Learning from Major Rail Projects - A Supply Chain Perspective

LEARNING FROM MAJOR RAIL PROJECTS A Supply Chain Perspective November 2021

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Learning from Major Rail Projects November 2021

CONTENTS Foreword

5

Executive Summary

6

Introduction

8

Collaboration and Leadership

12

Visibility and Long-Term Investment

15

Innovation and the Contribution of SMEs

17

Procurement

20

Delivering Economic, Environmental and Social Value

22

People, Trade and Exports

24

A Note on Case Studies

26

CASE STUDIES Collaboration Case Study:

27

Aberdeen to Inverness Improvements

Collaboration Case Study:

Victoria Line Upgrade

29

Ordsall Chord Pure Alliance Contract

31

Southern Multi-Discipline Framework

33

Rolling Programme of Electrification

35

East West Rail Phase 2 – Bletchley Flyover (BFO)

36

New Rail Manufacturing Site in Goole

37

Manchester Metrolink

39

World Bank

41

UK Rail Research & Innovation Network

43

56

Innovation Case Study:

Class 700 Trains for Thameslink Programme

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Innovation Case Study:

London Bridge Area Partnership

Collaboration Case Study:

53

Long-term Investment Case Study:

Midland Main Line

Collaboration Case Study:

52

Long-term Investment Case Study:

Project SPEED Northumberland Line Re-opening

Collaboration Case Study:

51

Long-term Investment Case Study:

The Central Rail Systems Alliance

Collaboration Case Study:

50

Visibility Case Study:

Stourbridge Branch Line Track Renewal

Collaboration Case Study:

49

Visibility Case Study:

Midland Metro Alliance

Collaboration Case Study:

47

Collaboration Case Study:

South Rail Systems Alliance

Collaboration Case Study:

45

Collaboration Case Study:

FLO JV Northern Line Extension

Collaboration Case Study:

44

Collaboration Case Study:

Technology & Innovation Hub Doncaster

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Learning from Major Rail Projects November 2021

Innovation Case Study:

57

HAROLD 2.0

Innovation Case Study:

CPC Project Services LLP

58

Trough-Tec Systems

59

Government and Client Initiatives Case Study:

Atkins Signalling Method

Innovation Case Study:

60

London Underground Bank Station Capacity Upgrade

East Coast Digital Programme

Meridian Water Railway Station

Merseyrail Power Supply Upgrade

63

Riding Sunbeams

64

Denmark Hill Station Enhancement Project

65

Social Value Case Study: Trade and Exports Case Study:

82

Jewers Doors

68

Trade and Exports Case Study:

83

RIA Members

69

Trade and Exports Case Study:

Automated Intelligent Video Review

SME Case Study:

81

Feltham Depot

66

Carbon Fibre Bogie

SME Case Study:

80

Environmental Case Study:

Crossrail Whitechapel Station Design

Innovation Case Study:

79

Environmental Case Study:

The Global Centre of Rail Excellence

Innovation Case Study:

78

Environmental Case Study:

Very Light Rail

Innovation Case Study:

77

Economic Value Case Studyt:

62

HS2 Enabling Works (North) – M42 Bridge

Innovation Case Study:

76

Procurement Case Study:

61

Rail Electrification Alliance - East Coast Main Line Power Supply Upgrade

Innovation Case Study:

74

Procurement Case Study:

HydroFLEX

Innovation Case Study:

73

Network Rail SME Action Plan

Rail Accelerator and Innovation Solutions Hub for Enterprise

Innovation Case Study:

72

SME Case Study:

Pantograph-Catenary Dynamics Test Rig

Innovation Case Study:

71

SME Case Study:

84

Alstom Cairo Monorail

70

Dura Platfrom

APPENDIX 85

Resources

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Learning from Major Rail Projects November 2021

Foreword This report offers a supply chain perspective on major project and enhancement delivery. There have been many reports on projects from a client and funder perspective. This report seeks to complement those reports by considering the key enablers of success.

It does so by highlighting successful projects and initiatives and sharing case studies which highlight supply chain capability and innovation.

supply chain has a breadth of knowledge and deep expertise, a strong commitment to delivery, and a learning development culture that seeks continuous improvement. We need to learn from success as well as review the root causes when things do not go to plan. Successful project delivery requires strategic relationships, honest dialogue, effective change management and a positive team culture.

Major rail projects and enhancements are complex.

They involve working safely on the live railway, through towns and cities, whilst seeking to protect the environment and respect the communities where the work is taking place. Projects require close collaboration between the public and private sectors – over many years and even decades.

As the economy recovers from Coronavirus, the UK Government is investing significantly in rail. Projects need to deliver the benefits intended, to attract passengers back to and grow future patronage on the railway, and to support efficient Net Zero carbon transport for passengers and freight. In this context, and with passenger revenues currently impacted by lower demand, never has it been more important for the rail sector to respond effectively – to support the economy, regional connectivity, productivity and skills.

The UK railway is the oldest, and one of the busiest in the world. In recent decades we saw unprecedented growth, and this put pressure on delivery. Stop-start investment also undermined performance. As the Government has recommitted to rail through projects from HS2 to “Restoring your Railways” and the Williams-Shapps Plan for Rail, there is an opportunity to renew the relationships between suppliers, clients and Government and to learn from when things go well.

This report welcomes the Government’s recent focus on initiatives such as the Construction Playbook and Network Rail Project SPEED. It highlights key factors for success and encourages continuing dialogue between Government, clients and the supply chain to unlock the full potential of the rail sector. We hope you find it interesting and useful.

We recognise that there are projects that go over cost, and trade-offs between time, cost and benefits, but many projects go right, and once complete projects deliver significant value to the UK. The rail

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Kate Jennings, Policy Director and David Clarke, Technical Director, Railway Industry Association

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Executive Summary The railway sector has always been a source of economic growth, jobs and investment for the UK. Not only does the railway network support passengers and freight users to get where they need to be, it is a significant contributor to communities and the economy, acting as the backbone of the public transport system, with a strong rail supply sector behind it.

The railway sector contributed £43bn Gross Value Added (GVA) to the UK economy in 2019. It employs 710,000 people and contributes £14bn in total tax revenues, equivalent to nearly 80% of total public spending on rail transport in the same year. For every £100mn of spending on rail infrastructure, more than 1,400 of additional well-paid jobs are created in the rail supply sector.

Major projects are complex and not everything goes to plan – this makes it more important than ever to foster a continuous learning and development culture with honest and positive relationships. RIA believes that with the right strategic partnerships, the supply chain can enable successful delivery and innovation as it has already proven on many significant projects. However, strong leadership and a commitment to agreed outcomes is needed as it brings certainty, which in turn, increases efficiency and productivity.

UK rail suppliers have a wealth of experience and are continuing to learn from major project delivery.

The rail supply chain capability already includes innovations such as building information modelling (BIM), digital and modular infrastructure and off-site development. The age and complexity of our railways means that our contractors and consultants have expertise on working in complex environments on a live railway and responding to change. Promoting their expertise in construction and design services, data and manufacturing internationally strengthens UK plc and in turn brings even more diverse knowledge back to the UK market.

After the decision has been made to go ahead with a project it is important to make this visible in a pipeline of work, as confidence around a pipeline allows rail suppliers to invest in the workforce, skills and technological advancements – thereby benefiting not only the companies themselves, but the projects they work on and their extended supply chain.

Supporting innovation from the earliest possible stage of a project and embedding an innovation culture in the project team, maximises the expertise of the UK rail supply chain and helps ensure that the innovation is part of the project lifecycle.

“The Government is making very significant investments in rail infrastructure, including in High Speed Two. West Coast Partnership is working closely with industry and Government to make the most of this investment in high speed rail for the benefit of customers and communities. Understanding the key enablers to successful delivery of major projects is essential to unlock the full potential of rail to support a more productive, healthier and greener economy.” Caroline Donaldson, Managing Director, West Coast Partnership Development

Simplified and standardised procurement processes focused on strategic partnerships, industry outcomes and whole life value will unlock the UK rail supply chain capabilities in delivering major projects.

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Key Messages Collaboration and Leadership: Create strategic partnerships with the contractors and clients that are based on shared goals.

Recruit for and reward positive team behaviours including a continuous learning and development culture and the ability to manage change effectively.

Visibility and long-term investment: Once committed do not look back, share pipelines and plan long-term investment to drive competition, grow supply chain capability and efficiency and give confidence to private sector to invest in skills, assets and innovation.

Innovation and SMEs: Support innovation at earliest stages of a project, take full advantage of supply chain capability including international, SME and cross sectoral ideas and expertise. Harness supply chain skills on system thinking and whole life value.

Procurement: Engage suppliers early.

Publishing transparent procurement pipelines and targeted outcome-focussed procurement models, support competition, efficiency, innovation and delivery. Effective procurement enables the development of intellectual property and unlocks collaborative funding and financing models.

Economic, Environmental and Social Value: Recognise the full economic, environmental and social value that rail brings to the UK. People Trade and Exports: Celebrate the diversity of the supply chain and its people and promote UK rail expertise and capability internationally.

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Introduction About RIA The Railway Industry Association is the national trade body for over 300 UK rail suppliers, with members representing a large proportion of the rail industry by turnover and reflecting the great diversity of disciplines within the rail sector. Our membership comprises both large multinational companies as well as SMEs (around 60% of the membership), based right across the UK. RIA works to promote the importance of the rail system to UK plc, to help export UK expertise around the globe and to share best practice and innovation across the industry.

Major projects overview Publicly funded major projects in the UK are overseen by the Infrastructure and Projects Authority (IPA), which manages the Government’s Major Projects Portfolio (GMPP)1. The Portfolio is composed of the largest, most innovative and highest risk projects and programmes delivered by Government.

GMPP projects are typically those where approval is required from HM Treasury, either because the budget exceeds a Department’s delegated authority level and/or because the project is novel, complex, contentious, repercussive, or requires primary legislation.

According to the IPA Annual Report on Major Projects 2020-212, the Department for Transport (DfT) has the second highest major project portfolio and the second highest Whole Life Cost by department (£115.5n)3. Of the 24 projects that are led by DfT, 22 are Infrastructure and Construction projects, and 2 Transformation and Service Delivery projects. 17 of these projects are focusing on rail.

The latest IPA pipeline report4 captures the full range of rail projects – including 60 Network Rail enhancement projects and includes a Road Map to 2030. This report illustrates how the supply chain is responding to this vision.

“Major government projects are often large scale, technically and operationally complex, and attempt to do things that have not been done before to support improved public services that would not otherwise be delivered. <...> Major projects are often asked to deliver against aggressive timescales set early in their lifecycle. They are expected to deliver to schedule and budget and, as they employ public money, to be right first time – resulting in both informed and uninformed criticism when this does not happen, even if the subsequent capabilities are widely valued and ultimately realise the intended benefits.”

Extract from the “Lessons from transport for the sponsorship of major projects” report5, published by the Department for Transport and IPA. “All major projects in the future should first and foremost aim to deliver a minimum viable product. If I had a time machine and I could go back to one point in Crossrail’s history I would have gone back to the design stage and I would have spent an extra six to nine months simplifying designs which would have saved two years or so in construction”, Mark Wild, Chief Executive, Crossrail at RIA’s 2020 Annual Conference

1

https://www.gov.uk/government/collections/major-projects-data

2

https://www.gov.uk/government/publications/infrastructure-and-projects-authority-annual-report-2021

3

https://www.gov.uk/government/publications/dft-government-major-projects-portfolio-data-2021

4

https://www.gov.uk/government/publications/national-infrastructure-and-construction-pipeline-2021

5

https://www.gov.uk/government/publications/lessons-from-transport-for-the-sponsorship-of-major-projects

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Learning from Major Rail Projects November 2021

Objectives of this report There have been other reports that reviewed lessons learned from major infrastructure or transport projects delivery. These typically offer a Government or Client perspective and look at the governance of projects. RIA’s report is intended to offer a supplier view and build on the lessons learned from successful major rail project delivery. These reports have common themes on the need to establish the right culture for early and honest engagement throughout. Even with strong upfront planning, major projects, which may take decades to deliver, need to be resilient through the project life cycle and the inevitable challenges and changes they face.

The UK has a wealth of experience in delivering rail projects, both new build major projects and enhancements on the operational rail network. This requires both expertise and innovation as the UK railway comprises of a mixture of historical and modern infrastructure and runs freight and passenger services on the same network. The UK supply chain brings global capability delivering projects all around the world.

RIA believes that with the right strategic long-term partnerships, the supply chain can enable successful delivery and innovation. This has already been proven on many significant projects, as demonstrated in the case studies in this report. With a culture of continued learning, the supply chain is constantly improving their processes through collaboration and innovation.

During the Coronavirus pandemic, the industry saw closer collaboration from the need to keep the railway sector running at a difficult time. This greater collaboration is to be welcomed. The Williams Shapps Plan for Rail6, Network Rail Project SPEED7, The Construction Playbook8, Project 139 and collaborative procurement models being considered for East West Rail and HS2 Phase 2 present opportunities to deliver on this by ensuring clear roles and responsibilities, avoiding a hiatus in decision making and empowering a diverse supply chain.

With the need to support an economic recovery post Coronavirus, the rail industry will need to demonstrate it can deliver on environmental, productivity and efficiency goals. As a supply chain, we are aware that rail improvements must be delivered at good value for the taxpayer and there is much work across the industry going on to ensure UK rail continues to deliver to budget and improved efficiency.

In this report you will find best practice case studies from major rail enhancements, manufacturers, maintenance and renewals work illustrating how industry is rising to this challenge.

Structure We structured this report around six themes – 1. Collaboration and Leadership, 2. Visibility & Long-Term Investment, 3. Innovation and the Contribution of SMEs, 4. Procurement, 5. Delivering Economic, Environmental & Social Value, and 6. People, Trade and Exports.

Each theme covers key enablers to successful project delivery as well as Government and Client initiatives, followed by case studies demonstrating private sector initiatives and how these enablers set out in the first section work on real projects. This list is not exhaustive, but sets out a positive story of the sector’s ability to deliver.

6

https://www.gov.uk/government/publications/great-british-railways-williams-shapps-plan-for-rail

7

https://www.gov.uk/government/news/launch-of-project-speed-challenges-rail-industry-to-cut-time-and-costs-of-rail-upgrades

8

https://www.gov.uk/government/publications/the-construction-playbook

9

https://www.project13.info

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Railway industry overview The 2021 Oxford Economics Report “The Economic Contribution of UK Rail”10 shows that the railway sector contributed £43bn Gross Value Added (GVA) to the UK economy in 2019, before the Coronavirus pandemic hit. The sector employs 710,000 people and contributes £14bn in total tax revenues, equivalent to nearly 80% of total public spending on rail transport in the same year. For every £100 million of spending on rail infrastructure annually, more than 1,400 of additional well-paid jobs are created in the rail supply sector. £42bn on food and drink

£34bn on shopping

£27bn on accommodation

£15bn on other travel £15bn on entertainment and culture

Before the Coronavirus outbreak, 1.7bn passengers used UK railways annually and 17.4bn tonne kilometres of cargo were moved by rail. After the restrictions were lifted in summer 2021, passenger numbers on National Rail were back up to 67% of pre-Covid levels in October11, just a few months after restrictions eased. The Office of Rail and Road (ORR) statistics12 show that in September 2021 rail freight use returned to pre-pandemic levels too. ORR figures show13 that the total rail industry income in 2019-20 was £20.bn, a 5.3% increase from 2018-19.

According to a report published by the Rail Delivery Group ‘More than a Journey’14, travel by rail, whether for leisure or work, makes a significant contribution to the national economy. Rail travel supports, and will be critical to, the future economic recovery of a number of other sectors. Prior to the pandemic, every year rail users boosted the economy by spending: Like in all sectors, the Coronavirus outbreak has put a great pressure on the railway. Rail played a vital role in supporting key workers and the wider economy and Government Ministers and rail clients, including Network Rail, HS2 and Crossrail should be applauded for working closely with the rail supply sector during the crisis. This principle of close cooperation with suppliers will remain key to an effective recovery, maximising the benefits of the rail sector for passengers and the wider economy.

The supply sector recognises the support of UK Government provided to rail during the pandemic, particularly with the Department for Transport launching Emergency Measures Agreements. This allowed privately owned franchised train operating companies to mitigate the financial impacts resulting from the Coronavirus pandemic and ensure that rail services could continue to operate. Those were later replaced by Emergency Recovery Measures Agreements, to support the UK recovery and continue the fight against the pandemic.

The supply sector understands that passenger numbers need to recover and continue growing if the railway industry is to be financially viable. As evidenced in this report, the private sector brings the much-needed entrepreneurship to innovate and drive growth in a manner which responds to new consumer demands.

10 https://riagb.org.uk/theraileconomy 11 https://www.gov.uk/government/statistics/transport-use-during-the-coronavirus-covid-19-pandemic 12 https://dataportal.orr.gov.uk/statistics/usage/freight-rail-usage-and-performance 13 https://dataportal.orr.gov.uk/statistics/finance/rail-industry-finance 14 https://www.raildeliverygroup.com/about-us/publications/12841-more-than-a-journey/file.html

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Rail also presents opportunities to lead the economic recovery through, what RIA calls, “4Gs”.

• Growth. For every £1 spent in rail, £2.50 is generated in the wider economy. The more we invest in rail, the more we will boost investment, jobs and economic growth around the country.

• Geography. Our railway touches almost every part of the country, from Penzance to Perth, so rail investment can benefit places that often can’t be reached by other Government policies, helping to support areas with high unemployment or social deprivation.

• Green. As RIA’s Rail Decarbonisation 21 Campaign15 highlights, rail contributes just 1.4% of transport emissions despite carrying 10% of all journeys and accounts for just 0.5% of all UK emissions. With the UK needing to reach Net Zero by 2050 and remove all diesel-only trains off the network by 2040 in England and Wales and 2035 in Scotland, we need to get on with further electrification and fleet orders of battery and hydrogen rolling stock.

• Global. Simply, the world is investing in rail – with the European rail body UNIFE estimating that even with the impact of the pandemic the global rail market will grow between 1% to 2.3% each year up to 2025 and could grow at a value worth up to 204 billion euros per annum.

Supporting the UK rail industry not only helps deliver greater connectivity for passengers and freight at home, it also builds a competitive, global sector, allowing rail suppliers to develop capabilities that they can export abroad.

These benefits are in addition to the direct benefits for passengers and freight customers a and the wider productivity benefits of connectivity. For example, the recent RDG reports on The Role and Value of Rail Freight in the UK16 shows that the industry delivered £2.45bn of economic benefits to the UK in 2018/19. This is made up of £1.65bn in user benefits (time savings, cost savings, reliability improvements), and £800m in social benefits (reduced congestion, emissions and safety impacts)17. Rail freight’s role has become even more pivotal during the Coronavirus pandemic and, going forward, could be enhanced further with the industry poised to support the economic recovery, help the country reach Net Zero and assist in levelling up the UK economy.

15 https://www.riagb.org.uk/RIA/Newsroom/Stories/RailDecarb21.aspx 16 https://www.raildeliverygroup.com/media-centre-docman/12807-2021-04-role-and-value-of-rail-freight/file.html 17 https://www.raildeliverygroup.com/media-centre-docman/12827-2021-07-rail-freight-future-for-britain/file.html

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Learning from Major Rail Projects November 2021

1.

Collaboration and Leadership

Strategic partnerships between the supply chain and clients help lower costs, manage change effectively and speed up the delivery of infrastructure schemes.

Early Contractor Involvement (ECI) supports whole system thinking and innovation by integrating contractor and designer teams, appointed during the planning stage of the project. It also supports an early understanding of potential challenges and a realistic check on cost assumptions. Recently we have seen this principle extended further to form strategic partnerships, such as the London Bridge Area Partnership or the South, Central and Scotland Rail Systems Alliances for track renewal. These contractor-client alliances have proven to be effective in delivering complex projects successfully by working together towards a shared purpose.

