to bridge the Science, Technology, Engineering and Mathematics (STEM) skills gap. Since first opening its doors in 1984 it has grown to become one of

the UK’s largest STEM recruitment companies, connecting more than 10,000 clients around the globe with industry-leading contract and permanent talent.

Kenny leads the organisation’s dedicated rail team, which has been involved with the likes of HS2, East West Rail, Transpennine Route Upgrade and Core Valley Lines.

“We want to provide the skills needed to build a better future one job at a time,” said Kenny. “It is a journey to be number one, and although that might sound a bit salesy, it goes back to the heart of what our business is, we’re a people business and you’ve got to look after that one person, and then the next person and then the person after that.”

We want to provide the skills needed to build a better future one job at a time

Making a better future There is a real sense of sincerity in Kenny’s words about providing a best-in-class service for clients and candidates. These services cover everything from project planning, design, commercial, and HSQE to programme and project management, permanent way, signalling and telecommunications, mechanical and engineering, civils, and safety critical.

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He will soon be approaching nine years at Matchtech, and more than four years in the Rail Director post. As well as the full-time job, he is an active member of the RISQS consultation committee, a member of Women in Rail, a Mental Health First Aider, and has worked with colleges and Young Rail Professionals. The company has also partnered with Elite Project Services which works with prisoners and ex-offenders.

“It’s been challenging, but a lot of fun,” he said.

“I got my opportunity as Rail Director six months before the COVID pandemic and it’s not the same market as it was before, with certainly more focus on what we have got to give back, centred on people, sustainability and environmental, social and corporate governance.”

The future looks set to get no easier. There is a well-publicised skills shortage in the years ahead. A release from NSAR last year said that nearly 50,000 rail industry employees are expected to retire by 2030. The proportion of under 25-year-olds in the rail industry has halved since 2016, from 10 per cent to five per cent of the workforce.

A perfect storm Add to that the fact that the supply of European workers (on whom the industry is reliant) has been disrupted by the end of freedom of movement brought about by Brexit, apprenticeship numbers dropping during the COVID period, tax changes around IR35, and the fact that the modernisation of working practices – especially with the use of digital technologies – will mean that 80 per cent of the industry will require training over the next two decades, and you could say we are heading into a perfect storm.

“There is a shrinking field of people, so it is very challenging,” he said. “But a key to our success is working with customers on solutions and the fact we have invested in building our internal systems. Even during COVID, our board invested significantly in rebuilding our internal systems for the industries that we operate in, including our work in the railways.

“Our rail industry division is a £50 million plus turnover business, and as a wider business we are a 400+million turnover business and each of these areas in recent years has had the ability to build our internal databases around the regulation for the industries that we operate in. We have got one of the best regulated compliance teams to check the people we are putting out to work are fully compliant with the regulations.

“That is on top of auditors, compliance teams, health and safety managers, dedicated health and safety people that go out on site regularly to check we are reaching the highest of standards and identifying where the opportunities are to improve. We invest time in people, systems and compliance and specialists and partner with industry experts to ensure that we are part of the discussion and a provider of the solutions when it comes to rail recruitment.”

A key to success in this area is having strategic partnerships with organisations. Matchtech become part of clients’ businesses and invest in training to ensure people can progress with their careers, while at the same time opening up opportunities for the next generation to come through.

“Partnering has given the businesses we work with better spend control, better workforce visibility

and at the same time minimises legal and tax risk, improves processes, increases vacancy fulfilment and ensures a safer business for the workforce because they know who they are working with and the processes,” he said. “Forming these partnerships also enables us to work together to overcome the challenges and in developing an excellent workforce and attracting the next generation of talent.”

The impact of working with Matchtech strengthened in recent years when its parent company Gattaca plc restructured its recruitment brands, broadening opportunities. This led IT and telecoms specialists Networkers and Resourcing Solutions to adopt the Matchtech brand to become a trusted STEM partner, making it easier for customers to connect to skilled workers nationwide.

“From a business perspective as Rail Director it has been a great opportunity for me to move into a role and new business, as in the restructured business, to be able to restructure it in the way that I wanted it and because the market needed it,” he said. “From a personal perspective, my business is not the business that I inherited more than four years ago, it is the business that I have built.

“I’m a people person first and we’re in a people business so my hope is that we have an organisation that puts the people first, everything else is a successful byproduct of that. COVID gave me an opportunity to put the safety part, health part, and mental health piece at the forefront of what I wanted to achieve.

