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THE BUSINESS RESOURCE FOR RAIL

Published by Rail Professional Ltd £80.00

INDUSTRY REFERENCE BOOK & SUPPLY CHAIN DIRECTORY 2020

6th Edition

www.railpro.co.uk


Notes


From the Editor published by RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel: 01268 711811 DISPLAY ADVERTISING CHRISTIAN WILES BEN WARING AMY HUDSON advertising@railpro.co.uk EDITORIAL SAM SHERWOOD-HALE editor@railpro.co.uk SUBSCRIPTIONS subscriptions@railpro.co.uk ADMINISTRATION cherie nugent info@railpro.co.uk LISA ETHERINGTON admin@railpro.co.uk GILL DUNN office@railpro.co.uk KIRSTY CARTER projects@railpro.co.uk

Editor’s note

W

elcome to the 2020 edition of the Rail Professional Supply Chain Directory. This is a complete source for products and services from a rail supply chain of around 3,500 firms, together with the key information needed about the serious business of running the railways for the people who do that – the rail professionals. ​ Our annual overview of the rail industry in the United Kingdom provides up to date information on all the major regulatory bodies, franchise holders, passenger and freight operating companies and all other rail-affiliated organisations in the country. We also outline the principles and activities of most of the major stakeholders in the rail support industry. Chief among these are the membership organisations that represent the interests of the rail industry in a variety of capacities. ​ All of the information available in this directory is essential for any individual or company looking to make it in the rail industry in 2020. Within these pages you’ll find the names and contact information of every major company operating in the rail sector, synopses of what each TOC has done to enhance its offering in and a look ahead for where investment will be going in 2020 and beyond.

DESIGN & PRODUCTION

A guide for readers

MILES JOHNSTONE production@railpro.co.uk

This directory is organised into colour-coded sections:

Cover image: DB Cargo UK Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published. ISBN: 978-0-9932146-6-0 © All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.

• • • • •

Government and Regulatory Infrastructure Holding Companies Passenger Operators Freight Operators

Each profile provides a short history of the organisation, its purpose and structure and any recent or future activities. There is also a list of each company’s key personnel and contact information. ​ The first section, Government and Regulatory, features profiles of all Government bodies with a responsibility for rail at both the national and sub-national level as well as other organisations that advise the Government on matters relating to rail safety and consumer protection. ​The second, Infrastructure, looks at companies responsible for major projects, such as Network Rail and HS2. ​The third and fourth sections look at companies that hold rail franchises, holding companies, and the passenger operating companies that operate trains on the routes. ​ The fifth section holds profiles on all the major freight operating companies in the United Kingdom. ​ The second half of the directory features editorials on a wide variety of topics including civil engineering, surveying, electrification, depots and fleet maintenance as well as articles on geotechnical, environmental and legal topics. Whether you are an old hand in the rail industry or a new entrant, we hope you will find this directory essential reading for your endeavours.

Quality products forSam modern contact lines Sherwood-Hale overhead Editor Quality products for modern overhead contact lines

Quality products for modern overhead contact lines

Arthur Ltd Keynes, MK14 6GD6GD│ | +44 686766 info@aflury.co.uk ArthurFlury Flury(UK) (UK) Ltd │ | Milton Milton Keynes, MK14 +441908 1908 686766 │ | www.aflury.co.uk www.aflury.co.uk │| info@aflury.co.uk Arthur Flury (UK) Ltd │ Milton Keynes, MK14 6GD │ +44 1908 686766 │ www.aflury.co.uk │ info@aflury.co.uk

Rail Professional Industry Reference Book 2020 Page 3


Keeping the British train network on track. Anderton Concrete Products Ltd is a market leading manufacturer of concrete rail products and retaining wall systems with an unrivalled reputation for quality, design and innovation. All of our products are designed, manufactured and installed in Britain, using British materials. Our products include the Anderlite™ lightweight troughing system, combining the strengths and benefits of traditional methods of protecting cables, with a reduction in weight of up to 30%. This lightweight advantage is both user-friendly and cost effective – up to 50% cheaper than alternative lightweight systems currently on the market. It is also the only option which fully meets NR Specification guidelines. We also manufacture a range of cable route security systems and signal bases – with full support from our experienced sales and technical team.