Major projects can take decades to develop and deliver – they will face unanticipated challenges. All rail projects are complex. They require effective management of impacts on today’s passenger and freight customers for future benefits. Success depends on the strength of relationships and effective response to in project life change.

During the Coronavirus lockdown, the railway industry came together to provide essential services for key workers, by introducing a reduced timetable in record time and repurposing passenger trains to carry supplies for the NHS. At the same time infrastructure work and train manufacturing was maintained and even accelerated once safety precautions had been put in place.

As shown by Government’s aims to reopen certain lines closed in the Beeching cuts18, once rail infrastructure is decommissioned, it is not easily re-opened. When it comes to the supply chain, halting investment in rail would lead to facilities shutting, skilled jobs being lost, multi-national companies moving to other sectors or overseas and SMEs struggling to find work. Once work is restarted it is more expensive as much of the capacity in the supply chain is lost.

Strong leadership and commitment to agreed outcomes is vital as it brings certainty, which in turn, increases efficiency and productivity.

Key Message 1: Create strategic partnerships with the contractors and clients that are based on shared goals. Recruit for and reward positive team behaviours including a continuous learning and development culture and the ability to manage change effectively.

“The increased collaboration across the industry has been vital, but without our digital infrastructure and communications we would have been in even more trouble. Technically, we’ve advanced three years in six months. Out of this setback there’s an opportunity for the industry to work better and become more efficient.” Sir John Armitt, Chair, National Infrastructure Commission

18 https://www.networkrail.co.uk/who-we-are/our-history/making-the-connection/dr-beechings-axe

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Government and client initiatives

In August 2020 a new DfT Acceleration Unit19 was launched to speed up transport infrastructure projects and ‘build back better’ after the lockdown. This was followed by Rail Project SPEED, a Government, Network Rail initiative focused on significantly reducing the time and cost of delivering rail infrastructure projects. Amongst the first projects to benefit from Rail Project SPEED principles are the Oakhampton to Exeter line and the scheme to reopen the Northumberland line between Ashington and Newcastle-upon-Tyne, both of which closed to passengers in the 1960s as part of the Beeching cuts. The first services on the Oakhampton line are expected to run in November 2021.

Rail Project SPEED

Rail Project SPEED (Swift, Pragmatic and Efficient Enhancement Delivery) was jointly developed by the DfT and Network Rail. Ten key themes have been identified to lower costs and speed up the delivery of infrastructure schemes, such as rapidly increasing the use of innovative construction methods and removing complexity from planning processes.

TEN KEY THEMES OF RAIL PROJECT SPEED Planning consent & environmental permissions

Timetabling

Access and possessions

Governance

Procurement

Capability and culture

Assurance

Interoperability & standards challenge

One-team culture

Project Acceleration in Controlled Environment (PACE) and optioneering

“Rail Project SPEED, forged alongside Network Rail, is a call to arms to cut unnecessary red tape, be bold and purposeful, and empower the railway to be radical in its thinking to halve the time and reduce the cost of delivering infrastructure projects.” Chris Heaton-Harris, Rail Minister

Project 13 Project 1320 is an industry-led approach to deliver high performing infrastructure which focuses on moving from transactional relationships to aligned multi organisational enterprise relationships.

It is a principles-based model which has been adopted by many infrastructure client organisations as well as cited as best practice by the World Economic Forum and the IPA. It is also included as a high-performance enabler in the Construction Playbook .

The principles of Project 13 are based around five pillars. These were identified through research by academics and industry to identify the common principles and enablers for the successful delivery of high performing infrastructure.

Creating a Project 13 Enterprise using the principles is a progressive form of relational contracting and collaborative working where outcomes, behaviours and incentivisation are all aligned to produce a multi-organisational high performing culture.

19 https://www.gov.uk/government/groups/department-for-transports-acceleration-unit 20 https://www.project13.info/ Kings Buildings, 16 Smith Square, London SW1P 3HQ +44 (0) 20 7201 0777

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Learning from Major Rail Projects November 2021

Network Rail has adopted Project 13 in CP6 for programmes such as Levenmouth and the Transpennine Route Upgrade. Others are adopting the business model and principles in readiness for Control Period 7 (CP7) such as Network Rails Southern Region’s Southern Integrated Delivery Model.

These are very collaborative business models which have been developed in consultation and partnership with the supply chain.

The early adopter programme facilitates agile learning between organisations within and outside of the rail industry which allows the infrastructure community to collaboratively support and learn from each other.

“Project 13 is a progressive approach which builds on the foundations of other relationshipbased models such as Alliancing, Collaborative Working and ISO44001 which Network Rail and the supply chain have implemented together over the last decade. The Project 13 approach includes a focus on systems thinking, digitalisation, as well as customer and social outcomes. All traits which bode well for a modern integrated industry to deliver a performance our passengers, freight users and tax-payers deserve.” Kevin Tozer, Head of Collaborative Working, Network Rail

PROJECT 13 PRINCIPLES

Capable Owner

Owner develops Enterprises built on long term business to business relationships.

The Enterprise is set up to deliver: • Clearly articulated customer outcomes.

• Long term asset performance.

Governance

Value is defined at outcome level (through baselines, benchmarks or affordability).

The Enterprise is rewarded for outcome performance.

Risk allocation is aligned with capability and where possible jointly owned.

The commercial agreements provide the potential for sustainable returns.

There are clear incentives and opportunities for investment.

Integration

The Integrator brings together capabilities that deliver effective solutions through productions systems.

The Integrator enables a platform approach to delivery.

Supply systems are organisationally and commercially aligned with the outcomes to be delivered.

The Enterprise has a common and committed approach to health, safety and wellbeing.

Organisation

Digital Transformation

The integrated Enterprise is aligned with the outcomes to be delivered.

Supplier capability is engaged early in developing solutions.

The Enterprise integrates the required capability in high performing, collaborative teams.

The Enterprise digital transformation strategy enables an integrated digital approach to asset management and delivery.

The Enterprise effectively integrates engineering and digital technology to deliver intelligent solutions.

Data and information are recognised and treated as digital assets that enable customer outcomes.

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Learning from Major Rail Projects November 2021

2.

Visibility and Long-Term Investment

Work pipeline visibility has significant benefits to the supply chain health, allowing investment in the workforce, skills, innovation and technological advancements.

In May 2021, the Government-industry partnership body Rail Supply Group (RSG) launched a Work Pipeline Visibility Charter21 which commits signatories to share their work pipeline information with their suppliers. This Charter was a key action from the ACT NOW Improving Work Pipeline Visibility: Update and Next Steps report, published by RSG in February 2021, highlighting that the work pipeline visibility is the most important area identified by business to support them whilst the impacts of Coronavirus are felt. The significance of this Charter is that many of the signatories are Tier 1 suppliers are committing to making their pipeline visible to their own suppliers many of whom are SMEs. Clear visible work pipelines and reasonable confidence in a continuity of workload or rolling programmes of investment enable suppliers to plan, retain learning and skills, and incentivise investment, which in turn enables higher productivity thus delivering projects at significantly lower costs, as evidenced in RIA’s Electrification Cost Challenge22, published in March 2019. Government and the tax-payer also benefit from competitive tendering and a sustainable supply chain which grows in capability in response to investment needs.

In February 2020, representative bodies covering business, passenger, freight and community groups published an open letter to Transport Secretary23 urging to end the ‘stop-start’ nature of past electrification schemes and to introduce a ring-fenced ‘rolling programme’ fund would allow the rail industry to extend electrified track over several decades.

The industry has welcomed Government’s renewed commitments to these principles including the expanded IPA pipeline published in September 2021 which includes 61 Network Rail projects in addition to details for HS2, Crossrail and East West Rail investment and procurement plans.

Small and Medium Sized Enterprises bring innovation and diversity of thought to rail. A reasonable pre-notification of bids within the pipelines allows SMEs to prioritise bids, join major projects and ensure supply chain innovation and future capability.

Confidence in public investment plans supports funding by the private sector including inward investment in manufacturing capability, research and development and private investment in rail schemes and assets such as port and rail freight terminals, rolling stock and station oversight development.

Key Message 2: Once committed do not look back, share pipelines and plan long-term investment to drive competition, grow supply chain capability and efficiency and give confidence to private sector to invest in skills, assets and innovation.

21 https://www.railsupplygroup.org/work-pipeline-visibility 22 https://riagb.org.uk/RIA/Newsroom/Publications%20Folder/Electrification_Cost_Challenge_Report.aspx 23 https://www.riagb.org.uk/RIA/Newsroom/Press_Releases/Electrification.aspx?WebsiteKey=dc1927f5-fa2e-4539-97fe-f032f006424d

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Government and client initiatives: pipelines In March 2018, the Government announced its new approach to rail enhancements, committing to a programme of investment and promising to publish a list of schemes in development on an annual basis.

The Rail Network Enhancements Pipeline (RNEP)24 is a list of planned rail enhancement projects – upgrades to the railway - at various stages of being delivered. The Pipeline is owned by the DfT, with each rail project going through five stages before construction is approved. Visibility of these projects and the investment pipeline is essential for rail businesses, who need to plan and invest so that they are ready to deliver. Rail enhancements tend to be large scale projects delivering new infrastructure such as building a new track for additional capacity or electrifying a route.

The UK rail network needs enhancements to increase rail capacity, improve journey times, and generate further economic growth, particularly following the economic slowdown caused by the Coronavirus pandemic. The Government also has goals to decarbonise the rail network and ‘build back better’, which can only be achieved with enhancement projects The 2021 National Infrastructure and Construction Pipeline25, produced by the IPA, sets out future planned procurements and levels of investment alongside the workforce requirements to deliver the National Infrastructure Strategy. The pipeline includes for the first time the forecasted future workforce demand based on planned investment on projects and programmes. It provides insights across the wide range of infrastructure the UK is planning to procure, in addition to the investments the UK is committed to delivering over the coming years.

Government has also recognised the need for long-term planning to support investment the National Infrastructure Assessment26, Williams Shapps Plan for Rail commitment to a 30 year Whole Industry Strategic Plan27, and Innovate UK’s UK Transport Vision 205028 are all examples of long-term investment planning.

24 https://www.gov.uk/government/publications/rail-network-enhancements-pipeline 25 https://www.gov.uk/government/publications/national-infrastructure-and-construction-pipeline-2021 26 https://nic.org.uk/studies-reports/national-infrastructure-assessment 27 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/994603/gbr-williams-shappsplan-for-rail.pdf 28 https://www.ukri.org/news/innovate-uk-launches-uk-transport-vision-2050

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3.

Innovation and the Contribution of SMEs

Supporting innovation from the earliest possible stage of a project and embedding an innovation culture in the project team, unlocks the expertise of the UK rail supply chain and ensures that the innovation is part of the project lifecycle.

Innovation drives down costs and increase efficiency, with new products, new ways of working and construction methods. As a sector, rail is already innovative with projects delivered that have helped cut carbon emissions and resources required in construction, used drones to inspect infrastructure, monitored passenger levels and improved cleaning services during Coronavirus and enhanced the customer experience. The rail supply chain already has the technologies capable of supporting future challenges from zero carbon and air quality to remote maintenance monitoring and mobility as a service.

In 2021 RIA surveyed industry members on how innovative they view the sector to be. RIA’s Innovation Perception Survey found 80% of respondents said that it is very important for the GB rail industry to be innovative and 61% said that the industry is quite or very innovative. The supply chain taps into local, national and global innovation and skills from rail, transport and other sectors.

According to the Perception Survey, procurement, industry sponsorship and champions, product approval, and industry standards have the greatest impact on innovation in the rail industry sector.

Supporting innovation from the earliest possible stage of a project and embedding an innovation culture in the project team, unlocks the expertise of the UK rail supply chain and ensures that the innovation is part of the project lifecycle.

POLICIES AND PROCESSES THAT HAVE THE GREATEST IMPACT ON INNOVATION IN THE RAIL INDUSTRY SECTOR Other 11%

Rail industry procurement 30%

Rail industry standards 13%

Other 11% Industry sponsorship and champions 21%

Product approval 17%

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Innovation drives down costs and increase efficiency, with new products, new ways of working and construction methods. As a sector, rail is already innovative with projects delivered that have helped cut carbon emissions and resources required in construction, used drones to inspect infrastructure, monitored passenger levels and improved cleaning services during Coronavirus and enhanced the customer experience. The rail supply chain already has the technologies capable of supporting future challenges from zero carbon and air quality to remote maintenance monitoring and mobility as a service.

In 2021 RIA surveyed industry members on how innovative they view the sector to be. RIA’s Innovation Perception Survey found 80% of respondents said that it is very important for the GB rail industry to be innovative and 61% said that the industry is quite or very innovative. The supply chain taps into local, national and global innovation and skills from rail, transport and other sectors.

According to the Perception Survey, procurement, industry sponsorship and champions, product approval, and industry standards have the greatest impact on innovation in the rail industry sector.

Key Message 3: Support innovation at earliest stages of a project, take full advantage of supply chain capability including international, SME and cross sectoral ideas and expertise.

Harness supply chain skills on system thinking and whole life value “I’m delighted to see this report not only addressing the huge complexity of major projects, but acknowledging the fact that supply chain, from the top tiers right down through the sub-suppliers, can and does enable massive process improvements. In particular, it’s reassuring to see so many case studies from the SME community: as an industry we often say they bring an ability and knowledge that Tier 1s need to embrace. These case studies demonstrate just how important SMEs are in the successful delivery of major projects, and prove that the earlier they are brought in, the quicker and better the results are.” Lucy Prior, Business Growth Director, Trough-Tec Systems Ltd

Government and client initiatives Suppliers can challenge standards through the Network Rail29 and TfL Standards Challenge30 programmes. As of September 2021, 173 challenges have been received by Network Rail from contractors, suppliers and other stakeholders, detailing how Network Rail can improve current best practice and safely reduce the cost of running the railway. Out of these, 100 have been evaluated with 73 accepted, meaning the standard owner has agreed to modify it.

The Innovation Programme on the Crossrail Project, known as Innovate 1831, was one of the first examples of a systematic approach to innovation on a major rail infrastructure project. The Innovate18 programme was a partnership between Crossrail and the Tier 1 contractors, co-ordinated and managed by a small team within Crossrail Ltd. It was designed to explore and capture pioneering ideas from all of those involved in the project and ran between 2011 and 2015. Even though, the programme has faced many challenges, it has left a legacy of lessons learnt for future initiatives. The programme demonstrated that a collaborative innovation culture could be developed on a mega-project such as Crossrail and that companies and clients are prepared to share ideas for collective benefit.

29 https://www.networkrail.co.uk/industry-and-commercial/third-party-investors/network-rail-is-open-for-business/ reviewing-our-standards 30 https://tfl.gov.uk/info-for/suppliers-and-contractors/engineering-standards-challenge#:~:text=We%20are%20encouraging%20 contractors%2C%20suppliers,of%20improvement%20projects%20are%20run.

31 https://learninglegacy.crossrail.co.uk/learning-legacy-themes/innovation/innovation-programme

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Network Rail’s Accelerated Innovation Programme, part of the £245 million Research & Development Portfolio, offers an agile approach to delivery. Working in short “sprints” and learning as they go crossfunctional teams solve problems and rapidly build concepts to test. By testing technologies earlier in the development process, the teams find out if they have potential and where there could be barriers. This approach allows to move from idea to trial 75% faster than with traditional methods.

Network Rail’s Research & Development initiative successfully leveraged £112 million in matched funding and has enabled the development of a wide range of innovative products and services for the railways across all disciplines in the industry.

To encourage innovative companies to engage, Network Rail has launched a Pitch Platform32 in April 2020. At the time of publication, in the first 18 months, the platform registered 77 supplier ideas, 43 of them were submitted - 12 of those have been reviewed by regions and five have been identified for further development and pilots.

HS2 is running an innovation initiative for SMEs called the HS2 Accelerator Programme, which is a partnership between HS2 Ltd, Connected Places Catapult, and Bruntwood SciTech. The Accelerator is inducing two cohorts of five companies per year, working together over four months to commercialise innovative digital products and services for HS2 and building a legacy of new ways of working and best practices in the industry.

Shift2Rail33 is the first European rail public private partnership tasked with developing strategically focused research and innovation and market-driven solutions, integrating these to create the railway systems of the future. During the period 2014-2021 a total value of €920 million was available to companies. Network Rail is one of the founding partners and in total 23 companies & organisations from the UK are participating in the Shift2Rail programme. Despite leaving the EU, the UK remains committed to the opportunities Horizon Europe and Rail Europe present.

In October 2020 a new Rail Technical Strategy34 was launched focusing on making rail easy to use, lowering emissions, optimising train operations, improving reliability and ease of maintenance, and using data to drive efficiency and technical progress. The new RTS has been developed by RSSB, Network Rail, and the UK Rail Research & Innovation Network (UKRRIN), with input from many cross-industry groups and individuals, and steer from the Technology Leadership Group.

The UK Rail Research and Innovation Network (UKRRIN) was established in 2018 to provide a step-change in innovation in the rail sector and accelerate new technologies and products from research into market applications globally. It is a is a £92 million partnership between academia and industry.

UKRRIN offers industry access to purpose built world-leading facilities and skills in a range of areas to support research, development and innovation for new technologies and products. Railway Industry Association is a founding member of UKRRIN. In July 2021 the UK Government launched an Innovation Strategy35 setting out long-term plans to boost private sector investment and committing to increase annual public investment on R&D to £22 billion.

32 https://www.networkrail.co.uk/industry-and-commercial/supply-chain/information-for-smes/pitch-platform 33 https://shift2rail.org 34 https://railtechnicalstrategy.co.uk 35 https://www.gov.uk/government/publications/uk-innovation-strategy-leading-the-future-by-creating-it

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4.

Procurement

Including the supply chain in early project development and focusing procurement on outcomes, allows contractors to actively contribute to a successful project delivery.

Rail projects and programmes are more than just infrastructure. They are often systems projects spanning infrastructure, trains and change management. They require whole system thinking to make best use of technologies, minimise disruption to current passengers, freight customers and communities, and maximise benefits. The UK rail supply chain and partners should be seen as allies supporting major project and enhancement delivery. UK suppliers have global, cross sectoral, project and programme expertise. Major suppliers are also likely to be working across a range of Government projects and programmes – seeking to deploy resources efficiently across their portfolio of projects.

By engaging with suppliers early and strategically throughout, the client organisations can maximise value and innovation. Clear outcomes and values support alignment of incentives and effective project delivery. This approach is recognised in best practice including the Construction Playbook36 and Project 13.

Early supplier engagement and understanding of the outcome requirements allows suppliers to support the client in developing the best delivery solution and examining alternatives and considering the trade-offs. This could, for example, include staged delivery with an initial ‘minimum viable product’ designed to anticipate and support unlocking future potential.

When the supply chain has longer term visibility it can invest in assets and skills to drive productivity and value for money. It can better understand where innovation may be most effective at supporting customer outcomes and optimising whole life costs. Longer and more strategic relationships with transparent value forecasts, mutual business understanding and aligned objectives support better outcomes for all parties. Therefore, for complex railway programmes, procurement must increasingly be about transparently selecting the best partners rather than about a transactional cost and compliance driven process which is not appropriate for major projects and programmes.

Procurement models need to be aligned with the project or programme including targeted use of alliances, longer frameworks and or collaborative procurement partnerships where appropriate.

Where there are opportunities to simplify and standardise procurement this will reduce bureaucracy save money on bid costs and support competition. A clear forward procurement timetable also allows suppliers to prioritise bids and clients to maximise competition. At its best, effective procurement supports innovation, the development of UK intellectual property and collaborative funding and delivery models.

A more consistent approach to procuring major projects adopting best practice such as the Construction Playbook, focused on longer strategic partnerships, outcomes and whole life value will maximise UK rail supply chain capabilities in delivering major projects.