“The recruitment bit, which we have always been good at, has partnered really well with the two. It has been an educational several years, but we are in a great position of knowing what our customers and the industry need.”

Passion and drive Overall though it all comes down to the team, which in the case of Matchtech’s rail team includes one of nearly 40 specialist consultants who are driven by the same passion and drive as Kenny.

“We’re only as good as the people that work for us and we need to be as much of an attractive company to buy from or to come and work for as a candidate, but equally an attractive employee that offers opportunity in the market,” he said. “The better people we have, the better ability we have to offer services to our clients.

“The thing that really excited me about working for this business and this group is that our business is led by Matt Wragg who was one of the very early employees who came in as a trainee. Our Chief Sales Officer came as a trainee consultant and our Chief Operating Officer came into our recruitment business as a trainee.

They have worked their way up and have a real passion for ensuring it is a success.

“We are a great business to work for and one that prides itself on developing talent internally. The fact that it’s run by people who started at desks in this business and who built up Matchtech makes it very inspirational to be part of that journey today. It helps in creating that excitement with our customers and potential clients and that goes right the way down to the supply chain. The more engaged everyone is, the better we are overall.”

For more information, please contact us: www.matchtech.com

My business is not the business that I inherited more than four years ago, it is the business that I have built

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Showcasing tomorrow’s railway This month we are highlighting some of the innovations to look out for. Take a read of the pitches below

R

ail Director is a big believer in showcasing the people and products that make the industry flourish.

Innovation Hub is designed to provide a platform for organisations to showcase their latest innovations and products in a short, concise business pitch.

Embracing innovative ideas is vital if the rail industry is to continue to thrive, however far too often new ideas don’t get in front of the decision makers and never see the light of the day.

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

Promoting collaboration and investment, Innovation Hub connects innovators with investors, ensuring that great ideas reach the people and organisations to help them achieve success.

Take a look below, and if you’d like to feature your product in a future edition, email chrisw@railbusinessdaily.com

The rail environment is ever-changing, with a host of challenges and assets requiring attention.

One Big Circle has designed and developed the AIVR product suite through continuous engagement with the rail industry, and with the end-user in mind, providing the most critical data throughout the network.

Using the AIVR platform, individuals can conduct lineside inspections remotely and safely in multiple disciplines such as track and maintenance, electrical and plant, signalling, telecoms, plant and planning.

The AIVR Platform hosts a suite of digital tools which allow users to locate, measure, annotate and analyse images whilst also carrying out planning, sighting, reporting and sharing within and across teams and groups.

For more information, please For each hour that an AIVR user monitors data online, it’s contact us: Tel: 0845 838 7178 Email: enquiries@onebigcircle.co.uk estimated they save an eight-hour site visit or cab-ride, whilst also Web: www.onebigcircle.co.uk removing the travel and safety risks of being trackside.

Elevating rail maintenance: Aquarisus introduces the NEW Hoist Back Body for safe and efficient lifting Aquarius Rail specialises in innovative highway-based road rail vehicles, trailers, and attachments. Renowned for enhancing safety and delivering significant time and cost savings, our vehicles are indispensable for a wide range of railway maintenance tasks.

We offer a diverse range of transportation solutions with Road Rail Vehicles based on Land Rover, Isuzu D-Max, Ford Ranger, and Kawasaki Mules. Our patented vehicles are the only UK vehicles that provide a positive, over-centre, low-rail drive system, which is far superior to other guidance systems.

Excitingly, our Aquarius Road2Rail (R2R) 4x4 vehicles now offer a range of back-body options, including the ‘Truckman’ and the ‘Rapid Response.’ Plus, our latest addition, the ‘Hoist’ which features an integrated electrical hoist system for lifting and lowering heavy items to and from the vehicle/track, further enhancing safety and efficiency. This expanded versatility makes Aquarius R2R vehicles ideal for a seamless transition from Road to Rail to Site.

For more information, please contact us: 01765 635 021 enquiries@aquariusrail.com

Reliability and total cost of ownership reduction Industry experts report that 80 per cent of engine downtime or premature maintenance is caused by diesel contamination.

The revolutionary FuelActive unit uses a floating pickup pipe which draws clean fuel from the top of the fuel level, avoiding the harmful contaminants that settle at the bottom of the tank.

This innovative, patented solution is proven to deliver 92 per cent cleaner fuel to engines and to reduce both fuel consumption and CO2 emissions by up to 5 per cent. Engine reliability and fleet availability are improved, filters last four times longer, injectors are protected and your total cost of ownership is reduced.