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In this Yearbook regulatory Government &

don Transport for Lon

transport authority (TfL) is the integrated Transport for London and commitments on transport Sadiq Khan’s strategy

delivering responsible for

Mayor of London

Overground routes There are six Londonouter London form an 30 million through that, together, very day around across the This route travels orbital network. journeys are made as well as southern keeps the city More 23 London boroughs, network and TfL day-to-day serves 112 stations. Overground Hertfordshire and moving, runs the people used the in Capital’s public than 189 million operation of the to 33 million and manages London’s in 2018/19, compared 2016 Arriva began to transport network 2008/09. In Novemberstations and trains on main roads. include London manage the network’s Rail manages and Network The services operated Docklands a day-to-day basis. the track and signals, as London Buses, , TfL of Underground, maintains most London OvergroundServices, is part of the National an existing Light Railway, they are part of London River London Overground Trams, London included because Station, Rail, Victoria Coach Line. Rail network. trains rail route. Air London Dial-a-Ride, affect the ‘fast’ and the Emirates through TfL Rail does not such as Southend-onSantander Cycles ways to pay stops London Trams running of Trams in 2008 that serve major the responsibility of the TfL provides modernpayment cards and TfL took over the Trams services. Sea. These are still a variety of refurbished the Oyster and contactless run alongside TfL train information in eight years and completely London. the Government and had been created provides live travel from responsibility for for station network which people move around capital frequent services TfL has overall formats to help s, standards of transport earlier. Trams offer Beckenham Junction, frequency specification well as The TfL programme world’s largest. It performance as of the Croydon to Wimbledon, facilities and overall New Addington. investment is one services and stations, management. tram Elmers End and for Tube s revenue ts and making fares is modernising road network and funds improvemen TfL sets the specification , is TfL also plans and works overall performancecarries transforming the for more vulnerable road the network, and frequency and of extensions to Crossrail and other fares and revenue, it safer, especially and cyclists. Rail, responsible for and plans and funds pedestrians as Network such with , stations users out maintenance extensions to the network. stakeholders to improve those those and 34 and to build improvements Railway 17 miles of track, d and trains inherited, of the project being Docklands Light The tram network has Railway (DLR) opene serves seven as part It ed Light stops. 39 commission and The Docklands fifty bus as a driverless, Crossrail. trams in the fleet and more than constructed by in 1987 and operates with performance and journeys increase National Rail stations passengers used the from TfL Rail saw passenger computerised system the best in the UK. nearly 29 million Operations (TOL), million in 2016/17 line is routes, 47 among y than more Tram to dependabilit The Elizabeth of 45 stations has service in 2018/19. Group, operates trams London in 38 million in 2015/16. The DLR network with the Tube, buses, First through central a subsidiary of a franchisee agreement with operator expected to open multiple connections , river and coach line is the train day-to-day under will expire in 2030. 2021. MTR Elizabeth and operate trains and National Rail, Overground TfL. TOL’s contract 149 vehicles. appointed to manage basis. services and runs people using the DLR has d stations on a day-to-day The number of million London Underground, better known as the rising from ten increased rapidly, to around 122 million London Undergroun it is the world’s oldest 1863, in the early 1990s DLR route has been of the Tube, opened in KEY PERSONNEL the by network, and one in 2018/19 and The DLR is operated Mike Brown MVO underground railway Commissioner: extended six times. Simon Kilonback the under a franchisee largest. for all aspects of Chief Finance Officer: the KeolisAmey Docklands TfL is responsible Howard Carter by TfL. It operates running the Dix CBE General Counsel: contract awarded maintains much of the operations including centres, making Crossrail 2: Michèle Tube’s and Director, from Managing and control trains, stations Customers, and collecting trains, stations took over the franchise Managing Director, safe and secure, network. KAD and Technology: sure the Tube is well as the in December 2014. Communication fares revenue as Serco Docklands awarded to Construcciones and protecting renewal of most of the Gareth Vernon Everitt A contract was , S.A (CAF) in Surface Transport: maintenance and by the Tube, although Managing Director, used y Auxiliar de Ferrocarriles some of the oldest is the infrastructure : Powell over track that June 2019 to replacethe network. The new London Underground Tube some services run on Managing Director, Network Rail. The trains operating trains are expected responsibility of million passenger journeys Andy Lord from fleet of walk through than handles up to five passenger service there are more to start entering of customer day. At peak times, eleven lines that cover per number a audio on the 2023 providing 543 trains in use including the latest N , air serve 270 stations. improvements, travel information 250 miles and CONTACT INFORMATIO Road, and visual real-time 197 Blackfriars mobile device charging line Address: Palestra, conditioning and TfL Rail/ Elizabeth the Liverpool Street London SE1 8NJ points. 1234 TfL started managing in May 2015 and the Phone: 0343 222 rail service Acton website Shenfield via to –a Email: Contact stations between London Overground k Slough for London Overgroundof running of eleven Website: www.tfl.gov.u areas Taplow (excluding stations TfL is responsible Main Line and lines serving many 2017. Those a third group of orbital were in 2007, around station) in December 19 Rail outside London distance Book 2020 Page the Capital. Launched transferred to TfL are within walking Industry Reference of all Londoners Rail Professional station. of a London Overground