Key Message 4: Engage suppliers early. Publishing transparent procurement pipelines and targeted outcome-focussed procurement models, support competition, efficiency, innovation and delivery. Effective procurement enables the development of intellectual property and unlocks collaborative funding and financing models.

36 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/941536/The_Construction_ Playbook.pdf

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Learning from Major Rail Projects November 2021

Government and client initiatives In December 2020, the Government published The Construction Playbook, a guide on sourcing and contracting public works, projects and programmes. The document has been co-developed with the Construction Leadership Council and wider industry. It sets out a best practice framework which should be embedded through the structure of an organisation from governance through to the delivery of individual projects and programmes.

The Innovative Contractor Engagement (ICE)37 was developed by London Underground Stations and Crossrail Directorate to enhance the value in procuring Design and Build contract for the development of Bank Station Capacity Upgrade Project. This approach also included considerations to protect intellectual property.

HS2 created a Collaborative Procurement Hub with their four Main Works Civils Contractors (MWCC) to look at strategic procurement and supply chain development opportunities, such as the standardisation of the pre-qualification system. The Common Assessment Standard (CAS) provides MWCC Joint Ventures working on HS2 with basic compliance assurance and offers suppliers a route to prequalification that is uniformly recognised across HS2 projects. CAS assessment is currently available from Achilles, CHAS and Constructionline. Major contractors – including Balfour Beatty, Costain, Mace, Multiplex and Skanska – have all adopted the Common Assessment Standard meaning that members of their supply chains will need to obtain just one certification to tender for work with them.

Both Network Rail and HS2 recognise the value of clear work pipelines – including details for their own procurements and those of their Tier 1 contractors on their websites.

37 https://www.secbe.org.uk/content/panels/Report%20-%20Innovative%20Contractor%20Engagement%20Procurement%20 Model%20-%20Bank%20Station%20Capacity%20Upgrade-6d5f2a.pdf

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Learning from Major Rail Projects November 2021

5.

Delivering Economic, Environmental and Social Value

The railway sector has always been a source of economic growth, jobs and investment for the UK. Not only does the railway network support passengers and freight users to get where they need to be, it is a significant contributor to communities and the economy and the backbone of the public transport system, with a strong rail supply sector behind it.

The railway sector contributed £42.9 billion Gross Value Added (GVA) to the UK economy in 2019.

It employs 710,000 people and contributes £14.1bn in total tax revenues, equivalent to nearly 80% of total public spending on rail transport in the same year. For every £100 million of spending on rail infrastructure, more than 1,400 of additional well-paid jobs are created in the rail supply sector.

Rail is also a low carbon mode of transport. It contributes just 1.4% of transport emissions despite carrying 10% of all journeys and 8.6% of all freight in the UK. Rail accounts for only 0.5% of all UK emissions.

Railway sector productivity and wages are higher than other sectors across the UK. The average GVA of £62,000 per job is 38% higher and the average wage of £41,200 is 36% above the UK average. Skills and knowledge of the workforce is a significant factor to this value. Rail supports skills development and community regeneration. Railway projects also support housing development and the development of new communities. Integrated rail projects support active travel and unlock connectivity and agglomeration benefits.

Investing in rail will boost jobs and economic growth around the country and supporting a culture of continuous learning and diversity of skills will ensure UK railway sector stays the most sustainable mode of transport.

Key Message 5: Recognise the full economic, environmental and social value that rail brings to the UK.

Government and client initiatives Economic At the time of publication, HS2 was already supporting over 20,000 jobs and over 2,000 businesses have already worked on the project. 22,000 jobs are set to be created in the next few years as the project reaches peak construction. Of the 400,000 supply chain contract opportunities on Phase One, it is estimated that 95% of those will be won by UK-based business, with around two-thirds being SMEs. £18 billion worth of contracts have already been awarded to the supply chain, with that figure to reach £25bn within 18 months.

Northern Powerhouse Rail (NPR) is a major strategic rail programme, specifically designed to support the transformation of the North’s economy by providing effective and efficient rail connectivity between the North’s major economic centres. Analysis of Transport for the North’s preferred Northern Powerhouse Rail network shows it will deliver close to £5bn in economic benefit38, by helping the North operate as a single economic unit, and £14.4bn in gross value added (GVA) by 2060. It will create a net gain of 74,000 new jobs in the North, and over 57,000 new jobs across the UK as a whole. NPR and HS2 are being designed to complement each other and trains will run between the two networks and onto the wider railway system.

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Stage One of East West Rail, a new line connecting communities between Oxford and Cambridge, is expected to be up and running by 2025. Delivery of this stage is expected to provide work for 1,500 people, injecting an estimated £1.1 billion into the local economy. The National Infrastructure Commission estimated that creating these transport links and supporting the area between Oxford and Cambridge will be worth nearly £80 billion extra each year for the British economy.

Environmental In 2020, Network Rail published its Environmental Sustainability Strategy and the Biodiversity Action Plan39. In July 2021 the Traction Decarbonisation Network Strategy40 was published, closely followed by the Government’s Transport Decarbonisation Plan, both of which set out a list of commitments for rail decarbonisation. Work is underway on the first industry-wide sustainability strategy which will provide a holistic approach that all industry stakeholders can align with. The Sustainable Rail Strategy will be incorporated in the 30-year Whole Industry Strategic Plan due to be published in 2022.

HS2 is creating a Green Corridor which will run alongside the railway, creating a network of bigger, better connected, climate resilient habitats and new green spaces for people. Over 33 square kilometres of new woodland and wildlife habitats will be created part of the project. The project is also the largest ecological project in the country.

Network Rail and HS2 have ambitious goals for biodiversity with NR committed to net gain and HS2 aiming for no net loss on Phase 1 and net gain on Phase 2. Suppliers are working to support these ambitions.

The Rail Safety and Standards Board (RSSB) has created a Rail Carbon Tool, a web-based platform allowing users to calculate and analyse the carbon footprints of UK rail projects and activities, identify and assess alternative low carbon options, and select low carbon solutions.

Social Value RSSB is also developing an online Rail Social Value Tool, working with Network Rail and a number of social sustainability experts. The tool will evolve the content of Common Social Impact Framework for Rail (CSIF)41, enabling social value to be assessed, improving decision making. CSIF is funded by RSSB and developed by Action Sustainability, Arup and Simetrica and aims to provide a common, consistent basis for understanding and measuring social impacts across GB rail industry organisations, projects and programmes. Across the ten key areas of impact, it provides a library of goals, indicators, metrics and monetised values as well as approaches that can be used for qualitative reporting.

The Department for Transport, the Office of Rail and Road, and Network Rail have developed a Better Value Rail42 toolkit, aimed at ideas before they become projects. It is a set of tools that helps to clarify the objectives of transport projects, narrow down the different transport modes that can deliver the objectives, and build a comprehensive description of the projects.

39 https://www.networkrail.co.uk/campaigns/sustainability 40 https://www.networkrail.co.uk/wp-content/uploads/2020/09/Traction-Decarbonisation-Network-Strategy-Interim-Programme-Business-Case.pdf 41 https://www.rssb.co.uk/en/sustainability/social-value 42 https://www.bettervaluerail.uk

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Learning from Major Rail Projects November 2021

6.

People, Trade and Exports

UK rail suppliers have a wealth of experience and are continuing to innovate and learn from major projects and enhancements delivery.

Rail suppliers recognise the value of diversity, equality and inclusion and the benefits it brings in terms of innovation, diversity of thought and productivity. Promoting their expertise internationally strengthens UK plc and in turn brings even more diverse knowledge back to the UK market. UK SMEs and manufacturers are exporting across the world.

According to the RIA Oxford Economics report rail exports accounted for 600 million sales value in 2019, with rolling stock sales making 29% of that total, supporting a total of £300 million of GVA and some 4,600 jobs. However, this may be a significant underestimate of both the current and potential situation for example the 280 vehicles for the £2.34bn Alstom contract for the recently awarded Cairo Monorail are being built in Derby. Also, it is to be welcomed that the UK Export Credit Guarantee scheme is being more ambitious about supporting international rail schemes with a proviso that a proportion of the value comes to UK suppliers.

A Rail Sector Deal UK Exports Survey Report, published by the Rail Supply Group in October 2020 and supported by the Railway Industry Association, showed that 55% of respondents, out of 140 companies interviewed, are already exporting, planning, or considering exporting goods and services for the railway sector in the UK. The priority markets for UK rail exporters are Australia, the United States and Germany.

Australia, the United States, and India were identified as the top priority markets where companies believe their goods or services have potential to be exported with assistance from the rail industry and Government.

The rail supply chain capability already includes innovations such as building information modelling (BIM), digital and modular infrastructure, off-site development and sustainable practices. The age and complexity of our railways means that our consultants and contractors have expertise on working in complex environments on a live railway and responding to change. Promoting their expertise in construction and design services, data and manufacturing, internationally strengthens UK plc and in turn brings even more diverse knowledge back to the UK market.

Major project success requires talented and highly skilled individuals across the full diversity of roles with strengths in collaboration, leadership, team and systems thinking. The high demand for rail skills and the secure opportunities presented by the sector are internationally recognised and this is a global talent market. Rail suppliers are addressing the diversity and inclusion challenge the industry faces by changing recruitment practices, celebrating the wide diversity of roles and opportunities the industry can offer and promoting equality, diversity and inclusion throughout their teams.

In 2020, the Railway Industry Association and Women in Rail launched a Charter to champion equality, diversity and inclusion in the UK railway industry. The joint ‘Equality, Diversity & Inclusion Charter’ is a commitment to work together to build a more balanced, fair and high performing sector. RIA launched this as a voluntary initiative, open to all companies, clients and organisations working in the UK rail sector who wish to play a role in promoting positive change in our industry. The ambition is to recognise and build upon the progress which has already taken place, providing the basis to encourage further collaboration and action across the sector.

Key message 6: People Trade and Exports: Celebrate the diversity of the supply chain and its people and promote UK rail expertise and capability internationally.

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Government and client initiatives In June 2021, the UK and Australian Governments reached an Agreement in Principle, which should lead to a Free Trade Agreement being signed in Autumn 2021. RIA welcomed the announcement. Australia is one of the UK rail industry’s priority export markets is valued at $29.8 billion and supports 165,000 jobs with over $155 billion in rail investment planned in Australia over the next decade with a further $3 billion in additional funding for rail related projects around the country announced in their recent budget.

The Rail Supply Group is working with the Government and key rail clients to develop a Reference Scheme for suppliers seeking to export their services or products overseas. Network Rail, HS2 and Transport for London are the scheme partners and provide their suppliers with contract confirmation letters in support of companies wishing to bid for work internationally.

The UK rail industry recognises the value of diversity equality and inclusion to support the innovation and productivity and success of the industry and to attract future talent. Whilst the industry is seeking to improve on gender diversity it has a strong track record on social mobility and the ambition to build on both these strengths.

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1.

A Note on Case Studies

The following case studies provide an overview of the valuable work of the rail supply chain on major projects and enhancements. These case studies have been provided by the organisations listed and provided as an illustration of the overall work of the sector.

For queries about the case studies, please contact ria@riagb.org.uk and we can refer you to the respective organisation.

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+Collaboration

+Innovation

+Economic

+Social

Collaboration Case Study:

ABERDEEN TO INVERNESS IMPROVEMENTS The aim of the Aberdeen-Inverness Improvement Project is to create a more attractive public transport option between the UK’s two most northerly cities and to improve commuter services into both cities from the surrounding population hubs. An added gain is the improvement of onward travel options to the central belt and further afield. The line is approximately 108 miles long and prior to 2015, it was primarily single track with some passing loops. With long journey times (around 2 hours 25 min) and irregular service (every 2 hours) the rail option was not seen as an attractive alternative to road travel.

Image above shows the A2I Project team celebrating the first train arriving at the new Forres Station

The scale and relative remoteness of the route presented logistical, weather, resource, and technical challenges.

Minimising the design and construction risks, a rolling programme of site and ground investigation (SI/ GI) was required. Nearly 1000 SI/GI groundbreaking activities across the route informed design priorities and highlighted practical constraints facing the construction team. Managing the SI/GI enabled the project team to engage with landowners, farmer and tenants living along the route.

Nuttall Ltd, with support from Babcock, was responsible for the management of infrastructure delivery, while Siemens Mobility provided signalling and telecoms expertise.

Over a 108-mile railway, stakeholders were diverse and geographically split. Externally, the project needed to work closely with four local authorities: (Aberdeen City, Aberdeenshire, Moray and Highland), two regional transport partnerships, Nestrans and Hitrans, dozens of community councils and elected officials, and hundreds of landowners and affected parties.

At a project delivery level Network Rail led a multidisciplinary project management team including leaders from contractors across Scotland’s Railway.

This enabled teams to proactively address challenge, ensuring transparency and a culture for problem solving.

Practical collaboration tools, such as the integrated programme, helped identify and mitigate risks, reducing passenger impact e.g. moving the redesign of structures forward to accommodate double track ahead of the blockade in 2019.

A communications team was embedded into the project team from 2015. A detailed stakeholder management plan alongside a route communications plan, proactively kept public complaints to a minimum. Cooperation and collaboration were key at a project level. Railway stakeholders included Transport Scotland, Network Rail, ScotRail and freight operators. At contractor level BAM

Accommodating double track requirements made the Aberdeen to Inverurie section the most challenging section of route from an engineering perspective. Not only was the existing running line in the centre of the railway solum, but significant sections of the route also required modernisation, involving extensive piling, earthworks and drainage to bring it up to modern

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standards. Access planning identified two years of weekend disruption and ongoing rules of the route work between midnight and 5am. Increasing financial, safety and resource risks of the project and an unaffordable budget for Transport Scotland.

The solution was a unique style of blockade designed to straddle the school holidays over two summers: a 14-week blockade in summer 2018 and a 15-week blockade in summer 2019.

‘Passenger first’ data was used to help inform the delivery strategy and shape passenger communications. In surveys undertaken, c.60% of passengers wished to see work delivered over a shorter, more intensive period of disruption rather than enduring a prolonged impact. The blockades were supported by ScotRail/Network Rail advertising saturating radio, newspapers and online sources in the north of Scotland. A full timetable of bus replacement services and an informed ScotRail workforce ensured that passengers had confidence in the measures taken to address the service disruption.

Over the course of the project, in excess of ½ million neighbour letters were issued advising of works and of the project benefits. 200,000 promotional and customer information leaflets were issued along the line of route, and the project team hosted 45 public drop-in sessions, 4 town hall meetings, 12 stakeholder site visits and 28 MSP/MP meetings.

Over four years, the enhancements delivered by the Aberdeen-Inverness Improvement Project have made a tangible difference to the lives of people living along the route. While the work is, strictly speaking, the first phase of a multiple stage strategy, it has accomplished major engineering challenges which place it among the most significant transport projects in Scotland for the last five years.

The project’s legacy will see trains travelling into Aberdeen rise from 45 to 76 per day meaning that the long-term economic benefit of the line will be substantial, however, the local economy was a consideration throughout. Utilising local suppliers was an important part of the delivery strategy. In one financial year (2018-19), principal contractor BAM spend £8m in the five local authority regions closest to the route.

“We’re very proud to have reached another major milestone for the improvement of rail services in the north of Scotland. Investment in rail is an investment in the future of the region and our team has led the way, using local suppliers and a local workforce to deliver these crucial railway enhancements. We look forward now to completing our work at Kintore station. I’d like to thank the local community for their patience and cooperation while we delivered this work.” Nissar Mohammed, BAM Project Director speaking at the safe, timely completion of the August 2019 Blockade

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+Collaboration

+Innovation

+Economic

+Social

Collaboration Case Study:

FLO JV NORTHERN LINE EXTENSION Transport for London’s (TfL) Northern Line Extension (NLE) between Kennington and Battersea in London opened to the public on 20 September 2021. Delivered by the FLO Joint Venture comprising Laing O’Rourke and Ferrovial Construction, the project is the first major expansion of the London Underground this century.

The 3km twin-tunnel extension links Kennington station with two new step-free stations - Battersea Power Station and Nine Elms. It gives access to the West End and the City within 15 minutes and supports thousands of jobs and homes.

Major construction works started on the project in November 2015, with excavation and construction of the 2.5km twin rail tunnels starting in March 2017. Despite the challenges of the pandemic, the construction project stayed on track for the opening.

The building and architectural fit-out works required wide-ranging coordination between different work packages, trades, and subcontractors. Significant mechanical and electrical works included the sub-systems of high voltage and low voltage electrical services, tunnel ventilation, mechanical ventilation and the building management system, fire prevention and detection, the communications systems, lifts and escalators, pumps and drainage and the integration of the sub systems, along with other TfL sub systems including signalling and ticketing facilities.

The project supported around 25,000 new jobs and more than 20,000 new homes. In addition, construction of the extension boosted the UK economy, supporting around 1,000 jobs, including hiring 159 previously unemployed people and 79 apprentices. The JV team also engaged with local communities, including 115 meetings with local schools, reaching over 3,000 young people, and providing 1,629 days of work experience.

TfL has delivered the Northern Line Extension £160m under budget, bringing its estimated final total cost to £1.1bn, despite the cost pressures brought about by the pandemic. The spending authority budget was increased to £1.26bn in January 2016, but through strong collaboration with suppliers TfL ensured the project provided value for money.

The project owes a large part of its programme compliance, safety performance and quality assurance to its approach to offsite manufacture and digital engineering. The project was built once in virtual reality where snags and safety issues could be detected early and rectified.

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“This has been a remarkable effort by the team, working collaboratively with our JV partner, Ferrovial, London Underground and all of FLO’s supply chain partners. Together they have overcome the challenges of Covid to ensure the NLE opens as planned. Our team used their experience of delivering rail infrastructure internationally to overcome complex engineering challenges and deliver two new stations and a railway that will be a catalyst for the regeneration of the whole Nine Elms area.” Declan McGeeney, Director of UK Infrastructure at Laing O’Rourke

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Collaboration Case Study:

SOUTH RAIL SYSTEMS ALLIANCE As part of the Infrastructure Rail works in the UK, Colas Rail Ltd were appointed by Network Rail to the South Rail Systems Alliance (SRSA) to help deliver a £2bn portfolio of track led rail systems renewals and enhancements.

The alliance brings together Colas Rail as the Project Manager, Constructor and Principal Contractor, AECOM as the Designer and Network Rail as the Client participant. The team works across three regions and seven routes (Eastern, Kent, High Speed Rail, Sussex, Wessex, Wales and Western) within the UK. The alliance ethos of win:win:win supports the collaborative approach, underpinned by a charter that sets out the behaviours that partners and the supply chain work to.

Collaboration at Bristol East

Colas Rail ISO 44001 accredited Relationship Management Plan works in concert with the alliance model to continually drive optimal solutions by working to one set of goals and objectives.

One of the SRSA’s most recent projects has been Bristol East. The works were completed within an 8-week blockade over the summer of 2021. Colas Rail were the Principal Contractor, employing over 200 people per day on site, resulting in over 17,000 shifts to complete all works. The company coordinated 50 engineering trains, delivered and placed 26,000 tonnes of new ballast, installed over 5km of new track and 800 welds. Colas Rail worked in parallel to the main signalling contractor, installing all the points operating equipment and supporting both the lineside installation works as well as the testing and commissioning.

In the last five years alone Colas Rail have acted as Principal Contractor for the installation of 803 Switch and Crossing (S&C) units, 331km of track, as well as delivering major multi-disciplinary enhancement projects.

Colas Rail has developed significant capability and capacity having grown their teams through the apprenticeship, graduate and future leaders programmes. The company collaborated with the supply chain partners to help them invest in their people, processes and equipment.

Colas Rail used Getzner’s under sleeper pads to provide sustainability benefits to the track. Being made of recyclable resin-bonded-rubber (from a circular economy) they were installed underneath the traditional plain line concrete sleepers and S&C bearers used on site to provide longevity, quality and preserve the ballast, ensuring better track stability.