Find out how FuelActive can improve the performance of your operations - www.unipartrail.com/fuelactive or email enquiries@unipartrail.com

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Innovate Design Deliver CASE STUDY – NEWS

High Current DC Testing Track Impedance Bond Due to our experience working in the DC Traction Sector, Rowe Hankins were approached to carry out a detailed high current testing of a Track Circuit Impedance Bond.

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The bond was connected to our high current DC source controller for a defined period of time, lasting several days.

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The programme of tests were completed by driving over 1500Amps DC continuous in set of scheduled controlled tests, whilst measuring that the electrical, temperature and insulation properties were maintained within functional operational limits.

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At our facility, we offer a facility to measure up to 2000Amps DC continuously, for a range of applications and products, such as Contactors, Relays, Circuit Breakers, Bonds and Traction Current Carrying Conductors.

A “world class” report of the process and testing data was provided to our client upon completion.

Please contact us using the details below for more information on our Testing and Workshop Services.

Get in touch! +44 (0) 161 765 3000 | sales@rowehankins.com | www.rowehankins.com Power House | Mason Street | Bury | Greater Manchester | BL9 0RH

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INTERNATIONAL NEWS

India’s first semi-high-speed regional train by Alstom

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lstom has reached a milestone for India’s rail revolution with the inauguration of NaMo Bharat, with its rolling stock and signalling solutions provided by Alstom India.

India’s first semi-high-speed regional rail service was flagged off in October by the Prime Minister Shri Narendra Modi alongside the Chief Minister of Uttar Pradesh, Shri Yogi Adityanath and other government dignitaries.

The first phase, Duhai-Sahibabad section (17 km) of the Delhi-Meerut corridor, also marks the world debut of the Level 3 ETCS (European Train Control System). It is equipped with Automatic Train Operation (ATO) for Long Term Evolution (LTE) in the future to further increase network performance and capacity.

Designed and manufactured in India, the NaMo Bharat reinstates Alstom’s commitment to Atmanirbhar Bharat (Self-Reliant India Campaign) with end-to-end engineering, manufacturing and signalling work done in India. In the last two years, Alstom’s 360+ engineers & designers devoted thousands of hours and ran hundreds of hours of tests to deliver the phase-1 commitments to National Capital Region Transport Corporation Ltd. (NCRTC). The company is aiming to also achieve its delivery commitments by 2025.

Olivier Loison, Managing Director of Alstom India, said: “It is a moment of pride for us at Alstom to yet again be a part of India’s rail revolution.

NaMo Bharat will be a first-of-its-kind experience for Indian commuters for its speed, advanced technology and passenger experience. This project also marks the world premiere of several

new signalling technologies which will set new benchmarks in the rail space globally. All of this is set to make sustainable mobility at scale real in India. These Made in India trains reflect our robust capabilities, and we are truly humbled to be contributing to India’s rail-based infrastructure growth.”

Canada: AECOM Deutsche Bahn signs agreement awarded to sell Arriva to I Squared Hamilton LRT Deutsche Bahn AG (DB) and I Squared Portugal in 2022 and Arriva Serbia, Denmark, and AECOM has been appointed by Metrolinx as technical advisor for the Hamilton Light Rail Transit project, a 14km transit line to be located within Hamilton, Ontario.

The line will be the city’s first light rail transit system and will be designed to accommodate expected future growth and development, improve connectivity, and attract economic development in the rapidly growing area.

Richard Barrett, Chief Executive of AECOM’s Canada region, said: “AECOM has played a critical role in light rail projects across Ontario and Canada, and our teams are excited to deploy their depth of experience and local expertise to deliver this transformative project.”

Capital have signed an agreement for the sale of the whole of Arriva Group, including all its operating businesses across 10 European markets, to I Squared.

The transaction is expected to complete in 2024, subject to the customary closing conditions, including the approval of the DB supervisory board and the Federal Ministry for Digital and Transport of the Federal Republic of Germany.

As part of DB’s Strong Rail Group strategy, the company announced that it intended to sell Arriva to enable additional growth in rail transport in Germany and allow it to focus its resources on its core business.

Deutsche Bahn acquired the British company in 2010. Over the past few years, DB has worked with Arriva to stabilise its business after the COVID impact and to focus the company’s sustainable growth strategy on relevant markets. The sale of non-core markets, including Arriva Sweden and

Poland (bus), was completed this year.