E

CONTENTS

Infrastructure

Midland Metro Alliance

The West Midlands Combined Authority contractor Colas , the design consortiu Rail m of Egis, Tony Management Group)(supported by their suballianc Gee and Pell Frischman e partners Colas n, and Limited, Barhale, Transport for West came together to form the Midland Bouygues Midlands Metro Alliance in July 2016 working UK and Auctus on behalf of ach

E

of the partner companies brings a complemen modes of transport. tary area of expertise to the Work on the Metro alliance. The real extension focus, however, in spring 2018 is on leaving a and two-thirds began legacy of the construction recently for the region, of skills and experience wrapped in November even after the 2019. The final extensions are complete. The element of construction Midland begin after the will working with TransportMetro Alliance is opening of the city’s new railway station for West on a number of with passenger projects for the Midlands services due to begin shortly Midlands Metro West after. network, each stages of developmen in differing Birmingham Westside t, design or delivery. Metro extension Construction for Wolverhampton the first phase Birmingham City Centre Metro Westside Metro of the extension extension, which sees trams As part of the extended to Birmingham £150 million Wolverhamp recently redeveloped ’s Interchange, the Centenary ton gathered pace Wolverhampton Centre Metro extension in recent months Square, City the December ahead of will branch the existing route 2019 opening of passenger services. just before the off from terminus at Wolverhamp current This phase of work ton St. George’s. This branch of of the West Midlands follows the expansion the Metro will the city’s bus station stop at St. Chads to Grand Metro network from on Pipers Row, continuing to before the City Centre, which Central in Birmingham is being rebuilt, railway station which itself allowing easy interchange service in 2016, opened for passenger between rail, bus and saw passenger increase by more and tram along numbers with other than three million in a year.

Page 60 Rail Professional

Industry Reference

07

Foreword A look ahead to 2020 from Darren Caplan, Chief Executive, Railway Industry Association

09

Government and Regulatory Profiles of bodies and organisations with oversight or responsibility for the rail industry

47

Infrastructure Profiles of companies responsible for construction of major infrastructure projects

63

Holding Companies Profiles of companies that hold franchises for rail routes

77

Passenger Operators Profiles of companies responsible for the operation of passenger trains

147

Freight Operators Profiles of companies responsible for the operation of freight trains

160

UK Rail Today A collection of articles on a variety of topics from experts in every area of the rail industry

Book 2020

nies Holding compa

First Group

transport modes and operates multiple directly First Group owns operates two routes three TOCs and

across the world

– in the United

will England. First 2019. large parts of Southern until at least April operator of run the franchise owns TransPennine irst is an experienced railways – First Group also connections all types of passengerregional and provides vital England Express which intercity, commuter, as one of the in the North of and between key cities Express sleeper services operators in TransPennine main and Scotland. most experienced and delivered services on three proposed operates intercity the UK. First have capital investment routes: Pennine over £650 million since 2006. Since they • North Trans Pennine into the franchises operations, they have • South Trans rail d. and Scotlan began running than 740 additional • North West which introduced more Group various franchises, depot owned by First vehicles across new The third TOC the the creation of Railway, which has also led to is South Western with MTR. a 70/30 share facilities and jobs.app for First operating almost Group owns in The customer more than Railway operates network, South Western the been downloaded with per day across companies has First is working 1,700 services inter-urban, regional one million times; smart ticketing and in providing commuter, e services to passengers councils to introduce outs of free and long-distanc and southern counties the largest roll has led one of south west London as Island Line services on rail network. well Wi-Fi on the UK of England, as Wight.

Kingdom’s it owns

F

Railway Owner Great Western First Group owns the Great Western (GWR) which operates This includes South and rail franchise area. Country, the Cotswolds, Wales, the West

the Isle of

Heathrow London and the Airport. of Transport for with Heathrow has track Connect service Hull Trains and until It also operates operate the service access rights to

on behalf Operator the Tramlink service First operates

2029.