A great benefit and legacy of the SRSA has been the engagement with the wider supply chain and with substantial help from SMEs.

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Health and Wellbeing Even more relevant in the current climate, Colas Rail undertook early planning for Health and Wellbeing of their staff working on the project. Well before Bristol East’s blockade began, the company considered ‘Health by Design’, which ensured the team were safe when on site and set out to improve the team’s health and wellbeing. The company undertook fitness testing, body composition assessments, weekly occupational health Nurse attendance, solar powered chilled hydration stations, blood pressure and blood sugar assessments and advice, nutritionist planned meals created to boost energy and slow release of carbohydrates. This also included innovative exercise bike blenders, to provide free smoothies to those who pedalled their way to a healthier lifestyle.

The team also benefitted from a large range of sustainable tools on site, including battery powered stressing kits, an electric powered Telehandler, and with hybrid generators and solar powered battery recharge stations located throughout the site.

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Collaboration Case Study:

MIDLAND METRO ALLIANCE As part of the Urban Rail works in the UK, Colas Rail Ltd is the Principal Contractor of the Midland Metro Alliance (MMA) established in 2016 to contribute to the social and economic regeneration of the West Midlands with the aim of extending the tram network 32km by 2026, which is the biggest programme of transport regeneration in the West Midlands.

Construction started in June 2017 with the Birmingham Centenary Square Extension, completed in 2019.

Further works include the tramway extensions to Wolverhampton City Centre and Edgbaston due to enter operation in 2021. The Wednesbury Brierley Hill Line will follow in 2023. Lines will link to the future high-speed line, HS2 and towards the airport with the East Birmingham-Solihull branch.

The MMA works in cooperation with growth areas, local businesses, chambers of commerce and local universities to maximise the social and economic opportunities of this large-scale project for the local community.

Charter and equally share in project performance – which is not just for financial advantage – but also through a pain/gain mechanism.

Within the context of the expanding and successful Midland Metro system, the MMA has become expert in delivery of funding and powers for extensions.

The MMA is a team of planning, design and construction specialists collaborating to build five new tram extensions over the coming decade on behalf of the West Midlands Combined Authority (WMCA). The alliance consists of the WMCA, which owns the Midland Metro; a consortium of design experts from Egis, Tony Gee and Pell Frischmann; and rail construction specialists Colas Rail Ltd. – with Colas’ sub-alliance partners Colas Limited, Barhale, Bouygues UK and Auctus Management Group.

Transport for West Midlands, as owner (and soon to be operator) of Midland Metro, have been pleased with the Alliance’s track record of delivering Transport and Works Act Orders (TWAO). Five complex orders have been delivered since the alliance was formed. These require a well-co-ordinated team effort over sustained periods.

This work often is crucial to sustain the case for the project through Public Inquiry.

The creation of an alliance to champion, plan, deliver and build tram extensions took over a year and involved in-depth assessments of the collaborative attributes of all prospective partners in what would become the MMA. All members of the MMA are jointly responsible for the promotion and implementation of an Alliance

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The MMA collaborates externally too, in order to achieve their aims (and promote the wider regeneration of the West Midlands), and works with multiple local authority partners, consultants and Business Improvement Districts.

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With Tramways being one of the Colas Rail specialities in France, the company had several managers seconded to support critical stages of the MMA projects to share their knowledge with the local teams and helping mentor the future leaders.

One of the commitments when the alliance was started, was to make a positive difference to local communities through the Engagement & Skills Team. MMA has organised, contributed to, and supported many local community groups and career/educational events. Colas Rail champions inclusion and diversity in training and recruitment and actively encourages young people to consider careers in construction and rail.

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Collaboration Case Study:

STOURBRIDGE BRANCH LINE TRACK RENEWAL In 2021, the Stourbridge Branch Line branch underwent its first significant major track upgrade since 1902, receiving new track, sleepers and ballast. The major track upgrade ensures train services could continue to run effectively and frequently, providing passengers with a smoother service.

The Stourbridge Town line is just 0.8 miles long and is the shortest branch line in Britain, possible even in Europe. It was originally built in 1879 to move goods and people between Stourbridge’s canal basin and the mainline rail network at Stourbridge junction, providing a vital link to Worcester, Kidderminster and Birmingham.

Unique trains run on the track - two Class 139 Parry People Movers shuttle. The small trains are much-loved by train enthusiasts and the line is one of the only places in the world where they are in operation.

shift. This ensured that careful consideration was given to the health, safety and welfare of the project team, and planned methodology and control systems were implemented and maintained throughout the duration of the works etc.

To condense the timescales to meet client requirements, VolkerRail applied some of the principles of Project SPEED. The key themes specifically deployed on this project included simplified governance that was tailored to meet the bespoke needs of this distinct project, early supply chain involvement to tackle issues quickly and collectively whilst achieving project acceleration in a controlled environment and maintaining programme rigour.

From planning through to completion, the whole project took just 16 weeks – normally it would take 18 months if the standard Network Rail engineering governance process had been followed, and all under COVID-19 restrictions.

“This speedy upgrade of the Stourbridge Town branch line shows how the rail industry is coming together to get West Midlands routes in the best possible shape for passengers when they return, once coronavirus travel restrictions are eased. This is all part of our commitment to build back better as the region emerges from the pandemic. Of course, for the moment, we ask passengers to only use the railway for essential travel.”

Dave Penney, Network Rail’s Central Route Director

Engaging all stakeholders, achieving buy-in from the outset and securing support from decision makers, set the tone for the project. Transparency regarding emerging issues and risks ensured the team addressed them together to find a ‘best-for-project’ solution.

Construction success was intrinsically linked to exemplary engagement, and close working relationships established with all parties from project inception.

Some examples of this being: the whole project team conducted site walkouts together with the entire delivery team attending daily briefings before each

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Collaboration Case Study:

THE CENTRAL RAIL SYSTEMS ALLIANCE The Central Rail Systems Alliance (CRSA) comprises of Network Rail (the owner), Balfour Beatty, TSO, and Atkins working together over a ten-year programme to deliver track renewals in the North West & Central as well as Eastern Regions of England. The CRSA is helping Network Rail and the Department for Transport (DfT) to deliver work faster with collaborative engagement between client, designer and construction teams. The alliance is responsible for the development, design and delivery of all track renewals and crossings, providing a full range of services from conception through to construction and handover.

The CSRA is also investing in digital strategy capable of delivering some of the UK’s most high-profile projects.

Ten innovation workstreams are being developed, split into surveying, engineering and design, delivery, and business managements. Each of these workstreams are innovating for efficiency and safety.

“The CRSA has used a relational contract (NR21 PAA) to create a high performing integrated team. With this being a strategic relationship, it was important to have the right Collaborative and ‘can do’ behaviours within this long-term agreement. The investment in behavioural assessments to select and integrate the teams has paid itself back many times over. Network Rail and supply partners have benefited from the Alliances high performance through the agreements incentive mechanism.”

Kevin Tozer, Head of Collaborative Working, Network Rail.

The alliance is successfully delivering key renewal projects, such as the design and installation of a crossover at Cricklewood South Junction, located near London St Pancras, critical track renewal and drainage works at Kilsby Tunnel, and simplifying the track layout at Kings Cross.

Atkins is the Designer partner in the alliance, providing all the multidisciplinary design in track, signalling, overhead line, electrical and power, civils, environmental and drainage works.

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Collaboration Case Study:

PROJECT SPEED NORTHUMBERLAND LINE RE-OPENING A £166m investment to re-open a North-East rail route between Ashington and Newcastle-upon-Tyne that closed in 1964 as part of the Beeching cuts.

In January 2021, £34m funding was allocated by the Department for Transport as part of the £500m Restoring Your Railway Fund, which was announced in February 2020. It will fund land acquisition, completion of detailed design and for Network Rail to commence early works prior to relevant planning approvals.

Northumberland Line reopening is one of the first rail project under the government’s Project SPEED initiative.

Northumberland County Council, DfT, Network Rail and AECOM have collectively worked to identify opportunities to bring this into service as quickly as possible.

The Northumberland Line Re-opening scheme was due for completion in 2025, however, by developing the programme adopting SPEED principles, a 9 month saving from the schedule was achieved. The project is now expected to introduce new passenger services by 2024, realising a cost saving of £50m.

The project will introduce a 2 train per hour passenger service by upgrading 18 miles of track and signalling and will also open 6 new stations. The whole scheme is projected to deliver economic benefits of up to £470m.

Benefits vs Cost - circa 20% efficiency Prior Studies*

2018 SOBC*

2019 OBC

2020 UBC (SPEED)

Cost

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Benefit

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The Northumberland Line Project had accelerated through the DfT’s Rail Network Enhancements Pipeline (RNEP) process getting from the decision to develop at the end of 2018 to a decision to deliver at the end of 2020. Project SPEED has supported bringing the decision to deliver forward by almost 12 months from the original baseline plan.

A key to this was the development of One Team culture and approach, covering every aspect of rail projects from inception, through development in to delivery a one stop shop. The One Team includes clients, stakeholders, asset owners, and operators who have bought into the end goals.

“The Department for Transport has a key role in adapting the decision making process, working with the team to ensure that decision move through each of the stage gates swiftly, which accelerate the funding release. We also went back to the core requirements, challenging to ensure that every element of the requirements where the only elements required to introduce the passenger services and nothing more.”

Simon Middleton, Regional Director, AECOM

Published in 1963, the Beeching Report was followed by the closure of almost 2,500 stations and around 5,000 miles of track. Whilst most of the closures took place in the 1960s, some continued well into the 1970s. Many communities still remain isolated from the rail network following the closure of their local railway line or station more than 5 decades ago.

Improving programme timescales - saving circa 18 months Two phase delivery based on assumed TCF funding for phase one @ March 2019 - Original baseline programme

@ April 2020 - Single phase programme

@ June 2020 - Revised agreement with DfT on continuous design programme

@ July 2020 - Project SPEED

Single phase delivery based on Beeching or RNEP funding

Improved programme based on AECOM/NCC Improvement + accelerated approvals with DfT

Project Speed full opportunity programme

2021

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2024

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Collaboration Case Study:

MIDLAND MAIN LINE The electrification of the Midland Main Line between Bedford and Kettering is a £270m project and part of the £1bn route upgrade. Midland Main Line electrification (MMLe) has delivered 40km (192STK) of newly electrified infrastructure from Bedford to Kettering and on to Corby. Since 2013, Atkins has worked closely with Network Rail and SPL to deliver the electrification of the MML. By challenging standards, thinking innovatively, and working systematically, Atkins were able to proactively support successful delivery of the project.

Atkins was selected as a design partner to the main contractor for electrification, SPL, as part of the Network Rail Control Period 5 National Electrification Programme, and were also a key design partner for the track and civils part of the programme, under Amey Rail. Despite being a Tier 2 partner, Atkins were key contributors on the Panel Delivery Boards and Safety Leadership Team, working actively on key initiatives with Network Rail and the Tier 1 contractors. Atkins also supported the Department of Transport on the business case and Network Rail with their final authorisation documentation to allow trains to operate on the new infrastructure.

steelwork had been completed. By challenging the traditional way of doing things, Atkins were able to develop a more efficient solution to the design and construction process, while improving safety at the same time.

This mindset enabled Atkins to make several further enhancements to the project. One of the biggest opportunities lay in the foundations themselves. For the most efficient delivery, the client demanded a single foundation type: with almost half of Overhead Line Equipment (OLE) electrification costs coming from the foundations, it makes sense to standardise these as much as possible. Their preferred option was the UKMS 610 diameter Circular Hollow Section (CHS) steel pile. In accordance with the rules within the UK Master Series (UKMS) design range, this type of pile may only be allocated to support 181kNm (~150kNm for twin track cantilevers), rendering them unsuitable for large sections of the four-track MML. Atkins developed a solution to calculate foundation loadings from numerous past projects, and the typical future loadings calculated for the project.

Atkins has partnered with the client to change the order of production and design elements, to give them the right designs at the right time. An example of this was around the design process itself, traditionally masts and steelwork are designed first, before continuing to the foundations, which are usually designed once the “above ground” overhead line loads are understood.

It may seem obvious, but construction starts with foundations first. So in the case of Midland Mainline Electrification, Atkins changed the design approach, to agree a range of loading parameters for the superstructures in order to be able to design the piles first, allowing the construction to progress before the final “Approved for Construction” design of masts and

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In collaboration with SPL, Atkins developed a solution utilising a new style of pile cap, allowing to significantly increase the loading envelope of a 610CHS pile and

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challenge the application of the rules in the UKMS Basic Design Range. This enabled a much more widespread adoption of the preferred 610CHS pile, so almost all the foundations utilised on MML between Bedford and Kettering became 610CHS piles. This generated significant cost-savings and saved many weeks from the construction schedule.

As the design progressed for MML electrification, Atkins developed a productionised design process. Using input stage gates and control point reviews, they’ve honed the same repeatable process over and over again as the electrification of the route continued, creating a consistent approach to design, implementation, and assurance, with opportunities for continuous learning and improvement not just on the project but across the network. This was one of the most important things learned by Atkins, and this approach has since been used on a number of different projects.

So how do you turn electrification into business as usual? When focusing on critical inputs and the core design process, Atkins found that - although complex and challenging - it’s largely repetitive. Automation releases highly qualified engineers to focus on more strategic tasks, leaving the mundane, replicable jobs to the computers. Standardisation ensures that specialised engineers aren’t trying to solve problems that have already been solved many times in the past, deploying their brain power instead to where the critical challenges really lie. A production-line perspective, honing in on small incremental improvements as the process evolves, accumulates into significant overall efficiencies.

Atkins have invested in developing tools to deliver designs in a 3D and 4D environment where controlled data management and BIM (Building Information Model) are “business as usual”. In the delivery of MML electrification round three quarters of the design was produced using POLECAT, a digital tool developed by Atkins, which creates 3D models of rail electrification design, logging all the data in an SQL database, so that it is retrievable and useable.

By providing a higher level of detail than normally available at the options development stage, POLECAT reduces risk occurring at later stages of the project. Clashes with other assets can also be identified early, allowing the OLE design to be adapted, and preventing the need for major civils interventions (i.e. retaining wall extensions, structure screening etc). This digital innovation has sped up design production times, almost halving times to produce a typical cross section. It contributed to all OLE AFC designs being delivered a full year ahead of commissioning on MML electrification.

Our involvement in delivering designs for MML electrification demonstrates the benefit of implementing a customer-centric, yet productionised approach to design, with an innovative mindset and a digitalfirst culture. Our consistent, cost-effective approach has enabled us to implement electrification, while continuously learning from the process. It provided opportunities to introduce new components in a safe and systematic way. Innovative thinking has allowed us to challenge standards and deliver improvements, enabling the client to achieve their objectives in a more efficient, faster and cost-effective way.

And being collaborative not only enabled us to work closely with the construction team and end client (Network Rail), but also to hold one another to account. As Phase 2 nears completion, and the strategy for delivery of Phase 3 starts to form, the UK rail industry and the paying passenger are already beginning to reap the benefits of a sustainable, rolling programme of electrification.

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Collaboration Case Study:

LONDON BRIDGE AREA PARTNERSHIP In 2011 Network Rail announced the successful bidders for the London Bridge work, with Siemens Mobility and Balfour Beatty working on the rail systems elements, Costain responsible for delivery of the station and Skanska undertaking structures strengthening work and building the new grade-separated junction at Bermondsey. Only by combining the expertise and construction experience of four of the UK’s leading infrastructure companies could the work be successfully delivered.

London Bridge Area Partnership (LBAP) was found to deliver a very challenging project in a way that was both innovative and based on experience. The project saw the introduction of a digital, network-connected signalling system that provided the very high levels of capacity and reliability needed for this extremely complex and busy area. This was the first time Network Rail had adopted a programme management approach (as opposed to managing a suite of projects) and was thus able to focus on the delivery of benefits, as opposed to outputs. Network Rail provided strong leadership where appropriate, acknowledged the strengths and weaknesses of the supply chain and put in place a collaborative environment that allowed all partners to work together in a mutually beneficial way.

Early Contractor Involvement The Early Contractor Involvement (ECI) was essential for the project’s success. The team learnt lessons from the Key Output 1 where there had been a lack on continuity between ECI providers and the delivery phase. There was a commitment that if contractors delivered ECI well they would stay on to build the project and this paid dividends.

The collaborative working model implemented through LBAP was a powerful enabler for delivery within the original programme and the management of 4,500 possessions.

LBAP promoted a team spirit and a working culture that put safety and the overall health of the project as the absolute priority with any commercial tensions dealt with openly so that they did not get in the way of delivery. Collaboration was so well embedded that the staff working on the project did not primarily identify with their parent organisations but saw themselves as part of a joined-up London Bridge delivery team.

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ECI was carried out earlier than ‘usual’ and this allowed for a wide scope of activities which helped to build confidence around constructability, the master schedule and pricing. The work done at ECI was a key building block of the collaborative culture that developed later.

The vast majority of the master schedule planned during the ECI phase has stood the test of time.

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Clear shared objectives – schedule is king A key enabler for any successful Partnership is agreement around shared objectives and on the London Bridge project the overriding priority for the team was to deliver the finished product safely and in line with the agreed programme. This recognised the high profile of the project, the level of stakeholder interest in it and the fact that access restrictions meant that missing a single milestone could lead to one year’s delay and significant additional costs. The phrase ‘schedule is king’ was very effective in giving the team a single-minded focus.

Every project has a different sets of constraints but LBAP showed that clearly understood and shared objectives lie at the heart of collaborative working.

Change management and collaborative planning The range and scope of change management and collaborative planning activity on the project was comprehensive and effective. A two-layered approach of strategic and local change panels meant that project directors were never unsighted on risks to delivery. The use of risk pots incentivised the contractors to de-risk the programme and this reduced the number of small changes being submitted to the change panels.

The Delivering Works Within Possessions process (DWWP) as used on London Bridge was a key collaborative forum that was applied rigorously with the level of detail increasing as the possession approached.

Benefits • 25% increased platform area over the old station • 24 new escalators connecting all platforms • 50 million journeys via London Bridge each year • 7 new passenger lifts at the station

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Collaboration Case Study:

CLASS 700 TRAINS FOR THAMESLINK PROGRAMME Siemens Mobility was awarded the contract by the Department for Transport to build an entirely new fleet of 115 trains in 2012, as part of the Thameslink Programme, for the train operator Govia Thameslink Railway (GTR) and train owner Cross London Trains.

Designed for a 35-year life, the first Class 700 entered into service in June 2016 and the last train rolled off Siemens Krefeld factory production line on 8 March 2018.

The Class 700 were the world’s first ‘second generation’ fully digitally-enabled trains in passenger service as well as the first main line train to successfully use Automatic Train Operation (ATO) and the European Train Control System (ETCS), these systems being critical to the Thameslink Programme being able to reliably achieve the required 24 train per hour operation.

been done. Put simply, project behaviour has changed from ‘escalation mode’ to ‘solution mode’, such that solutions are now developed rather than problems escalated.

The introduction of ETCS and ATO followed a progressive programme of integration and system-testing. The first stage of this was completed in the System Integration laboratory, the programme’s hardware test environment which was engineered and built by Siemens mobility in collaboration with Network Rail.

The project trained up and invested in the next generation of railway engineers, creating the industry’s future leaders. The team of graduates that entered the programme are now fully-fledged professionals, with invaluable experience of ETCS which the industry will need as digital technology needs expand.

Given the complexity and sheer scale of the project, collaboration has been at its core, with Siemens and Network Rail adopting a ‘one team’ approach to successfully deliver the programme. This has effectively taken collaboration to a new level, with a complete transparent operation helping to overcome any issues that arose.

The Class 700 is approximately 25% lighter than comparable previous generation trains and are also up to 50% more energy efficient, using the latest technology to conserve and recycle power by recovering energy during braking.