Dr Levin Holle, Member of the Management Board for Finance and Logistics and CFO of Deutsche Bahn AG said: “We are happy that I Squared is willing to support Arriva in its future growth. Arriva has good prospects for sustainable growth as market liberalisation in Europe progresses. The strategic goal of Deutsche Bahn is to make record level investments in environmentally friendly rail in our core business combined with the massive increase of investment of the German Federal Government into our German rail infrastructure.

“The purchase agreement signed is therefore in the spirit of strong rail. At the same time, the sale to I Squared will give Arriva new options to support its growth potential, for example for the future electrification of European fleets. For us, the agreed sale is an important step to focus even more on additional growth in rail transport in Germany.”

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74 Meet the RBD Community team at an event near you soon…

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RBD Community team on tour

he RBD Community team is currently on tour, getting out and about meeting members, industry contacts, learning and sharing valuable insights on doing more business in rail.

Our first stop earlier this month was a full team outing to the RIA Annual Conference 2023 in London. We exhibited alongside Rail Business Daily and RIA, showcasing all of the new membership benefits available to members, and offering a live demo of member portal One Place.

And it was a great chance to catch up with community members including Epion, Consortia Group, Mavin Powercube, Amaro Group, and many more, as well as our RIA colleagues and their members.

This conference featured a stellar line up of industry speakers including Network Rail’s Chief Executive Andrew Haines OBE, Andy Bagnall from Rail Partners, Rufus Boyd of the GBRTT, Trough-Tec Systems Business Growth Director Lucy Prior, David Camerlengo, Senior Trade & Investment Commissioner at the Australian High Commission, Rail Freight Group’s Director General Maggie Simpson OBE, South Western Railway’s Claire Mann, and many more.

The first time RBD Community’s Benefit Activation and Delivery Manager Jo Millington said: “This was our first time at RIA’s Annual Conference, and it was brilliant. We heard interesting and compelling keynote speeches from industry leaders and influencers, showcased our RBD Community benefits, and got valuable face time with many of our members who’ve since told us how much they enjoyed the event and the valuable connections they made.”

Next stop was the 7th BCRRE Supporting the Rail Supply Chain Event with DfT and RSSB in Goole, where our new Business Development Manager Sarah Hopton heard about how the DfT and RSSB are offering rail SMEs and the wider rail supply chain the chance to engage directly with them on the first revision exercise of the GB rail technical standards.

Then we headed to York for RIN York 2023, organised by RBD Community members Jobson James Rail. The event brings the rail infrastructure industry together in one room for networking so they can meet potential new customers to grow their businesses. Sarah said: “Fantastic event once again and great for members to advertise themselves to the industry at a very low cost.

“I’m also looking forward to RIA North Rail Summit on the 23 November in Newcastle. It is always great to catch up with members and clients at events like this.”

The RBD Community team will be visiting more events in December and throughout 2024. Find your next networking opportunity in the Ultimate Rail Calendar here https://www.railbusinessdaily.com/ rail-calendar/

This was our first time at RIA’s Annual Conference, and it was brilliant

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75 RBD Community Member Spotlight Feature

Agile consultants.

Extraordinary software D/Gauge are experts in gauging and clearance assessment.

Pioneers in methodology and digitalisation, no-one gets you closer.

Infrastructure

Electrification

Rolling Stock

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Structure Clearance

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Fleet procurement

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Assessment Track and Infrastructure

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feasibility Pantograph and OHL

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Train introductions Vehicle upgrades and

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Design Support Assessment of Unusual &

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clearance assurance Electrical clearance

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modifications Vehicle Retractioning

Large loads

monitoring

Email: info@dgauge.co.uk or visit www.dgauge.co.uk

WE ARE Rail and Infrastructure and more.

CABLE TROUGHING, SIGNAL BASES, PLATFORM COPERS AND MUCH, MUCH MORE. All harnessing the latest concrete technology to reduce embodied carbon without compromising performance.

• Low embodied carbon solutions • UK manufactured • Quick and efficient lead times FOR MORE INFORMATION, CONTACT OUR EXPERIENCED SALES TEAM TODAY. T: 0333 234 3434 E: anderton.rail@ibstock.co.uk W: www.ibstock.co.uk

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DIRECTORY

Acorel specialises in real-time passenger flow intelligence solutions incorporating automatic people counting delivering the most accurate technology for analysing the passenger analytics since 1989. phil.linnecor@acorel.com www.acorel.com/en +44 (0)780 878 8785

Arthur Flury provides local support the UK’s rail industry in addition to overhead line equipment to more than 40 nations around the globe. info@aflury.co.uk https://www.aflury.co.uk 01908 686766

The Black Country Innovative Manufacturing Organisation is a not-for-profit established to oversee the launch and operation of the Very Light Rail National Innovation Centre https://bcimo.co.uk 07769 586 893

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CB Frost rubber and plastics have developed an enviable reputation for excellence and reliability in a wide range of sectors. info@cbfrost-rubber.com https://cbfrost-rubber.com 0121 773 8494

Cembre is one of the largest European manufacturers of electrical compression connectors and related installation tooling. sales@cembre.co.uk https://www.cembre.co.uk 01675 470 440

Cervello is a trusted railway cybersecurity leader dedicated to ensuring railway safety, reliability, and business continuity for railway organizations globally. https://cervello.security +972 774 080 307

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CPC is an established provider of project, cost and programme management services to the transport, infrastructure, property & construction industry. london@cpcprojectservices.com https://cpcprojectservices.com 020 7539 4750

Dakota is a provider of voice-directed maintenance & inspection (M&I) solutions. info@dakotais.co.uk https://dakotais.co.uk 0161 776 4009

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

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Specialist construction and civils company with extensive experience within the railway environment Service Delivery • Concrete walkways, steps, bases, maintenance and repairs • Brick & Block work to include heritage services • All Fencing & Gates – Supply & Install (Palisade, Wire, Wooden,Security) • Platform Refurbishment, stone slab installation, coping stones and line painting • Route works to include earthworks, stairways, handrails and gates • Cable Management Systems (CMS) & Concrete Trough Route works • Enabling and Ground works • Network Rail Access Points

• LUL Step Free Access works • Vegetation Management (Clearance, waste management, metal recycling) • Road Rail Access Points (RRAP installation and maintenance) • All projects fully managed on and off site

• Safety Critical protection, Protection Plans & SSOW /SWP planning • High Street construction & civils • Welfare Facilities • Waste Management & Environmental support services

0800 389 4704 viking-group.co.uk 14 West Station Yard, Essex, CM9 6TW www.viking-group.com info@viking-group.co.uk

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Since 1987, Enotrac has been a reliable partner for the railway sector in electrical engineering. https://enotrac.com/en 020 8770 3501

Award-winning FJD Consulting deliver high-quality design solutions across civils, structural, geotechnical, and M&E engineering disciplines. info@fjdconsulting.co.uk https://www.fjdconsulting.co.uk 0121 233 4786

GOS Tool & Engineering Services Ltd are a market leading manufacturer of Road Rail Vehicles and specialist rail infrastructure installation and maintenance equipment solutions. enquiries@gosengineering.co.uk https://www.gosengineering.co.uk 01495 790 230

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Grinsty Rail help provide solutions to problems, from an electronics interface on a data recorder, to a fireguard requirement on a specific seat and more. sales@grinstyrail.co.uk https://www.grinstyrail.co.uk 01527 51 41 51

Hoppecke Industrial Batteries are your expert for industrial batteries & energy storage solutions and have been delivering solutions to customers around the world. info@hoppecke.com https://www.hoppecke.com/en 01782 667 306

HR Kilns is the premier supplier and manufacturer of GRP/FRP (Glass Reinforced Plastic) products, Embankment Steps, Walkways, Gratings, Stair treads, Handrails and ATP Panels. sales@hrkilns.com www.hrfibreglass.co.uk 01695 557711

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WorkfloPlus by Intoware transforms paper based forms into digital workflows with access to documents, videos, pictures, weblinks and remote experts to improve safety, accuracy & productivity. hello@intoware.com https://www.intoware.com +44 (0)115 977 8969

Jobson James Rail is a national specialist railway insurance broker, the market leader in the UK by a huge margin with over 550+ rail clients across the UK, Middle East and Australasia. keven.parker@jjrail.co.uk jjrail.co.uk 07816 283949

Specialty lubricants from Klüber Lubrication for train maintenance and infrastructure prove their worth worldwide every day. From lubrication of traction systems and doors to many other components. info@uk.klueber.com https://www.klueber.com/uk 01422 205115

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McCulloch Group are transforming rail infrastructure projects with a fleet of bespoke and patented machines that eliminate manual handling and improve the efficiency of installations. enquiries@mccullochgroup.com mccullochgroup.com +44 (0)330 0130 010

We are a UK based provider of wellbeing consultancy, training and coaching who support organisations that want to help their staff thrive at work. If we can help, we will. wendy@thementalwealthcompany.co.uk www.thementalwealthcompany.co.uk 07305843993

Onwave have a successful history of enhancing operational performance, improving, and providing a leading connectivity service. sales@onwave.com https://onwave.com/digital-technology/owl 0844 775 0000