The roles in the team were assigned to the best person for the job (regardless of their organisational allegiance), with the team then encouraged to identify solutions to problems as they occurred – rather than escalate them up the organisations’ hierarchies as may previously have

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Collaboration Case Study:

VICTORIA LINE UPGRADE Increased demand for service on London Underground’s Victoria line led to the Victoria line Upgrade 2 (VLU2) project in 2012. The five-year programme built on the success of the original line upgrade, that also included new British-built trains, and increased the service frequency from 34 to 36 trains-per-hour.

London Underground, Siemens Mobility and Bombardier worked together to allow this to happen, upgrading the signalling and control systems, rolling stock, cooling and infrastructure. The final stage of work was carried out during a 57-hour blockade in April 2017, after which it was possible to introduce a 36-trains-per-hour timetable.

London Underground’s Victoria line is one of London’s major arteries. The 21km route, all in tunnel except the depot at Northumberland Park, runs across the central part of the capital. Over 200 million passengers use the line per year, passing through sixteen stations, all of which (except one) are interchanges to other Underground lines or the main line railway network.

Thorough off-site testing and simulation of the signalling system was a major contributor to the overall resilience of the system. On-site testing was then a matter of incremental testing to gain confidence that each level of functionality and interface was safely and reliably attained.

After the introduction of a new timetable, LU has been running 36-trains-per-hour during the peak periods on the line. This 100-second train interval is one of the shortest on major metro systems worldwide.

“Having already delivered phases one and two of the Victoria upgrade programme, we are delighted to now be working with Network Rail and our supply chain partners on this next phase. Our UK-based teams will be working across a wide range” Rob Morris, Managing Director Siemens Mobility

Line capacity has increased, the new trains are popular with the travelling public, and the line continues to perform very well in terms of availability and reliability.

London Underground has invested in a condition monitoring system for the train detection system used throughout the line which has had a positive impact on availability, and the state-of-the-art control centre system provide operators with the flexibility they need to safely operate this very busy line.

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Collaboration Case Study:

ORDSALL CHORD PURE ALLIANCE CONTRACT The Ordsall Chord is an integral part of Network Rail’s Great North Rail Project to improve capacity and connectivity across towns and cities in the north of England, promoting economic growth in the region.

It provides a direct link between Manchester’s three main line stations and new direct links to Manchester Airport, allowing more trains to run on the network and reducing journey times.

The Ordsall Chord incorporates the first asymmetric network arch bridge in the world spanning the River Irwell. Completed in December 2017, the 300-metre elevated Chord line connects to the existing Chat Moss viaduct to the north and Castlefield viaduct to the south.

The Chord has three key components. The network arch bridge has weathering steel arch ribs. Trinity Way bridge is a 100m long composite steel deck with weathering steel girders and the ‘cascades’ architectural feature also made from weathering steel, connects these two structures.

Image above shows one of the first train’s running across the Ordsall Chord. A complex, multi-disciplinary major project delivered on time and to budget using an innovative pure alliance model The team overcame a number of engineering challenges associated with the sensitive restoration of historic architecture alongside the construction of new structures. The Chord stands side by side with historic structures from George Stephenson’s Liverpool and Manchester railway, the world’s first inter-city railway line built in 1830. At either end of the Chord the 19th century railway viaducts were widened to accommodate the new railway line and the team used state-of-the-art techniques to carefully monitor the structural behaviour of the existing viaducts so the new construction could be designed to behave compatibly.

Situated in one of the most congested rail corridors in the UK, with ten listed structures and two conservation areas, this complex engineering project required a novel and mature delivery model to enable success. Network Rail, BAM Nuttall Ltd, Skanska, Siemens Mobility and AmeySersa joined together using the Pure Alliance Contract, based on the Australian Alliance Model.

Alliancing brought all parties together with common goals, shared values and behaviours and a shared risk and reward contract mechanism meaning all parties succeeded in a “win:win” scenario. With no claims allowed against each other within the Alliance, all energy and resources were focussed into supporting each other overcome challenge and meet budget and programme milestones.

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To retain the integrity of the existing Network Rail assets, heritage structures and the newly built infrastructure, the adoption and exploration of new technologies were invaluable. Laser scanning was identified to be capable of delivering a far more detailed and accurate survey than traditional methods, delivering an 88% time saving.

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The steelwork package was identified as critical in its potential to affect the integrated programme. While a number of BAM approved suppliers had the capacity and skill for the scale and complexity of the project, an approach was needed that promoted the right culture and behaviours to ensure predictability of the outturn cost. Supply chain procurement was therefore heavily biased to behaviour. Severfield embraced the procurement process and successfully won the contract. They supported Alliance delivery by co-locating with the design and delivery team, developing the integrated 3D BIM model and joining the target process to share in the risk/reward. Bringing practical expertise from Severfield directly into the design team made budget savings and created a safer, more buildable design. For example, by working together the weight of the cascades was reduced by 25% and a total £8m saving on steelwork was identified throughout the design process.

All the partners on this project operated as an Alliance with a single shared risk/opportunity pot. Therefore everyone worked under the motto ‘win together lose together’. This focus on collaboration meant that teams and individuals could share ideas and practices that could improve efficiencies and fix problems for all partners and therefore aid the alliance as a whole.

Continuous improvement was encouraged through gain share and monitored through approximately 60 Key Reporting Areas and KPIs, selected by the Alliance Management Team in addition to the Alliance health KPIs. These KPIs comprised leading and lagging indicators to drive innovation and performance. Results were collated monthly and shared via a dashboard in the Common Data Environment. Ongoing behavioural performance was also measured through staff surveys, training and briefing sessions, cross partner mentoring and the Alliance Leadership Team and Alliance Management Team engaging with staff during monthly one to ones.

“The Ordsall Chord is a remarkable feat of engineering and a great example of the impact digital technologies can have on infrastructure engineering. Engineering is a collaborative endeavour and by working in partnership, and focusing on the skills needed to deliver such a complex project, the engineers involved in the project were able to set aside self-interest and work towards a clear, shared objective.” Professor Raffaella Ocone FREng FRSE, Chair of the Royal Academy of Engineering Award Committee

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+Collaboration

+Innovation

+Procurement

+Long term visibility

Collaboration Case Study:

SOUTHERN MULTI-DISCIPLINE FRAMEWORK The CP6 Southern Multi-Discipline (SMD) Framework is the primary route to market for the Capital Delivery workbank in Control Period 6 (CP6). Network Rail awarded two frameworks in December 2018 on a route basis; BAM Nuttall Ltd in Kent and Sussex (previously the South East Route) and another for the Wessex Route.

The frameworks cover design and implementation for all categories of railway assets including building and civils, electrification and power, signalling, telecommunications and track within the Capital Delivery Southern workbank (excluding Works Delivery).

Network Rail and BAM have created a collaborative, integrated team with a joint framework commitment to ‘think differently to deliver better’ to deliver the renewals and enhancement workbank across the Kent & Sussex routes.

Image above shows the Bearsted Cutting Blockade in August 2021. Eight drilling rigs operating full time on the slope, seven of which were rail plant and one a long-reach rig, drilling from the top of the slope. Throughout the entire nine-day period there was 24/7 hour working operating in three shifts. In total this led to 20 hours of non-stop drilling every single day with 70 people working in each shift. There was a total of 17,000 working hours completed during the blockade, all accident free.

Thinking differently is about challenging ourselves and partners to look at things from a different perspective, always with the customer front of mind. It’s about discovering better ways to create value. Thinking differently has no purpose without delivering better.

Delivering better is putting different things into practice to create better value i.e., realising the value created by thinking differently. It’s about stretching ourselves to deliver better outcomes and value.

team were able to determine efficiency opportunities through combined access, shared facilities, optimised resource profiles and more.

The Kent and Sussex Routes are the busiest and most congested in the country with over 2,000 miles of track, five of the busiest stations in the country, around 5,000 passengers trains every day and c.30% of all passenger journeys in Britain.

Presenting this data to the Network Rail project controls team and Asset Managers provided a business case to move projects between financial years to enable the identified efficiencies to be realised. BAM forecast a 4-6% programme level efficiency from packaging of schemes with further opportunities in procurement through better pipeline visibility for the supply chain, improved value through packaging of works and reduced access costs.

Rising to the CP6 efficiency challenge, the BAM SMD Team applied portfolio management processes and tools to assess the whole CP6 renewals work bank in Sussex and Kent. By packaging schemes by line of route, the

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Working collaboratively across the client, framework and supply chain teams using a single source of data through the Smartsheet system has been at the heart of the portfolio management. Reducing wasted effort and person-marking processes, with live data available to Network Rail and BAM at the click of a button.

Benefits realised through the portfolio management and digital Smartsheet approach include: 1. Reduction in indirect costs through resource optimisation and facility sharing (from better line of route utilisation).

2. Improved planning and monitoring with data being entered once, yet used in multiple ways.

3. Improved communication and cascade from everyone using a single source of truth.

4. Incident frequency improvement to lowest Rail LTIAFR of Zero - supported by better close call and data analysis.

Measured efficiencies: • £1.3 million efficiency savings across framework delivery.

• Portfolio management saving over 25,000 working hours over one year.

• 30% increase in KPI and close call reporting.

• Access planning saving over 2,000 working hours across eight months.

“Use of Smartsheet has had a dramatic impact on the consistency and quality of information being shared between BAM and Network Rail. It’s great to have the confidence in ‘one source of truth’ and to give people a good reason not to run hundreds of personalised trackers.” David Jarman, Network Rail Programme Manager

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+Long term

+Visibility

+Investment

visibility

+Economic

Visibility Case Study: In the Electrification Cost Challenge report, RIA previously recommended a rolling programme sufficient to keep a core two to three delivery teams consistently in action each delivering 75-100 single track kilometres (STK) per annum, for at least 10 years, across the UK which would maintain a core capability in design and delivery and support a culture of continuous improvement. This would be expected to further reduce the current costs towards European norms. Now that there is a legal commitment to Net Zero Carbon by 2050 this level of activity would need to be increased further.

ROLLING PROGRAMME OF ELECTRIFICATION Switzerland and Germany have had a rolling programme of electrification for over 50-years. A steady flow of often small electrification projects in Germany has allowed the industry to retain and develop a highly skilled workforce and perfect the plant and techniques, which are allowing German electrification projects to be delivered at substantially less cost than is experienced in the UK.

To achieve this Germany will have to double its rolling programme of electrification from 200km of electrified track per year to 400km (compared to the 450km per annum the UK will need to deliver to achieve net zero carbon by 2050 if we start in 2022).

In Denmark a substantial part of the network is being electrified in a programme running from 2014-2026.

Significantly this is being done in close collaboration with the supply chain.

Since 2010, the Scottish Government has been electrifying its rail network through a rolling programme. During this period Scotland has invested around £1 billion in the electrifications of 441 STK. As of early 2020 around 41% of Scotland’s railway track was electrified. The costs of electrifying the network in Scotland have been delivered within the target cost range identified by the RIA Electrification Cost Challenge.

Such steady flow of work enabled Germany to deliver electrification (OLE only) for between a third and half the cost experienced in the UK. In 2018 the German Government announced its intention to decarbonise the German railway by 2040, with 70% of all lines electrified by 2025 (currently 61% of its network is electrified).

Railway Electrification (km per year) 600

500

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300

200

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GERMANY

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Source: Noel Dolphin, Campaign to Electrifuy Britain’s Railway)

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+Visibility

+Collaboration

Visibility Case Study:

EAST WEST RAIL PHASE 2 – BLETCHLEY FLYOVER (BFO) To deliver East West Rail Phase 2 (EWR2), the EWR Alliance was established in 2015 consisting of four partners: Atkins, Laing O’Rourke, Network Rail and VolkerRail.

A key element of the EWR2 project is the partial demolition and rebuilding of the Bletchley Flyover that passes over the West Coast Main Line. The Alliance team developed an innovative design and build solution and collaborative 20-month programme to: • Remove and recycle 15 of the existing spans – each weighing circa 300 tonnes

Offsite manufacture of the key structural elements gave a high level of programme certainty. Components were ordered 16 weeks in advance, reducing on site safety hazards, material risk and providing excellent construction quality. The ability to validate the quality of the structural elements before installation was particularly useful for the 103 precast 40-tonne prestressed beams that were installed during the 72-hour May 2021 bank holiday weekend possession.

• Remove and recycle 9 piers • Build a new box bridge structure over the WCML (to replace the existing spans and piers) • Reinforce retained spans and piers in refurbished sections of the BFO The new flyover abutments were manufactured offsite at the Laing O’Rourke Centre of Excellence for Modern Construction and incrementally installed behind Any Line Open (ALO) barriers. This installation technique meant the work could be delivered adjacent to the live railway without impacting Network Rail operations and allowed the EWR Alliance to deliver the work safely and with no disruption to rail services.

The preparation of the weekend included State-ofthe-art 4D technology to create a digital twin of the structure components to support the integrated planning. Bringing together all activities, plant and labour to simulate the work, the 4D model created an animated programme to prove the concept and logistics including crane movements. Used in reviews and to provide assurance, the BFO digital twin was also used alongside in depth “Visual Task Sheets”, taking traditional Work Package Plans to the next level by providing a step-by-step visual brief for the delivery teams before each shift.

The 138 precast shell abutments used to build the new 90m box bridge support structure significantly reduced the need for rail-side working. This meant the workforce did not require rail accreditations and facilitated a wider range of specialists being available to carry out the works, similarly significant cost savings were achieved by using conventional civil plant instead of specialist rail plant.

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In November the Alliance will commence track construction on the new flyover and achieve a key project milestone that was set in April 2019.

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+Economic

+Long term

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Investment

+Social +Procurement

Long-term Investment Case Study:

NEW RAIL MANUFACTURING SITE IN GOOLE The development of a new train manufacturing plant in Goole, East Riding of Yorkshire, sees an investment of up to £200 million by Siemens Mobility, as well as the creation of sustainable jobs, skills and associated work for SMEs. Construction of the new facility, which is due to open in 2023, progresses at speed with the site encompassing manufacturing and commissioning buildings, warehouses, offices and stabling sidings.

Key to the Goole development is its impact on job creation and economic development. It will create up to 700 direct jobs, with a further 250 roles created during the construction phase and an additional 1,700 indirect supply chain opportunities.

will be new Tube trains for London’s Piccadilly line. This highlights that an investment in the London transport network bolsters the nation economically and is a clear example of levelling up.

Additionally, over £50m worth of contracts have been let to the broader supply chain so far, the majority of which are based locally in Yorkshire. In total, Siemens Mobility works with around 3,000 suppliers, 47% of which are UK-based SMEs. Around 90% of Siemens Mobility Limited’s spend is with UK-based suppliers.

The site will also act as a living lab for testing of digital and decarbonisation technologies developed at the nearby RaisE innovation hub (with plans for a co-located supplier village). With a key focus on providing research and development support, this close proximity provides a collaborative environment to drive long-term innovation and skills advancement, as well as the development and decarbonisation of the UK rail industry.

When complete, the state-of-the-art factory will manufacture and commission trains – the first of which

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+Visibility

+Economic

+Long term

+Social

Investment

+Collaboration

Long-term Investment Case Study:

MANCHESTER METROLINK In 1985 a single city authority was divided into ten district councils who shared responsibility for transport, which resulted in a fragmented annual funding and lack of options to raise revenue or bid for funding. The solution was the creation of the Greater Manchester Transport Fund (GMTF) and Transport for Greater Manchester (TfGM).

The GMTF was created to build new capacity through Metrolink with a total investment package of £1.5 billion. The funding came from disparate financing options: block grants from the Department for Transport, a “top slice” from the Greater Manchester Integrated Transport Block and Local Transport Plans, and borrowing, both from private institutions and the European Investment Bank.

In 2014 the contract for the Second City Crossing was awarded. MPT went on to build a further £350m extension to the Trafford Centre, which opened in 2020, and TfGM is in the process of adding capacity through 27 additional trams and associated infrastructure, bring the total investment in the network to just under £2 billion.

The local authorities manage risk through quarterly reporting and monitoring of changing circumstances.

The various bodies also maintain a reserve fund, ring fenced to pay for and manage the capital cost risks of service expansion delivery.

Metrolink has successfully helped to revive areas of the city and region as intended at the outset, and the line has played a large part in the revitalisation catchment area, as well as increased overall traffic capacity into the city centre by 5%, helping to boost productivity and stimulate growth.

In 2008 MPT, a joint venture of VolkerRail and Laing O’Rourke in consortium with Thales, initially secured the design, construct and maintenance contract to deliver the network expansion of Manchester Metrolink, comprising lines to media City, South Manchester, East Manchester and Oldham Rochdale as well as a new depot facility at Trafford Bar.

This funding model has resulted in a network which serves 99 stations, the largest light rail system in the UK, with 44 million journeys in 2019, generating £82.6m in revenue. By pooling resources, thinking long-term, having a clear plan, expanding capacity and transferring profit back into further expansion, Manchester has developed an extensive light rail which benefits the city’s environment, economy and social cohesion.

Whilst delivering this initial phase, MPT worked closely with TfGM to define a scope for future lines. A second phase of extensions was awarded early in 2010 to extend the South Manchester line to East Didsbury and the East Manchester line to Ashton, together with an increase in capacity to the Trafford Depot. Further extensions were awarded later in 2010 comprising a new line to Manchester Airport and town centre routes for Rochdale and Oldham.

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+Visibility

+Long term Investment

Long-term Investment Case Study:

WORLD BANK

Rail infrastructure investment increased nearly threefold between 2005 and 2015, with most of this growth in China. China has put into operation over 25,000 km of dedicated high-speed railway (HSR) lines since 2008, far more than the total high-speed lines operating in the rest of the world. The rapidity of this rollout in China makes it one of the largest infrastructure projects in recent history, and total high-speed rail activity in China is catching up with domestic passenger aviation.

According to a report published by the World Bank Group, that has financed some 2,600 km of high-speed rail in China, a key enabling factor to keeping costs down was the development of a comprehensive long-term plan to provide a clear framework for the development of the system. China’s Medium- and Long-Term Railway Plan looks up to 15 years ahead and is complemented by a series of Five-Year Plans. Another factor was the standardization of designs and procedures.

• Five-Year Plans that detail the implementation of the Long-Term Plan, setting out the work program for each plan period; once decided, these plans are rarely changed, providing a clear framework within which local governments and the construction/supply industry can plan with confidence;

The construction cost of the Chinese high-speed rail network, at an average of $17 million to $21 million per km, is about two-thirds of the cost in other countries.

Whilst there may be aspects of the Chinese experience which would, of course, not translate to Western Projects, key factors contributing to the rapid implementation of an HSR network in China which are transferable include:

• Minimal changes to individual project plans once they are approved; • Joint venture structure ensuring active participation of provincial and local governments in the planning and financing of the projects; and

• Development of a well-analysed Long-Term Plan that provides a clear and consistent framework for action;

• Cooperation among rail manufacturers, universities, research institutions, laboratories, and engineering centers allowing for rapid technological advancement and localization of technology.

• Strong government support for the implementation of the Long-Term Plan;

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FIGURE 1.2

Lenght of China’s high-speed rail network, 2008-17 30,000 25,000

HSR lines (km)

20,000 15,000 10,000 5,000 5,000 0

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Source Based on data from China Railway Yearbooks 2008-17 Note: HSR = high-speed rail; km = kilometer; kph = km per hour.

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+Innovation

+Collaboration

Innovation Case Study:

UK RAIL RESEARCH & INNOVATION NETWORK The UK Rail Research & Innovation Network (UKRRIN) is a £92 million partnership between industry and academia. It is designed to create powerful collaboration between academia and industry, aiming to provide a step-change in innovation in the sector and accelerate new technologies and products from research into market applications globally.

The initiative was built on the development of three Centres of Excellence formed by a consortium of universities, in collaboration with existing industry testing and trialling facilities such as Network Rail’s Rail Innovation and Development Centres.

UKRRIN offers industry access to purpose built worldleading facilities and skills in a range of areas to support research, development and innovation for new technologies and products. The centres are supported by industrial partners to deliver world-leading research from inception to market application for both the UK and global markets. The Centres of Excellence provide the ability to deliver new products and technology to market faster, using advanced purpose-built simulation and testing facilities. The centres also help the UK maintain its position as a technology leader in rail on the world stage.

Centres were created in: • Digital Systems (led by University of Birmingham, in partnership with Lancaster University, Imperial College London, Swansea University and University of Hull), • Rolling Stock (led by University of Huddersfield, in partnership with Newcastle University, Loughborough University, University of Cambridge, University of Bristol, Brunel University and University of Nottingham) and

Founding industry members include Siemens, Bombardier, SMRT, RSSB, Unipart Rail, British Steel, Railway Industry Association, Progress Rail, Thales, Hitachi, Atkins, and Pandrol.

• Infrastructure (led by University of Southampton, in partnership with the University of Nottingham, the University of Sheffield, Loughborough University and Heriot-Watt University).

Some £92m of total funding was committed to the centres by the UK Government and leading industrial partners.

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+Innovation

+Collaboration

+SME

Innovation Case Study:

TECHNOLOGY & INNOVATION HUB DONCASTER UK railways have complex safety-critical systems that ensure that trains are one of the safest forms of transport, however changing one minor element of these integrated systems may adversely affect others, hence the industry historically has perhaps attracted an unfair reputation as a ‘laggard’ with regards to adoption of digital technology.

United Kingdom Rail Research and Innovation Network (UKRRIN) was created to connect Government, Academia, Industry and SMEs in a shared endeavour to focus on driving innovation to the sector.

Unipart Rail is now creating 600 sqm Technology & Innovation Hub in Doncaster designed to showcase the UKRRIN Centres of Excellence, co-locate experts to facilitate cross-expertise learning and innovation, mentor and develop SMEs to help bring their innovations to market, and showcase Unipart Rail’s role in driving innovation across the sector. The hub will be launched on 22nd September 2021.

“We see the Hub as a key factor in realising the aspirations of the UK rail industry. The purpose of our Hub is to ensure a route to market for the next generation of rail technologies and we are delighted to not only have the support of Network Rail’s Centre of Excellence for Testing, but also an opportunity to showcase their research and development programme. This will undoubtedly be an inspiration for those of us in the supply chain to ensure we don’t unnecessarily waste resources reinventing what already exists or learning lessons regarding unsuccessful endeavours elsewhere.” Jake Rudham, Marketing Director, Unipart Rail Unipart Rail is the leading specialist provider of technology and supply chain solutions to the rail industry. With a growing international presence and extensive expertise in infrastructure, signalling and traction & rolling stock products, Unipart Rail is a major partner to the rail industry. Unipart Group is headquartered in Oxford, has a £786m annual turnover, and provides services to a growing range of blue-chip clients including Jaguar Land Rover, Vodafone, Sky, and many other household names.

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+Innovation

Innovation Case Study:

HAROLD 2.0

With £1M of capital funding provided through the UK Rail Research and Innovation Network (UKRRIN), the soon to be launched HAROLD 2.0 full-scale bogie test rig builds upon the existing HAROLD facility opened at the University of Huddersfield in 2016.

Significant enhancements to functionality include the integration of a real-time train braking performance model and a fully functional power bogie, comprising both friction and regenerative brake systems and complete traction package. Utilising the capability of hardware-in-the-loop (HiL) test methods, on-train systems including state-of-the art wheel-slide protection (WSP), dynamic brake blending control, and traction components can be analysed. The test environment can re-create whole-route traction and braking duty-cycles at speeds of up to 200kph, under a range of wheel-rail adhesion conditions, thereby providing an invaluable proving stage prior to on-track trials.

Train Braking: • Hardware and software development and proving of next generation WSP systems • Train brake blending controller optimisation (friction and electro-dynamic brakes)

With provision for battery banks and fully configurable real-time models, the test rig will also provide the capability to explore novel hybrid drivetrains, and energy storage systems, enabling hardware and software solutions to be trialled in a controlled but realistic environment.

• Route-specific and brake duty-cycle testing to support vehicle acceptance • Provides a stepping-stone between desktop/ bench-tests and on-track trials Traction and Energy Systems: • Wheel-slip and traction management system development, problem solving and proving

“In helping realise predictable and optimised traction and braking performance, the HAROLD 2.0 test rig will contribute to delivering a more reliable and higher capacity railway. Through testing and development of hybrid vehicle concepts, will support the railway industry in overcoming its wider decarbonisation and electrification challenges” Prof. Paul Allen, Assistant Director of the Institute of Railway Research.

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• Hybrid drivetrain and energy storage solution development and proving • Real-time energy storage models (e.g. battery and hydrogen fuel cell model-in-the-loop) • Whole-route energy cycle evaluation for proving hybrid drive solutions

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+Innovation

Innovation Case Study:

PANTOGRAPHCATENARY DYNAMICS TEST RIG With £3.5M of capital funding provided through the UK Rail Research and Innovation Network (UKRRIN), the University of Huddersfield has recently commissioned a pantograph-catenary full-scale test rig that will create conditions to support the railway industry in their research and technology developments associated to these critical assets.

This test bench has several innovative characteristics and high-performance capabilities that make it, probably, the most advanced pantograph-catenary test bench in the world. It meets industry demands by allowing to perform dynamic tests with speeds up to 400 km/h, on different types of pantographs for conventional and high-speed, enabling the analysis of existing pantographs or support the design and development of new concepts. Furthermore, it allows to study/optimise legacy designs of catenaries and de-risk the development of innovative electrification solutions for new/renewal infrastructure systems.

• Test and calibration of innovative sensing/data acquisition systems; • Support the development of predictive/ condition-based maintenance methodologies.

Advanced electronic systems are used to control the movement of the bench actuators in order to apply the loads on the pantograph contract strips. These loads represent, in real time, the dynamic interaction that is developed between the pantograph and the catenary while in service. The pantographs under testing are pneumatically fed by the bench control system. An adjustable DC power supply is also available to test active/smart pantograph solutions.

The main tests that can be carried out in the test rig include: • Conventional and high-speed dynamic tests; • Pantograph-catenary interaction dynamics in open and/or closed-loop; • Consider realistic operation conditions, including curves, gradients and catenary irregularities;

In order to represent the whole range of scenarios that the pantographs experience in service, they are mounted on a 6 degree-of-freedom motion platform that can replicate any train movement or vibration.

The bench is also equipped with a set of state-ofthe-art sensors to monitor forces, displacements and accelerations. These quantities are necessary for the bench control system and for the measurement of the quantities required by the industry and/or defined in the rail standards.

• Assessment of compatibility performance between the pantograph and the catenary; • De-risk and simplify the authorization process of new designs; • Measurement of contact forces, displacements and accelerations;

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+Innovation

Innovation Case Study:

ATKINS SIGNALLING METHOD Committed to delivering a digital railway fit for the future, Atkins has developed and delivered the Atkins Signalling Method (ASM), the most radical approach to signalling in the UK in the past eight years.

Developing the signalling roadmap, Atkins has created standard technology agnostic modules for each stage of the project lifecycle (design, data, equipment, test) enabling more vigorous testing at each phase. Atkins has re-engineered the entire signalling system making the ASM into a modular, automated and fully auditable “plug and play” solution.

“Together we are modernising the railway in this part of our region with brand new trains and signals to improve reliability and punctuality for customers.” Jamie Burles, Managing Director, Greater Anglia • Standardised design, data, equipment, installation and test modules create a repeatable process with progressive assurance, enabling greater automated testing and risk reduction.

Enabling significant safety benefits, the ASM also has the potential to reduce capital costs by 20% and operational costs by up to 40%. Since its first deployment at the Old Oak Common depot, the ASM has delivered a significant improvement in safety, reliability for passengers and demonstrating value for money.

• The only EN50128 compliant, ISA assessed, safety integrity level 4 (SIL4) signalling interlocking software process in the UK.

The ASM is the first Internet Protocol (IP) “multiservice network” based signalling system that can accommodate further communications network integration i.e. passenger information and smart ticketing systems, improving customer experience and delivering the digital railway of tomorrow.

• EN50128 data production process removes human interpretation so is more robust, learning is retained as part of continuous improvement and every aspect is fully auditable.

As the only UK SIL4 software approach capable of achieving EN50128 compliance, Atkins is leading the UK sector with the development and deployment of the ASM. The investment Atkins has made to develop and deliver the ASM demonstrates the company’s long-term commitment to designing a safe, efficient, reliable and future-proof digital railway, benefiting passengers and the industry.

• Integrates and controls interlockings, level crossings, control centre interfaces, remote condition monitoring and other associated products on one platform.

• Factory engineered, each module is pre-tested off-site which makes the whole process safer and more efficient as it reduces the need for the workforce to be trackside

“We have taken sure step forward as part of our industry strategy to widen our installed base of new/alternate signalling technologies.” Rob Cairns, Capital Delivery Director Eastern Region, Network Rail Kings Buildings, 16 Smith Square, London SW1P 3HQ +44 (0) 20 7201 0777

• Enables the grouping of equipment at the most appropriate place, i.e. access points, rather than distributed at the trackside reducing the quantity of cabinets.

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+Innovation

+Economic

+Collaboration

Innovation Case Study:

RAIL ACCELERATOR AND INNOVATION SOLUTIONS HUB FOR ENTERPRISE The Rail accelerator and innovation solutions hub for Enterprise (RaisE), with automation, digital systems and rail decarbonisation at its core, is a new £70m government, industry and academia public-private investment in the UK Rail Research and Innovation Network (UKRRIN). Aligned with the new Rail Technology Strategy (RTS), RaisE will enable a sector transition to low emission technologies, optimised train operations and products, and systems that are reliable and easy to maintain.

• Business Incubator • Digital Systems Skills Academy • Systems Integration Living Laboratory • Data Driven, Digital Systems, Automation and Maintenance Accelerator / Standards Verification

Located in the new Rail Village adjacent to the Siemens Mobility £200m manufacturing and living lab facility in Goole, currently under construction, RaisE aims to transform the Village into a world leading rail innovation and skills ecosystem. It will accelerate UK economic growth benefits from the rail industry transition towards digital, automation and low carbon targets, anchoring the Yorkshire and Humber regions as the UK rail manufacturing supply chain location. It will provide the facilities and expertise for large and small companies to develop, test, validate and deploy innovative low carbon, autonomous products and systems, utilising robotics, artificial intelligence and machine learning technologies. It will have a global market reach with UK based companies and end-user system integrators establishing the UK’s world-leading position in this rapidly expanding market.

• Low Emission Development and Deployment Programme The RaisE hub will enable the UKs leading innovators to co-locate with ambitious supply chain companies within the supplier park at the Rail Village. Critically, RaisE will deliver the RTS and ensure that the green and digital agendas can be progressed at pace.

Industry analysis, including that presented in the UK Rail Sector Deal, shows that increasing Research, Development, Technology and Innovation is essential to drive the sector’s growth and capability to deliver and deploy new higher value products into the rapidly expanding global market. The Oxera and Energy & Utility Skills assessment of a Network of Rail Centres of Excellence highlights that Centres offer a high rate of return to the UK economy from increased exports, more productive employment, with an average return of more than £6 for every £1 of public funding invested, rising to £8 in areas such as digital systems. RaisE at Goole is an essential element in the delivery of the new national strategy, significantly impacting the Yorkshire and Humber region and delivering on the Government’s levelling up agenda.

The strategic direction to bring autonomy and decarbonisation to the rail sector requires considered collaboration. The RaisE consortium has established a strong partnership required to deliver this step change in technology to the sector. With public-private investment the partners will deliver the support UK industry needs to achieve this international competitive advantage by establishing the following capabilities over a 3-year period: Kings Buildings, 16 Smith Square, London SW1P 3HQ +44 (0) 20 7201 0777

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+Innovation

+SME

Innovation Case Study:

HYDROFLEX

HydroFLEX is the world’s first train retrofitted to operate under hydrogen power and the first hydrogen powered train on Britain’s railway. It draws power from overhead wires and where these don’t exist, operates in self powered mode using hydrogen, fuel cells and batteries.

HydroFLEX is the result of a collaboration between Porterbrook and the University of Birmingham.

Following successful mainline testing of the HydroFLEX in September 2020, Porterbrook has partnered with the University of Birmingham and Network Rail to build a new version of the HydroFLEX, capable of replicating the duty cycles of the diesel trains it aims to replace.

Hydrogen powered trains will support the progressive roll out of electrification schemes, as well as delivering clean train travel on routes where overhead wires cannot be economically justified.

HydroFLEX represents a £7m private sector investment by Porterbrook in a zero emission alternative to diesel powered trains. By retaining the capability of using overhead wires as a power source, HydroFLEX can extend the electrified railway to non-electrified routes but without the need for costly and disruptive infrastructure upgrades.

HydroFLEX is part of a suite of Porterbrook engineering initiatives designed to improve air-quality, reduce carbon and deliver a cost-effective and sustainable railway for both passengers and taxpayers.

The design and build of the train are being undertaken

by UK suppliers, protecting existing jobs and kick-starting the creation of an hydrogen rail supply chain.

Long Marston Rail Innovation Centre On the 23 June, Porterbrook added the Long Marston Rail Innovation Centre to its portfolio of managed railway assets. The Long Marston Rail Innovation Centre is a 135 acre rail connected site in Warwickshire, it offers a 2 mile circular test track and 12miles of secure sidings.

Porterbrook’s plans for the site will see a significant investment and upgrade in these facilities.

“It is amazing to see Porterbrook’s HydroFLEX train showcased on an international stage.

Ground-breaking green technology projects like HydroFLEX are central to our plan to decarbonise the rail network by 2050.” Rail Minister Chris Heaton-Harris MP

Working with the railway supply chain, including SMEs and academic bodies, Porterbrook will develop the Long Marston Rail Innovation Centre to become a leader in developing sustainable and digital technology focused on the needs of passengers, rail freight users, train operators and infrastructure owners.

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Innovation Case Study:

RAIL ELECTRIFICATION ALLIANCE - EAST COAST MAIN LINE POWER SUPPLY UPGRADE The historic 393-mile East Coast Main Line (ECML) is a strategic rail link between London, Yorkshire and Scotland, and carries more than 20 million passengers a year. It is undergoing a major programme of upgrades to its infrastructure and power supply to enable faster, quieter and more environmentally friendly electric trains to run from London to Edinburgh.

efficient way of managing the electrical power flow onto the route. The research collaboration is expected to last two years.

This project will see the complete upgrade of the networks electrical power system and associated signal renewals as part of the £1.2 billion East Coast Upgrade.

The Rail Electrification Alliance – comprising Network Rail, VolkerRail, Siemens Mobility, J Murphy and Sons, Jacobs and SYSTRA is upgrading the power supply on the ECML, from Doncaster to Edinburgh.

The value of the project is £1.2 billion (CAPEX). Phase 1 – covering the route between London and Doncaster, started in January 2015 and finished in September 2020. Phase 2 – covering the route between Doncaster and Edinburgh, started in September 2020 and is still ongoing.

The Alliance is installing Static Frequency Convertors (SFC), an innovative and new technology, that will boost the power supply along the railway. Traditionally, works would be undertaken to set up a whole new power supply system to carry the power over long distances and would mean railway closures. Instead, SFC’s sit separately from the railway and ‘plug-in’ to the existing system, with minimal upgrades, resulting in £500 million in cost savings. They take the local electricity supply, amplifying, cleaning, and optimising it, providing the ideal power supply for trains - without disturbing the local power supply.

“The electrification upgrade of the ECML will create one of the most advanced and efficient rail arteries in the world. At the heart of that rail system is the electrical power that drives it. There has to be enough power available to enable the trains operating on the line to run at speed and at full capacity.

This research will see the University and rail industry engineers working closely together to identify the most efficient and effective ways to manage that power system.” Peter Woodward, Professor of High-Speed Rail and Director of the Institute for High-Speed Rail and System Integration at Leeds University.

An outlined £10 million co-investment agreement has been signed by the University of Leeds and the companies involved in the Power Supply Upgrade of the ECML, to enable research into the best and most

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+Environmental +Collaboration

Innovation Case Study:

HS2 ENABLING WORKS (NORTH) – M42 BRIDGE Laing O’Rourke, as part of the LM joint venture, was appointed to deliver four bridges, including the M42 bridge, as part of the Enabling Works (North) programme for HS2. The M42 bridge consisted of 33 modules of varying size and length. The structure was also required to include power, data and telecoms cabling, and a foul rising water main, with plenty of capacity for future additions.

Through the use of digital model and precast, modularised components, Laing O’Rourke has met these challenges.

The works were fully coordinated via a digital build model, which was used to develop fabrication drawings at a precast concrete manufacturing facility and were the ‘single source of the truth’ for site assembly and setting. The drawings where then discussed in fortnightly collaborative design review meetings with the client and key stakeholders such as Highways England and Solihull Council.

After building the abutment in modular sections, a hydraulic platform was used to move the bridge deck from its offline construction area, whereupon it was lowered onto the completed shell abutments. Bridge deck installation took just 45 minutes. Traditional construction would have required weeks of lane closures, together with additional weekend and overnight closures, representing significant disruption to road users.

All aspects of build safety and maintenance were reviewed and changes were made where risk was identified. For example, Highways England raised early concerns about the safety risks to road users due to contraflow and lane closures. Laing O’Rourke developed a scheme to construct the bridge entirely offline and then drive the finished product into place. This methodology reduced risk to both road users and the workforce, while limiting disruption to just one weekend closure as assembly was undertaken on a prepared area – providing greater control without working at height.

The Design for Manufacture and Assembly approach also realised significant environmental benefits. A PowerBI dashboard was produced and analysed by a wider team of environmental and engineering professionals, using the HS2 Interchange Station modular bridge abutment design and estimation of in situ quantities to make direct comparisons. This enabled effective collaboration and scrutiny of the carbon data, which provided more confidence in project outcomes.

By manufacturing components off site in safe factory conditions, and then assembling them onsite, Laing O’Rourke used 40% less labour than a traditional build.

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The data showed that a single modular abutment on the enabling works saves approximately 100t CO2e compared to an in situ design – which represents a saving of around 20%. This was due to reduction in embodied carbon in concrete mixes, and the use of recycled steel in the bridge.

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Innovation Case Study

VERY LIGHT RAIL

Very Light Rail (VLR) is a new technology being developed in the West Midlands with an aim to deliver a lower cost and lighter weight tram solution.

Revolution VLR is a consortium, led by Transport Design International, dedicated to the development of next generation, very light rail technology. The train will use diesel-hybrid, electric and hydrogen power source. A prototype vehicle is being assembled at the Quinton Rail Technology Centre.

Coventry VLR is a collaboration between partners to apply innovative research and development to urban light rail sector and develop an electrified integrated urban VLR system. The autonomous vehicles will enable a larger fleet to be deployed more cost effectively and reduce crowding by offering frequent service. The prototype is being tested at the Very Light Rail National Innovation Centre, developed by the Black Country Innovative Manufacturing Organisation in Dudley.

“Dudley Council is keen to promote the use of cutting edge technology to drive innovation across the borough. The VLR project is one example of new technological innovations we are proud to develop and be at the forefront.

We are the first area in the UK to trial this ultra-rapid charge station and it’s one example of our ambition to develop cutting edge innovations which in turn will encourage investors to Dudley, create jobs and build strong career opportunities across Dudley.”

Balvinder Heran, Deputy Chief Executive, Dudley Council

The centre, alongside the ongoing R&D into VLR technologies, will facilitate the development of a supply chain to build integrated VLR systems, creating manufacturing jobs in the Black Country and West Midlands, and the development of a VLR market, both in the UK and overseas.