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Since 1961 Rittal has been a global leader in innovation for its products, including enclosures, cooling solutions, power distribution, and IT infrastructure. Rittal’s robust enclosures are a functional solution for the rail environment. information@rittal.co.uk www.rittal.co.uk 01709 704000

SatSense identify and alert asset owners, managers and engineers of areas at higher risk of ground or structure movement, using satellite-borne radar. contact@satsense.com www.satsense.com 0113 306 1688

Schweizer Electronic is the market leader in Europe for on track automated protection on busy railways for both passenger and freight lines. info.seuk@schweizer-electronic.com www.schweizer-electronic.com +44 (0)1827 289996

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UK Power Network Services solve your energy challenges through innovative solutions, delivering resilience, cost efficiency and sustainability to deliver a bright energy future. www.UKPowerNetworksServices.co.uk 0800 029 4285

UK Departure Boards is a very small rail enthusiast operation based in Bristol which design & manufacture replica station departure boards. support@ukdepartureboards.co.uk ukdepartureboards.co.uk/store

Welfare Vans 4 Less are one of the UK’s leading suppliers of professionally converted welfare vans, with nationwide delivery 7 days a week. info@welfarevans4less.co.uk www.welfarevans4less.co.uk/ 01782 848855

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MOVERS AND SHAKERS

Rail Europe has appointed former Trainline International President Daniel Beutler as its new Non-Executive Chairman.

In the role, he will work alongside Chief Executive Officer Björn Bender

Elevating the quality of ticketing and management service

How does it feel to be appointed a NonExecutive Chairman?

I am genuinely excited to be a part of Rail Europe and look forward to contributing to the continued success and growth of this amazing company.

To me, Rail Europe is the premier brand for international train bookings, covering both B2B and B2C, across the globe. The company is truly an integral part of the industry with deep and historic connections to all the players: railway companies as well as travel agencies, online travel agents, and tech platforms.

Rail Europe ticks all the right boxes: the strong brand stands for a sustainable product, and the diverse team is led by an inspiring CEO – precisely the values I firmly believe in. Consequently, I’m looking forward to contributing to the continued success and growth of the company. A journey that has only just

begun and that comes at a time when mega trends, such as digitisation and green travel, are becoming more important than ever.

What attracted you to the opportunity and what is it like to be working with Björn again?

First of all, and that’s no secret, I love rail!

Also, Björn and I share a deep connection and commitment to the success of the railway sector, having worked in the European rail industry for a couple of decades now. We have already worked together in the past, and we know how we are wired and deeply trust each other. It helps to cut to the chase, which is key if you want to stay top of class in the long run and are having to reinvent yourselves over and over again.

But I’m also here because I firmly believe in the solutions proposed by Rail Europe, especially its

state-of-the-art API and its capacity to gather a comprehensive rail inventory on a single platform.

So, when Björn and the board asked me whether I could see myself more invested in the company, it was an absolute no-brainer. I am truly delighted to be able to support this diamond to help enhance its brilliance and sparkle even more.

What is the journey ahead at Rail Europe?

I will seek to bring more visibility to Rail Europe and become an ambassador of the brand, as well as supporting Björn with the strategic projects of the business. Also, my network and experience mix might help here: knowing the mobility sector but also having scaled businesses successfully in previous roles. The challenges are similar, and I’m convinced that we can repeat former success stories.

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MOVERS AND SHAKERS

What are the biggest challenges facing Rail Europe and how do you hope to overcome them?

The transition known as the “modal shift” to rail will rely on enhancing both physical and digital infrastructures. Elevating the quality of ticketing and management services can truly enhance the traveller’s experience and encourage them to choose rail transport. Or in other words, building more railways and putting more trains on them is not enough; you need to make them more accessible and ticketing easier. Distribution is a completely different field of expertise, which will make all the difference, especially in legacy technologies that are not seldom half a century old. However, that shouldn’t be of the customer’s concern, and we need to benchmark ourselves to the competitors in the air.

How have previous experiences shaped your thinking, particularly relating to your book which offered tips for scaling up companies, through the lens of a European entrepreneur on an international scale?

Scaling a company goes beyond growth figures; it requires a keen focus on culture, evolving objectives, and a willingness to adapt as the company matures.

One key takeaway is the significance of maintaining a strong company culture. It’s essential to have the right people who are not just working for the company but feel that they work on a project that matters to them. When employees share a vision, ownership and commitment will follow, and the

Capture.

Control.