The world’s first VLR ultra-rapid battery charge station, developed by Furrer+Frey GB has been installed in Dudley in April 2021. The charge station will top-up battery powered VLR vehicles wirelessly and autonomously at scheduled three-minute stops, as a low-cost alternative to traditional overhead line electrification.

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LEGEND Site boundary

A4 06 7

National Park boundary National Cycle Route 43 Proposals: Rail River Tawe

Track alignment

YNYSWEN

Innovation Case Study: Platform

Buildings

ABERCRAF

Proposed Buildings

THE GLOBAL CENTRE OF RAIL EXCELLENCE

Roads and hardscape

Access road Car park

CAEHOPKIN

Hardstanding / yard

A4221

Fenceline

43

NCN

Perimeter security fence

Double internal stock fence

4.5km High Tonnage Infrastructure Testing Track

Drainage

Storm ditch / swale Proposed pond

Existing pond Green infrastructure (new / enhanced)

246.895

Boundary tree planting Wetland

A4 06 7

Peatland class testing facility being developed on a A world Broadleaf woodland former opencast mining site at the head of the Dulais andConiferous Tawewoodland Valleys. The Welsh Government has set £50 Hedgerow million, and the UK Government pledged up to £30 Acid grassland/lichen heath million capital funding for the delivery of the first phase Innoculated Heath / Acid grassland of the project.

6.9km Rolling Stock Test Track 2no. platforms (230m length) and associated station building

YSTRADGYNLAIS

Sidings with capacity for up to 130 units

Wet Heath

A joint venture was established in 2019 between Enclosed Pasture Welsh and both Powys and Neath Port MarshyGovernment grassland Landscape mitigation to support project development and Talbot councils Acid grassland (existing) delivery.

The proposals are the result of collaborative Heath grassland (existing) working with partners and extensive engagement and Heath (existing) consultation with stakeholders and local communities.

N

9

10

N.T.S

A4

The rail testing facility will include:

“GCRE will be a powerful ‘magnet’ project bringing a major global industry closer to Wales. It will provide a raft of vital services and wide ranging research, development and innovation platforms to UK and international train manufacturers, network operators, the wider industry, supply chain and academia. It Awill Global Centresignificant of Rail Excellence in Wales also provide direct benefits to our national operator Transport for Wales.”

Environmental statement volume I Ken Skates, Minister for Economy, Transport September 2020 and North Wales SEVEN SISTERS

• Electrified high-speed outer rail testing track (6.9 km) for performance testing of electric, battery, diesel/bi-modal and hydrogenpowered trains with a line speed up to 110 mph.

• Electrified low-speed inner rail testing track (4.5 km) for testing infrastructure - such as the track, sleepers and other formations, platforms and signalling as well as power and telecommunications equipment at a line speed of up to 40mph.

• Dual platform station environment (typical of the UK rail network) for the testing of train platform interfaces. The platforms will have sufficient length to serve 230m trains.

The centre will also offer research, development, education and training services, including a conference centre, a laboratory space and a rolling stock maintenance facility.

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C Shunter’s cabins

Acid grassland

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+Environmental

+Economic

Innovation Case Study:

CROSSRAIL WHITECHAPEL STATION DESIGN Whitechapel is one of the most complex Elizabeth Line stations, located in East London. It’s the only station on the Elizabeth Line with a single combined entrance for Crossrail, London Underground and London Overground services. Crossrail needed a design that strongly focused on passenger accessibility, and step free access, including lifts and overbridges.

In August 2021, the station was officially handed over to the operator, Transport for London (TfL), and was opened to the public for all non-Elizabeth Line services on Monday 23 August.

Whitechapel Station is a long-term project for Arcadis, which began in 2009 with a comprehensive review of proposals to: optimise the complex station design; reduce costs and complexity; improve passenger experience; and deliver both environmental and financial sustainability targets.

collaboration with the contractor to ensure that they could be constructed within the narrow windows of available possessions, whilst ensuring compliant width platforms were available during railway operational hours.

The revised Arcadis Whitechapel design has also significantly reduced the environmental footprint of the project by significantly reducing excavation (and as a result lorry trips and waste disposal) and reduced operating impact by optimising natural ventilation. The overall passenger experience was also improved with shorter journey times and journeys requiring less time underground, resulting in passengers experiencing more daylight and fewer turns.

Some of the design concepts used were also borrowed from Arcadis experience in the aviation industry, with the creation of ‘waiting areas’ for passengers travelling east and west on the Elizabeth Line.

Site access was a key area of concern that Arcadis had to overcome, due to the location in a heavily built up largely residential area. Minimising both cost, time and environmental impact throughout the station’s construction, the design replaced reinforced concrete with lighter weight steel. This rationalised the complex construction process by enabling greater pre-fabrication and modularisation of components.

The innovative ideas were not just limited to Whitechapel Station, but span the multiple components of the Crossrail project. This has included the development of integrated platform tunnel crosssections – adopted as standard across all tunnelled stations – and modern methods of construction, including a modular design solution in lightweight steel, allowing off-site fabrication of station components and optimal use of night-time possessions and blockades.

For example, at West Drayton Station, Arcadis designed a new Equalities Act- compliant footbridge to replace the original subway. With the new staircase and lift structures located upon very narrow island platforms, engineering solutions were developed in close

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The simplified construction identified CAPEX savings around £46m throughout the Crossrail project. The standardisation of footbridges, staircases and lift shaft provided significant efficiency through design development, design approval and construction, where overall possession durations could be decreased.

Arcadis will continue to monitor and report on the dynamic testing, trial running, trial operation, and initial revenue phases of the Crossrail programme, utilising the Reliability Prediction Tool to evaluate the achieved and predicted reliability for the integrated railway. This will require collaborative working with the Transport for London Tech and Data team to create dashboards that will support the Operations and Maintenance teams during the interim handover phase.

“Whitechapel Station bears the fingerprints of many Arcadians, and to see it finally open to the public is what we’ve all been waiting for. The project reflects well on our corporate values around sustainability and inclusion, and the feedback from the client, and the public, has been very positive indeed.” Nigel Hayward, Programme Director, Arcadis

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+Innovation

Innovation Case Study:

CARBON FIBRE BOGIE The world’s first Carbon Fibre Bogie (CAFIBO), developed by ELG Carbon Fibre (now Green 2 Carbon) in collaboration with the University of Huddersfield’s Institute for Railway Research, is made entirely out of surplus and recycled carbon fibre materials and is lighter than conventional bogies, which reduces track wear and infrastructure maintenance costs.

The bogie is also designed to improve reliability and operational availability through an embedded health monitoring system and reduce energy consumption.

“Replacing steel with recycled carbon fibre to produce a rail bogie is a world first, so it is a hugely exciting and rewarding project to be part of. We hope to make recycled carbon not only an attractive option for the rail industry in terms of weight reduction, but also to eliminate waste and drive down cost.” Frazer Barnes, Managing Director of ELG Carbon Fibre (now Green 2 Carbon)

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+Innovation

+SME

SME Case Study:

AUTOMATED INTELLIGENT VIDEO REVIEW Bristol-based SME, One Big Circle was founded in 2017 by a team of video and integration specialists looking to create intelligent solutions to overcome challenging industrial problems and has since focussed on providing this to the rail industry.

In 2019, in response to published Network Rail Challenges they developed AIVR – Automated Intelligent Video Review – a lightweight train-borne device that can be rapidly installed on any in-service vehicle capturing and transmitting video data whilst on the move. The video is packaged with telemetry and other sensor data, synched to the Corporate Map and transmitted instantly from the train via 4G. AIVR was built to make video data rapidly accessible securely online, thus enabling remote condition monitoring of assets and environment. The system has had rapid take up throughout Lockdown when access to sites and cab-rides was restricted. Usage continues to grow across a wide range of disciplines and specialisms with over 1,600 licence holders now accessing the AIVR data for assessment and analysis. Network Rail and multiple Train Operating Companies have worked collaboratively using AIVR to collect over 240,000 miles of up-to-date lineside imagery from across the UK.

“Working with SMEs such as One Big Circle enables us to bring specialist skills and innovative ideas into the industry to help us meet our challenges. The development of the thermal monitoring is just such an example and will help us improve safety and efficiency.” David Shipman, Innovations Engineering Manager of Signalling Innovations Group for Network Rail

This open approach to data and access enables huge cost-savings and massive safety benefits, removing thousands of hours of ‘Boots on Ballast’ by providing virtual site access instead. One Big Circle has become a trusted supplier in a short space of time and has secured ongoing contracts with Transport for Wales and Network Rail for continuous collection and transmission of critical video, as well as specialist projects including using Machine Learning to detect critical faults on the conductor rail of the electric sections of routes.

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+Collaboration

+Innovation

+SME

SME Case Study:

DURA PLATFROM

Following the initial installations of its composite railway station platform known as Dura Platform, Dura Composites engaged with the industry body, Rail Industry Association (RIA) and fire experts from Network Rail as part of the Standards Challenge programme.

Standards exist to ensure Britain has a safe, high performing and cost-efficient railway, but they are often seen as overly complex and adding unnecessary cost.

The Network Rail Standards challenge initiative allows suppliers to input their expertise to challenge and improve on existing standards relating to the proper use of materials on the rail network.

Dura Platform is made of Glass Reinforced Plastic (GRP) and the existing standards, at the time, were not suited to the properties of GRP, additionally there was a lot of uncertainty around fire standards in areas such as burn time and smoke toxicity.

Classifications have now been published that cover both structural and non-structural applications for GRP and include fire tests covering flame spread, burn time and load bearing testing. All Network Rail projects are obligated to use products that meet these standards, meaning that Dura Platform is a compelling choice for project designers and specifiers.

Dura Composites agreed upon and commissioned live fire tests to demonstrate an improved methodology for platform fire tests and invited Network Rail to attend these and see how the GRP Dura Platform performed in a real-life scenario. The demonstration proved that the Dura Platform resist the spread of flame more than any other GRP product on the market and the Network Rail test standards were updated as a result.

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The Standards Challenge marked an important milestone in helping Dura Composites deliver on its ambition to make the use of composite products mainstream and is the latest in a series of major developments for the company, which won its second Queen’s Award for Enterprise (Innovation) in 2020.

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+Procurement

+Collaboration

+SME

SME Case Study:

CPC PROJECT SERVICES LLP CPC is an independent project and cost management consultancy, providing technical expertise to deliver infrastructure, property and transformational change projects. For over 30 years this SME helped deliver schemes valued from £10k to £2bn.

In 2012 CPC were commissioned by a major UK rail client to provide overall project and commercial management support through the procurement phase and then into contract award and delivery. The £655m project is of strategic importance to the UK, it will provide increased capacity, reduce interchange times, provide step free access from surface to platform levels and improve emergency fire and evacuation measures.

The scope encompasses major civils work together with the full range of rail infrastructure disciplines.

The added value as an SME is that CPC have no conflicts of interest to any of the multiple clients (many other consultancies provide design services which could be a conflict). Their agility means they have been able to quickly adapt serviced to suit the workload over the past eight years acting as the interface with the ROSCOs, Network Rail and the DfT.

The added value as an SME was to work with the client to introduce an open book risk contingency fund. This allowed for risk conflict to be addressed at a lower level (daily) and then if unresolved to escalate to more senior management and provided a speedy way of resolving conflict.

We are big enough to deliver but small enough to care, providing a level of agility and flexibility in our approach for a more personalised service.

CPC were also instrumental in the procurement solution of early contractor involvement that was in its infancy within the UK. Another projects that CPC is working on is the procurement, design and retro fitment of ETCS to legacy fleets as part of the wider digital railway rollout programme. In the early years CPC provided procurement services leading to establishment of a competitive market of ETCS suppliers in the UK. The company also provide Programme Director and Commercial Management services to the leading UK ROSCOs.

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+SME

+Environmental

+Innovation

SME Case Study:

TROUGH-TEC SYSTEMS Trough-Tec Systems (TTS) was established in 2012 to supply Green Trough, an environmentally friendly cable management system manufactured from 100% recycled polymer to the UK and European rail industry.

In addition to this core product range, and in response to clients’ needs TTS have consistently designed and introduced innovative products including an elevated system for Green Trough, composite replacement lids for existing concrete troughs, and safe, anti-slip walkways.

TTS is more than simply a product provider: the company actively seeks to work with its clients on a partnership basis across small to major projects to ensure that they provide a full-service proposition; in this way their product innovations unlock process improvements. They are able to work with their stakeholders to eliminate problems that arise when key components such as theirs are considered within the original design process, and not merely considered as an ancillary product.

elements that should be submerged. Whilst this may seem like a relatively insignificant element it represents a huge time and costs saving as it eliminates the need for costly corrective civil works that would be required at a later stage.

Further benefits of working in this way are multiple: this approach also ensures contingency supplies become unnecessary, and by working as TTS did across multiple project teams, lessons learned in real time, were reported and avoided instantaneously as well as informing the delivery of subsequent projects. As the DfT and IPA report states: “Major projects are often asked to deliver against aggressive timescales set early in their lifecycle. They are expected to deliver to schedule and budget and to be right first time”. By working in conjunction with much larger stakeholders, and much earlier on, TTS have proved that their early involvement as described above pays dividends for all, maximising the design and cost-efficiency of projects and possessions, and providing a product that significantly improves a project’s carbon footprint, health and safety considerations and overall costs.

By embedding themselves within project design and delivery teams, TTS ensure that certain problems can be designed out, thus avoiding costly rectifications which would occur otherwise. Exemplar projects on which TTS have worked in this way include the Northern Hub & Northwest Electrification projects. TTS engaged with Network Rail, Atkins and Carillion, across four project teams, supporting them all simultaneously from the initial design phase to project delivery. During these projects TTS discovered that customisations they originally considered to be project and site-specific would be encountered elsewhere.

An example of this was the way in which they were able to design accessories and installation methods that protect access for Road Rail Vehicles, that would otherwise be impeded by troughing, ducting and other

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+Collaboration

Government and Client Initiatives Case Study:

“Since establishing our SME action plan, we have also launched several initiatives to make Network Rail ‘easier to do business with’ and these results demonstrate we are on the right track. We have developed initiatives to make us more dependable and easier to work with by working smarter with our supply chain and involving them earlier in the planning phase to help us deliver work more efficiently.

These initiatives include improved contracting strategies.” Clive Berrington, commercial and procurement director at Network Rail

NETWORK RAIL SME ACTION PLAN Network Rail has committed to achieve the Government’s target of 33% of their annual expenditure to be spent via small and medium sized enterprises (SME) by 2022.

In November 2019 Network Rail launched an SME action plan, focusing on six areas of improvement: engagement, pre-procurement, procurement, contract management, supplier management, and innovation.

RIA was one of the partners involved in collaborating with Network Rail on the plan.

In March 2021 Network Rail published Supplementary SME Action Plan, aimed at the 100 Tier1 suppliers, which contains fifteen actions. Network Rail is requesting their biggest suppliers to support the original plan by choosing to make a clear commitment to The number of suppliers contracted directly by Network Rail stood at 4,242 in the 2020 to 2021 financial year, of these 3,047 were SMEs, 861 large companies and 334 Government, Council, University, College, and Chartered institutions. Network Rail direct spend with SMEs has increased from 12.77% in the 2017/18 FY to 21.52% in the 2020/21 FY.

Network Rail spent £2.96bn with SMEs in the 2020-2021 financial year, representing 40.15% of their total £7.4bn expenditure for that period – more than the Government’s 33% target by 2022.

2018

2019

2020 30.40%

31.00% 30.00% 29.00% 28.00%

26.78%

27.00% 26.00%

25.61%

25.00% 24.00% 23.00% NR exoenditure with SMEs

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+Procurement

+Collaboration

Procurement Case Study:

LONDON UNDERGROUND BANK STATION CAPACITY UPGRADE A completion deadline and the need to cut costs drove London Underground to use a new procurement method for the Bank Station capacity upgrade that pushed collaboration and early contractor involvement to new levels, producing an almost 10% reduction in final cost and an increase in benefit cost ratio of 45%.

The tender winning bid by Dragados SA provided a more “Effective Product”, increasing the benefits within the business case, and a more “Efficient Method”, delivering it faster and cheaper compared to the original LU Business Case. AECOM was appointed as the lead design consultant for the project.

the most important documents was the client’s priced risk register, facilitating the opportunity for bidders to innovate to reduce client risk.

Eliciting innovation pre-contract - Through the provision of the confidentiality arrangement, innovative ideas remained confidential to each individual bidder throughout the tender process. Innovation, as defined in the confidentiality agreement, was only available to the client through contract award or purchased separately from losing bidders. This approach led some bidders to engage early and lock in their proposed supply chain (flow down the confidentiality agreement), thus aligning interests in a ‘we win, you win’ scenario and deriving innovation from these lower tiers. This opened considerable opportunity at a time when the risk mitigation and opportunity generation is best exploited.

In autumn 2011, Transport for London (TfL) began a consultation on a project to expand the capacity of Bank station. At the time, the approved concept design had an acceptable business case of 2:1 but the budget exceeded TFL’s business plan and the completion date was projected to be over 18 months beyond 2021.

This led London Underground to explore opportunities to innovate in the way it procured and designed construction services and the implementation of a novel procurement methodology called Innovative Contractor Engagement (ICE).

Understanding the need - The negotiation stage allowed the client to better understand what it ‘does’ and ‘does not’ want to buy in the market. London Underground found it was often easier to articulate what it ‘didn’t want’, thus allowing the supply chain to innovate for value creation within these constraints. The formal tender documentation was then subsequently constrained / de-constrained as much as practical, to allow bidders maximum flexibility to bid their innovations, while at the same time meeting project requirements and stakeholder constraints. Importantly, it also enabled the client and key stakeholders (the

Information sharing - All Project documentation that defined London Underground’s concept design were shared with bidders as part of the tender process.

This sharing of project information mitigated the issue of information asymmetry prevalent in traditional procurement. Information sharing sessions were held between the client and bidders where it was beneficial to have a common understanding of how certain documents were prepared and managed, specifically where they would be returned as a part of the tender process, i.e. the business case. One of

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demand chain), and the main contractor, designers and subcontractors (the supply chain) to develop a shared understanding of the scheme as a whole.

Creating value – With the quality (scheme benefits/dis-benefits) / price (whole life scheme costs) set at 100 / 0, the tender evaluation methodology targeted a more “Effective Product” (70% - the long-term viability of the investment) and a more “Efficient Method” (30% - the short term service provision of delivering the project). Both these criteria aligned with the project requirements and the benefits/dis-benefits, as set out in the business case. While the price is scored, it is not weighted and so the scoring and evaluation methodology drove the competition towards the enhancement of project value and away from strategic lowest pricing.

At the point of contract award, the ICE process had delivered the following gains from the original business case at the start of the process: • An increase of 1.1:1 (45.1%) in the B:CR from 2.4:1 to 3.5:1. This subsequently rose to 4.2:1 during detailed design.

• A £148,625,000 (19.2%) increase in Journey Time Social Benefit over the 60-year project life.

• A £61,155,000 (9.8%) reduction in the Estimated Final Cost to £563,812,000.

• A 5-week (22.7%) reduction in closure duration of the Northern line during construction, to 17 weeks. This equates to a £35,884,000 (52.9%) saving in social dis-benefit.

• A £30,850,000 (15.6%) increase in induced Revenue throughout the life of the project to £228,909,000.

• A more effective Step-Free Access solution direct from street to platform.

• A more efficient fire and evacuation strategy throughout the whole station.

The application of the ICE process led to the development of new thinking and activities for managing the development of supplier innovation, intellectual property and the promotion of a more open and transparent relationship with the market. Importantly, this was not just during the tender process, but beyond into project delivery.

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+Procurement

+Collaboration

+Economic

Procurement Case Study:

EAST COAST DIGITAL PROGRAMME The East Coast Digital Programme (ECDP) is a cross-industry initiative that will help transform he performance of the East Coast Main Line (ECML) – one of the network’s busiest and most important economic routes.