Comply.

company can scale effectively. And it’s important to hang in there when times get rough, be it because of politics or tech. Resilience is the absolute key to make it a long term success.

What is the future for ticketing organisations like yourselves?

One-stop solutions such as Rail Europe will play a vital part in promoting new connections, be it bringing a cross-border city pair or industry players closer together— we will drive the industry forward and encourage innovation and train-travel. We have to put the customer first, and a close collaboration between parties across the rail industry will lead to a more convenient experience in both pricing and ticketing.

Agnostic players like Rail Europe become even more important when competition arises, and it’s clearly a turning point in the long-distance sector.

Comparing prices, finding the best routes, but also being the independent platform for discussions among players will benefit the rail customer. On top of that, transformations like Artificial Intelligence (AI) have already started to redefine ticketing by predicting demand, optimising pricing, and enhancing customer experiences and care, among many other things. With AI-powered chatbots, customers will enjoy instant, personalised support, ensuring a seamless and efficient ticket-buying experience for instance. By embracing AI, ticketing organisations will remain competitive and shape a future where ticketing is more convenient and

customer-centric than ever before and, therefore, more attractive.

Are you optimistic for the future?

More than ever actually. Not even a decade ago, everybody said that rail was a thing of the past and as good as dead. And look at the amazing renaissance of it now, being praised as the solution to sustainable transportation. Therefore, I couldn’t be more enthusiastic about the future of the railway industry, and I know that Rail Europe will play a key role within this ecosystem thanks to its incredible people, product, and technology.

We are in the most fortunate times, where highspeed rail systems see expansions to connect cities and regions, fostering economic growth, reducing congestion on highways, and enhancing accessibility, both domestically and internationally.

In addition, the ongoing innovations in automation and connectivity will make rail travel safer, more convenient, and increasingly efficient. The electrification of rail networks and advancements in energy-efficient technologies will make trains the most eco-conscious choice.

Platforms like Rail Europe will foster the shift to rail and meet (in the future, hopefully exceed) the expectations of today’s travellers, who are increasingly aware of the environmental impact of their journeys, yet want them to be fast and convenient.

In a nutshell, the best is yet to come!

See your project data in real-time and make informed decisions on the spot. eviFile creates a golden thread of information across all departments and provides evidence-based insights that ensure operational compliance.

All from a single mobile application.

Learn more at evifile.com/compliance.

November 2023

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MOVERS AND SHAKERS

Image: Linbrooke

Ray Caines “honoured” to be taking on new role at Linbrooke

Linbrooke has announced the appointment of Ray Caines as Group Head of Health & Safety.

He has more than 40 years of experience in the rail and construction sector, starting his railway career with British Rail and continuing to progress working for Railtrack, Network Rail and Principal Contractors.

His military background and discipline serving in the Royal Fleet Auxiliary for 10 years, spearheaded his career in rail. He left the Royal Fleet Auxiliary in 1984 following three tours of duty in the Falklands Conflict.

He said: “I am proud to be joining the company, and I am honoured to be taking on the role of Group Head of Health & Safety for Linbrooke and look forward to the future.”

Image: Cubic Transportation Systems

Image: ORR

Image: Northern

Declan Collier reappointed ORR Chair

Tricia Williams to become new Northern Managing Director

Declan Collier is to be reappointed as Chair of the Office of Rail and Road (ORR) for a further five-year term.

Declan was first appointed to the role in 2019, and has helped increase ORR’s influence on behalf of users and funders with those who can make a difference in the industry.

He said: “I am proud to be reappointed Chair of the Office of Rail and Road. My first term has seen seismic challenges for the rail and road sectors, with ORR playing a key part in overseeing the recovery from the pandemic. I look forward to continuing this important role at such a time of change for the rail and road sectors.”

Train operator, Northern, will be appointing Tricia Williams as its new Managing Director.

Tricia, who is currently the operator’s Chief Operating Officer, will take over from Nick Donovan when he steps down from his role in spring 2024.

She said: “After three great years as Chief Operating Officer, it’s an absolute honour to be taking on the Managing Director role.

“Nick has set the standard – not only for driving this business forward but the standard for truly supportive and inclusive leadership.

“We know we still have big challenges ahead of us. Nick will leave us in a strong position, and the team and I are ready to continue the great work he has started.”

Image: Northern

Image: CrossCountry

Peter Torrellas begins new role as President, Cubic Transportation Systems

Northern announces new Head of Property to oversee station estate

Cubic Transportation Systems (CTS), a division of Cubic Corporation, announced that Peter Torrellas has started his role as Senior Vice President of Cubic Corporation and President of Cubic Transportation Systems (CTS), following former president Jeff Lowinger’s retirement in October As CTS’ new president, Peter is responsible for leading its strategic vision, growing its customer base, enhancing partnerships with existing customers and building on the long history of technology innovation around the world.

He said: “I am incredibly excited to have become a Cube and serve as a leader to this amazing team”

Northern has appointed Jayne Breen as its new Head of Property.

Jayne, from Manchester, joins from Carlisle Support Services but is a familiar face as she was previously Northern’s Head of Engineering Services.

Prior to that she was also the Train Presentation Delivery Manager for their services in the North West, managing the teams who make sure Northern’s fleet of trains are clean for customers.

She said: “I am so pleased to be back and can’t wait to get started on delivering a station estate that works well for our customers and that we can be proud of”

Harj Singh to lead CrossCountry’s finance team

Long-distance train operator CrossCountry has announced the appointment of Harj Singh as Finance Director.

Harj is ACCA qualified and started his career at National Express Group, going on to serve as Managing Director for a residential developer. Before joining CrossCountry in an interim role, Harj worked on acquisitions of rail contracts and gained significant experience of working with government bodies, including Transport for Wales and Homes England.

He said: “This is an exciting opportunity to further build on our work at CrossCountry to date.

I am looking forward to bringing industry experience and insights to the table as CrossCountry strives to deliver the best possible offering for both current and future customers.”

November 2023

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86

AND FINALLY...

What is believed to be the world’s first railway station has been upgraded to Grade II*. Sarah Charlesworth, Listing Team Leader for Historic England in the North, explains more

Heighington & Aycliffe Railway Station upgraded to one of England’s most important buildings

“I

t’s amazing to think that this simple building in County Durham helped to inspire a way of travelling that’s used by billions of people across the world. From the humblest single platform station to the vast terminals of St Pancras and the Gare du Nord, they all owe a debt to Heighington & Aycliffe Railway Station.”

That’s the reaction of Sarah Charlesworth, Listing Team Leader for Historic England in the North to the early 19th-century building, thought to be the world’s first railway station, which has recently been upgraded to Grade II* by the Department for Culture, Media & Sport on the advice of Historic England.

The building in Newton Aycliffe, County Durham, was originally listed at Grade II in 1980 in recognition of its role in the early development of the Stockton & Darlington Railway. It was here that George Stephenson’s Locomotion No.1 (then known as Active) was put on the rails in 1825 for the inauguration of the Stockton and Darlington Railway. It was also the site of tragedy three years later in 1828 when Locomotion’s boiler exploded, killing its driver.

An important historical building Following new research by Friends of the Stockton & Darlington Railway and Historic England, the building has now been upgraded to Grade II*, elevating it into the top 10 per cent of England’s most important historic buildings.

Sarah said: “The building was first thought to date to the mid-1830s, but it has now been revealed that it was actually completed in 1827, which experts believe makes it the earliest ever example of a railway station although it was not officially referred to as one until the late 1830s.

“When the building was commissioned, the concept of the railway station had yet to be developed and its original purpose was to function as a tavern to provide shelter and refreshment for workers and customers at the adjacent coal and goods depot.

“However, a newspaper report in September 1827 clearly shows that the building was fulfilling the main functions of what later came to be recognised as a railway station: a stopping point for trains, a building providing shelter for passengers, and a receiving point for unaccompanied parcels and goods being transported by rail. There is also evidence of someone using the site to commute to work.

“Furthermore, the incorporation of domestic accommodation could be seen as the forerunner of the station master’s house, a key part of railway stations built throughout the Victorian period.”

The listing upgrade of Heighington & Aycliffe Railway Station forms part of the work of the Stockton and Darlington Railway Heritage Action Zone (S&DRHAZ).

This five-year, heritage-led conservation and economic development scheme is a partnership between Historic England, local authorities and other stakeholders. It is part of the build-up to the 2025 bicentenary of the opening of the Stockton &

Darlington Railway, using heritage to bring lasting economic benefit to the region.

Niall Hammond, Chair of the Friends of the Stockton & Darlington Railway CIO, said: “Nearly 200 years ago, the Stockton & Darlington Railway was the railway that got the world on track, by creating all the fundamental ideas of the modern railway and inspiring a worldwide revolution in transport and communications.

“It’s fantastic to see this recognised in the new listing upgrade and a just reward for all the in-depth research by Historic England and our own members, especially the late Brendan Boyle.”

November 2023

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