A third of the population lives within 20 minutes’ reach of an ECML station, and together produce 41% of the total UK’s GDP. The line carries in excess of 80 million passenger journeys, and tens of millions of freight tonnes worth £30bn, every year.

The ECDP will be the first intercity digital railway in the UK, fitting trains with the latest in-cab signalling technology and removing the old lineside signals. It will mean that signallers will be able to talk to trains continuously rather than only at fixed points, instructing and responding in real time and reducing delays and significantly improving performance.

Network Rail launched a procurement process to find strategic private sector partners to help deliver the programme in September 2018. It was an entirely new way of working, to team up with suppliers from the start to design, develop and deploy the European Train Control System (ETCS) technology. The procurement was focused on strategic partnerships, an industry outcome and whole life basis and has concluded with Siemens Mobility Ltd confirmed as the programme’s train control partner (TCP) and traffic management partner (TMP), and Atkins as rail systems integration partner (RSIP).

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“We have adopted a partnership approach across the rail industry to deliver Britain’s first inter-city digital railway, moving away from traditional procurement and bringing together technology providers to set a standard for how digital railway is deployed.”

Toufic Machnouk, Industry Partnership Digital Director, Network Rail

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+Social

+Economic

Economic Value Case Studyt:

MERIDIAN WATER RAILWAY STATION VolkerFitzpatrick worked to design and construct Network Rail’s new £37 million Meridian Water Station, which was part of the Meridian Water regeneration programme, and is expected to accommodate up to four million passengers over the next 20 years.

The construction began in November 2017 and was completed in 2019, replacing the Angel Road station.

“This collaborative programme shows how the rail industry can work together with external partners to fund and deliver rail upgrades that will not only benefit passengers by improving their travelling experience but also benefit the communities where they live through regeneration.” Meliha Duymaz, Network Rail’s route Managing Director for Anglia

This new station is also part of the £170 million Lee Valley Rail Programme, which forms part of Network Rail’s London Railway Upgrade Plan to create new connections and bolster capacity during peak hours by 30%.

Meridian Water is at the heart of a £6 billion development of the area being led by Enfield Council.

The station will service the proposed 10,000 new homes and 6,700 new jobs at Meridian Water, as well as existing residents in the area.

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COLLABORATION PARTNERS: London Borough of Enfield, London Borough of Haringey, Network Rail, Greater Anglia, Abellio.

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+Environmental

Environmental Case Study:

MERSEYRAIL POWER SUPPLY UPGRADE Since July 2019, VolkerRail has been the principle contractor on the project to upgrade and strengthen the existing power supply along Merseyrail’s 75km route - in readiness for new, state-of-the-art, Class 777 trains. The new fleet will replace the existing electric multiple units which are now approaching 40 years old.

The work is expected to be completed by October 2021.

The new trains will boost the regional economy by £70 million per year, creating around 1,000 new jobs and make Merseyrail one of the most accessible rail networks in the UK. In March 2021, VolkerRail joined forces with Network Rail, The Tree Council and Wirral residents to plant more than 500 trees and flora near Port Sunlight station. The project is part of a wider campaign to help Network Rail improve biodiversity beside the railway line and forms part of the major improvement project along the Merseyrail network, ready for its new state-of-the-art trains.

“The Tree Council is proud to have supported this project to establish trees and hedgerows along the Greendale Road rail side. Through thoughtful planning and close liaison with the local community and Network Rail operational teams, we were able to deliver a project which will reconnect wildlife habitats, improve air quality and provide visual screening between the rail line and homes.

The project demonstrates what can be achieved when we work together for the love of trees.” Sara Lom, Chief Executive Officer for The Tree Council

To mitigate the impact caused from the improvement works, VolkerRail worked with Network Rail and The Tree Council, creating a plan to plant low, native species hedge at the top of the embankment and larger native trees, to provide visual screening from the railway, adding net biodiversity gain to the area. This offers mitigation for local air pollution, for residents of Greendale Road, where vegetation cover between the houses and the railway had been previously reduced.

Over five days, 520 trees were planted, including silver birch, field maple and specially grown elm trees, all of which are scarcely found locally. The team also planted a variety of hedge and shrub species, including hawthorn, dogwood, spindle, blackthorn, privet, hazel, and yew, providing a good mix of leaf, flower and berry.

As well as providing an aesthetically pleasing view for the community, the planting of these trees and flora will help to improve wildlife habitat, providing shelter and food for a variety of animals, including bees, and reconnect lineside and embankment habitats.

This is the first time VolkerRail has worked with The Tree Council, whose aim is to care for our planet’s future by planting, protecting, and caring for trees and hedgerows, creating a positive and lasting change for communities.

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+SME

+Environmental

+Innovation

+Exports

+Social value

+Procurement

Environmental Case Study:

RIDING SUNBEAMS Riding Sunbeams explores the potential for solar power as an alternative energy source for the rail sector. It was founded by climate charity Possible and Lewesbased Community Energy South. Riding Sunbeams is working with Network Rail, Thrive Renewables, Turbo Power Systems, Ricardo, Transport for Wales and the Birmingham Centre for Railway Research and Education.

After extensive feasibility work and research, Riding Sunbeams connected the first pilot solar traction array to the railway at Aldershot station in 2019 through its First Light project, funded by Innovate UK, which proved that plugging solar directly into the UK railways can be done safely and without disrupting trains.

In 2020 Riding Sunbeams completed a new feasibility study with Transport for Wales for direct supply to 25kV AC overhead electrified routes, looking at the potential for community solar to power the South Wales Metro.

Internationally, the company is on a Mission to India discussing Riding Sunbeams with Indian Railways.

The 30kWp solar test unit connects to an ancillary transformer on the traction system of Network Rail’s Wessex Route, with the energy captured from the panel array used to power signalling and lights. The project aims to show that lineside solar electricity could prove cheaper than energy from the grid and could provide as much as 10% of the southern region’s power needs in the UK.

Riding Sunbeams will offer shares in its solar farms to communities and commuters, so local people will own and benefit from the clean energy powering their trains.

In late 2020 Riding Sunbeams were awarded £2,527,500 from the South East Local Enterprise Partnership’s (SELEP) £85 million share of the government’s new Getting Building Fund. The funds will be used to build and connect the world’s first MW scale renewable solar energy plant directly powering the railways, called Selmeston Connection Project.

Riding Sunbeams work has helped to inform both Transport for London and HS1’s new tender processes to procure renewable traction energy direct from lineside generators.

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+Environmental

+Innovation

Environmental Case Study:

DENMARK HILL STATION ENHANCEMENT PROJECT Denmark Hill is one of the busiest stations in South London, with annual passenger numbers reaching seven million. Located between two major hospitals, King’s College and Maudsley, it has remained busy throughout the pandemic. The recent station enhancement project undertaken by BAM Nuttall Ltd is the first carbon positive upgrade of its kind in Europe.

site. By contrast, on the project the sheet piling (made of 60% recycled steel) was capped and left in place to become part of the permanent works. The king post wall was also left in place and fronted by an attractive block wall. This eliminated waste and vehicle emissions locally. Low-emissions construction plant was also used on the project.

The project scope included the creation of a new second station entrance, together with new canopies on platforms 2/3 & 4 and a new secure cycle hub. As station overcrowding and passenger safety needed to be addressed urgently, BAM worked closely with Network Rail, train operator Govia Thameslink Railway and their design contractor INVVU to shorten the design and delivery stages from what usually takes 4-5 years, down to just two and a half years.

The project also made use of high-density polystyrene blocks as a bulk fill material in the embankment, instead of virgin granular bulk fill, thereby delivering carbon savings in both material sourcing and reduced plant requirements to install them. Elsewhere in the scheme, the project carefully retained and re-used the original London Stock bricks when rebuilding the listed wall on Windsor Walk.

Sustainability was at the heart of the planning and design phases. Key to this was the installation of BIPVco’s Flextron thin film solar technology, making Denmark Hill the first station in Europe to use this photovoltaic film. At only 3mm thick and 3kg per m2, the flexible solar panels are far more advanced than traditional ‘glass like’ panels and require no additional weight support. They are more damage resistant, have a typical life span of over 40 years and are easier to inspect and maintain. The film also charges without direct sunlight and produces electricity even when it is cloudy. As the film generates more electricity than the station requires, surplus electricity is fed back to the National Grid, making it the first carbon-positive station in the UK.

The inclusion of sustainability objectives as a key deliverable from the outset of the project represents a new approach by Network Rail, one that is now being applied to other station enhancements across the Southern Region including Peckham Rye, Lewisham, and Ashford International.

‘We’re delighted to have been part of delivering new innovative, sustainable solutions across the rail network, creating the first carbon net-positive station enhancement in the UK, developed over a compressed timescale in full alignment with the principles of Project SPEED, and in close partnership with Network Rail and GTR. Our work at this station significantly improves the passenger experience, whilst the opportunity to generate electricity on site will not only help the rail industry in reducing its carbon emissions, but also offers substantial cost savings to Network Rail.’ Huw Jones, Rail Sector Director, BAM Nuttall

The project prioritised using sustainable materials in more efficient ways. For example, typically sheet piling and king post walls are used as temporary works to retain embankments, which are then replaced by permanent retaining walls, with the sheet piling and king post walls lifted out and transported away from

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+Social

Social Value Case Study:

FELTHAM DEPOT

VolkerFitzpatrick was appointed as the design and build contractor for a £46.8 million Feltham depot project in August 2019. As part of this project’s objective to better engage with the local community, the project team launched VolkerWessels UK’s first community engagement app, providing the local community with an easier way to keep up-to date on the project’s development.

After a six month development period, the app was officially launched in November 2019, and made available to download. The app offered followers an overview of the project, details of upcoming possessions and work activities, project news, and community involvement, as well as advertising the local businesses used onsite. The app also allowed people to submit queries and concerns, which can be reviewed in real time. During COVID-19, the project team used the app to update the community about upcoming out of hours works, allowing them to minimise contact through letter drops. In June 2021, the app has had over 200 downloads and is now used on other sites across VolkerWessels UK.

otherwise have been discarded, and is selling it back to the local community at affordable prices for DIY. Due to COVID-19 and social distancing, the project hired out the Railway Club’s function hall for extra communal space. This has been extremely helpful during these difficult times, and allowed the project to support a local business, whilst it was closed throughout each lockdown.

The depot is located east of Harlington Road East Overbridge, in the London Borough of Hounslow; along the Waterloo to Reading line, approximately 500 metres east of Feltham Railway station. The new depot was built to securely stable 10-car Class 701 trains and to provide modern facilities for South West Rail drivers, guards, and train presentation teams to clean and maintain each train every night.

The depots construction strategy was aligned to the traffic management strategy, leading to the construction rail head being built at the outset of the project. This reduced road traffic volumes, noise, dust and carbon emissions.

The new depot provides more jobs to the local community and improves the travel network in the area.

Whilst working in the area VolkerFitzpatrick has driven business towards local suppliers, worked with local charities and education establishments.

“The app provides the local community with an insight into our project. Not only is it a new innovation for our team at Feltham depot, but also for VolkerFitzpatrick. The team and I look forward to seeing the benefits this app brings to residents of Feltham and to other rail projects going forward.” Paul Lilley, VolkerFitzpatrick Operations Director

The team hosted coffee mornings and site tours for members of the public and worked with the Useful Wood company, who collected timber that would

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+Trade

+Exports

Trade and Exports Case Study:

JEWERS DOORS

Jewers Doors Australian reseller, Max Door Solutions (MDS) have completed the of Swift-SEW bi-folding doors for the new Lilyfield maintenance depot for Sydney Light Rail.

The CBD and South East Light Rail is a new light rail network for Sydney, which will significantly improve public transport access to major sporting and entertainment facilities, as well as the University of NSW, TAFE College and several hospitals.

The Lilyfield Light Rail maintenance depot building can accommodate up to six light rail vehicles for servicing at any one time. MDS were commissioned by the principal project team of Coleman Rail and Architectus to supply and install automatic bi-folding doors which are fitted to the six light rail vehicle entrance roads into the Lilyfield depot.

The doors accommodate Overhead Line Equipment cables and railway lines and fully open in under 7 seconds. They are equipped with fail-safe security features to prevent injury and damage during operation and are fully insulated for thermal efficiency and noise reduction.

The doors were manufactured at Jewers’ factory in Biggleswade, located in the Bedfordshire County in England) before being shipped into Sydney.

“Despite being on the other side of the world, major construction authorities in Australia now recognise the quality and value of UK engineered doors for major projects such as this. We are therefore delighted to be invited to utilise our experience and expertise to supply specialist doors for another prestigious project in the booming Australian rail industry.” Mark Jewers, Director, Jewers Doors

More case studies can be found here: https://www.jewersdoors.co.uk/case-studies.html

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Trade and Exports Case Study:

RIA MEMBERS

LPA Group LPA Group designs and manufactures LED Lighting, Electrical Connectors and Systems for passenger trains and aircraft ground support. LPA has been exporting to Australia since the 1970’s for the express train project between Sydney and Brisbane. In the late 1990’s LPA supplied conventional saloon lighting and inter car connectors for the Millennium passenger trains in Sydney. The contracts totalled around £4m. LPA continued to supply products for other rail projects in Australia for New South Wales and Queensland, totalling another £15m+. The Queensland New Generation Rail project specified LPA LED lighting for their passenger trains being assembled in India. This contract has been worth around £2m so far. Over the last year LPA has also won a flagship project with Siemens Austria to design and supply all lighting for the ÖBB overnight sleeper trains that will run between many European cities. The company has also recently won a £4m project to design leading edge diagnostic and control electronics for a German seat manufacturer, who will be supplying the seats to Alstom France for the next generation TGV train. They are one of a handful of UK companies that will be supplying products on the new Victoria Line underground trains being built by Siemens Austria.

Altro Limited Altro Limited is a floors, walls and doors manufacturer based in Letchworth Garden City, England. The company provides jobs for over 500 people across their three UK premises and employ many more in their global subsidiaries in Europe, the Americas, and Asia Pacific regions. It is a family-owned and run business operating for over one hundred years since their establishment in 1919.

The lightweight floors are created without compromising on safety or durability to facilitate the uptake of zero-carbon vehicle fuels through greater fuel economy. The floors are featured on British projects such as the Emirates Air Line in London and the 2019 iteration of the Porterbrook Innovation Hub.

British Steel

Altro also operate a strong export business in partnership with their global subsidiaries: Altro debolon dessauer bodenbeläge GmbH & Co. KG, Altro USA, Inc., and Altro APAC Pty Ltd, distributing British manufactured rail floors across the world in a range of applications including the Stuttgarter Strassenbahnen in Germany and Yarra Trams in Melbourne, Australia.

British Steel is working closely with an Australian partner since 2014 in the development and approval of steel rail sleepers. As a safety-critical product used on railway infrastructures, British Steel sleepers had to complete a rigorous testing regime to gain product approval. The tests were successfully completed, resulting in first deliveries in early 2020. Since then, over 37,000 sleepers have been manufactured and delivered into South Western Australia.

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Throughout the 2020 Covid-19 pandemic Altro supported the NHS by providing easy-install adhesive-free vinyl floors for the pop-up Nightingale Hospital in London.

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+Trade

+Exports

Trade and Exports Case Study:

ALSTOM CAIRO MONORAIL In August 2019, an Alstom-led consortium also involving Orascom Construction and Arab Contractors signed a €2.7bn contract to design, construct, operate and maintain two monorail lines. The project includes a 54km line connecting the New Administrative City with East Cairo and a second 42km line connecting 6th of October City with Giza.

“UK Export Finance has led the way in delivering innovative finance to help British companies achieve international success in a wide range of industries across the world and it’s great to see Alstom Derby’s export project come to fruition. Our free trade agreements will open up new opportunities for UK manufacturers around the world.” Rt Hon Liz Truss MP, International Trade Secretary.

Both lines are expected to open in 2023. After the construction phase is completed, the Alstom-led consortium will provide 30 years of operation and maintenance (O&M) services for both lines.

Alstom’s first two of 70 Innovia 300 monorail trains for the Cairo Monorail project have been delivered to Cairo in September 2021 after being completed at Alstom’s Derby UK factory, with propulsion systems application led by Alstom’s site in Trapaga, Spain.

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Learning from Major Rail Projects November 2021

Resources

DfT_Government_Major_Projects_Portfolio_data_ September_2019.csv/preview)

Farrell L, Blanchflower S and Witcomb T (2020).

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Thameslink Programme, Learning Legacy, London Bridge Area Partnership (https://www. thameslinkprogramme.co.uk/case-study/ collaboration-london-bridge-area-partnership/)

The Green Book, Central Government Guidance n Appraisal and Evaluation (2020), HM Treasury (https:// assets.publishing.service.gov.uk/government/uploads/ system/uploads/attachment_data/file/938046/The_ Green_Book_2020.pdf)

Lawrence, Martha, Richard Bullock, and Ziming Liu (2019). China’s High-Speed Rail Development.

International Development in Focus. Washington, DC: World Bank. doi:10.1596/978-1-4648-1425-9. License: Creative Commons Attribution CC BY 3.0 IGO

National Infrastructure Strategy (2020), HM Treasury (https://assets.publishing.service.gov.uk/government/ uploads/system/uploads/attachment_data/file/938539/ NIS_Report_Web_Accessible.pdf)

Annual Report on Major Projects 2020-21 (2021).

Infrastructure and Projects Authority (https://www. gov.uk/government/publications/infrastructure-andprojects-authority-annual-report-2021)

Procurement Green Paper Consultation (2021), Cabinet Office (https://www.gov.uk/government/consultations/ green-paper-transforming-public-procurement) Union Connectivity Review, Interim Report – March 2021 (2021), Department for Transport (https:// assets.publishing.service.gov.uk/government/uploads/ system/uploads/attachment_data/file/970476/UnionConnectivity-Review-Interim-Report-March-2021accessible.pdf)

Principles for project success (2020). Infrastructure and Projects Authority (https://www.gov.uk/government/ publications/infrastructure-and-projects-authorityannual-report-2021) Funding committed to support the next phase of East West Rail link (2021). East West Rail Company. (https:// eastwestrail.co.uk/latest-news/project-updates/fundingcommitment-to-support-the-next-phase-of-eastwest-rail)

Domestic transport use by mode: Great Britain, since 1 March 2020, Department for Transport (https://www. gov.uk/government/statistics/transport-use-during-thecoronavirus-covid-19-pandemic)

Pelton, Brown, Reddaway et al (2016), Crossrail project: the evolution of an innovation ecosystem, Proceedings of the Institution of Civil Engineers (http://dx.doi. org/10.1680/jcien.16.00036)

Annual Report on Major Projects 2020-21 (2021), Infrastructure Projects Authority (https://assets. publishing.service.gov.uk/government/uploads/system/ uploads/attachment_data/file/1002310/IPA_AR2021_ final_14Jul.pdf)

Rail Network Enhancements Pipeline, Autumn 2019 Schemes Update (2019), Department for Transport (https://assets.publishing.service.gov.uk/government/ uploads/system/uploads/attachment_data/file/953967/ rail-network-enhancements-pipeline-document.pdf)

Links to Learning Legacies Thameslink Programme https://www. thameslinkprogramme.co.uk/learning-legacy/

Access for All: 73 stations set to benefit from additional funding (2019), Department for Transport (https://www. gov.uk/government/speeches/access-for-all-73-stationsset-to-benefit-from-additional-funding)

Crossrail https://learninglegacy.crossrail.co.uk/ HS2 https://learninglegacy.hs2.org.uk/ Project 13 https://www.project13.info/

DfT Government Major Project Portfolio data, September 2019 (2019), Department for Transport (https://assets.publishing.service.gov.uk/government/ uploads/system/uploads/attachment_data/file/898878/ Kings Buildings, 16 Smith Square, London SW1P 3HQ +44 (0) 20 7201 0777

Institute of Collaborative Working https:// instituteforcollaborativeworking.com/

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