KEY PERSONNEL Hauser Chairman: Wolfhart Gregory Officer: Matthew Chief Executive - First Rail: Managing Director Steve Montgomery Officer: Interim Chief Financial Nick Chevis Director: Group Employee Jimmy Groombridge

N CONTACT INFORMATIO Scotland Street, Aberdeen, Address: 395 King AB24 5RP 650100 Phone: 01224 firstgroup.com Email: contactus.fec@ pplc.com Website: www.firstgrou

Rail Professional

Industry Reference

Book 2020 Page

69

Passenger operat ors Holding company

Transport for

Edinburgh

Edinburgh Tram s

Edinburgh Trams began operating of schedule in May 2014, achieving

D

profitability in 2016 which

was a full two years

ahead

uring its first year the network carriedof service tickets can be stored million passengers nearly five latter two offering on the card, with the – more than Maps from the savings on the 360,000 ahead rate. beginning of 2016 weekly of its prelaunch real-time travel to provide target. information. Passengers are almost 5.5 million This had grown to smartphones for also able to use their by its second contributed to Awards the TOC making year which Trams’ free app. travel by using Edinburgh soon. a profit so It provides users Edinburgh Trams information on with live picked up an award the for ‘Excellence Edinburgh Trams’ their destination quickest way to reach in Travel Information 8.7 mile network has 16 stops that Marketing’ at & the downloaded and and enables m-tickets to be stretch from Edinburgh Airport in the Transport Awards.prestigious Scottish activated as needed. west to York Place A new feature The operator of in the east. tramway was awarded the city’s in November 2015was added to the app the top accolade Ticketing its commitmen for allowed users to that for the first time t to driving its Regular users patronage ‘share’ tickets, at Edinburgh Airport of trams and buses can be sent through so tickets city can use the customer experience. and enhancing the Ridacard, which in the sharing technology the smartphone’s native Edinburgh Trams best value travel gives demonstrated such as Bluetooth, whenever it’s used. the AirDrop, e-mail, how contactless, one-week, social media or offline marketing a successful digital and Fully Edinburgh text. four-week and increase patronagecampaign had helped annual Lothian Trams, and its sister company Buses, also partnered by almost 60 per at the capital’s airport with Google cent in only three Furthermore, years. the was supported popularity of the tramway by partnership s with major airlines and travel comparison websites. Five year anniversary Five years in and Edinburgh’s new residents have embraced growth in users transport kid with a steady totalling 27.7 million customer journeys they have reported since 2015. Year-on-year with a total growth increasing patronage, of 40 per cent 2015 and 2018. between In people to work, 2018, carrying 7.3 million college, on much-neede holidays or just d to enjoy all the to offer. capital has Keeping up with demand, Edinburgh Trams strove to improve the existing timetable and soon 23 per cent offering increased services by seats, and reducing more trams and more Edinburgh Airport the travel time between and the City Centre less than 30 minutes. As a result, there to been significant has growth in those Edinburgh Trams choosing to travel to and from

Page 92 Rail Professional

Industry Reference

Ltd 1st Line Defence Essex Road Unit 3 Maple Park, 0EX Hoddesdon EN11 T: 01992 446974 ce.co.uk E: info@1stlinedefen ce.co.uk W: www.1stlinedefen 1stinRail Cody Road 1d North Crescent, London E16 4TE T: 020 7474 1459 k E: info@1stinrail.co.u k W: www.1stinrail.co.u

Indexes

Book 2020

T: 01483 447380 s.com E: hello@8020comms.com W: www.8020comm Limited Park 8Point8 Support Way, West Moor U10-12 Yorkshire 3FE Yorkshire DN3 Doncaster South T: 01302 965050 port.com E: info@8point8sup port.com W: www.8point8sup

ch 21st Century Technology Way, Ashby-De-La-Zou 12 Charter Point LE65 1NF Leicestershire T: 0844 871 7990

and 3M’s adhesive es help tape technologi . track keep you on

A-Plant Rail Birchwood Park 102 Dalton Avenue, WA3 6YE Warrington Cheshire

E: rail@aplant.com T: 0845 602 1304 W: www.aplant.com

E: info@21stplc.com W: www.21stplc.com

Ltd 360 Vision Technology Park Manor 7 Seymour Court, WA7 1SY Runcorn Cheshire T: 0870 903 3601 chnology.com E: info@360visionte chnology.com W: www.360visionte

(Timber) Ltd A Hingley & Son Nether Lane, Hazlewood DE56 4AP Belpher Derbyshire T: 01773 550055 ber.co.uk E: sales@hingleytim er.co.uk W: www.hingleytimb

Limited Road 3Di International Centre, 53 Brighton 6RE 1 Ham Business West Sussex BN43 Shoreham-by-Sea T: 01273 464883 m E: 3di@dial.pipex.co ional.com W: www.3di-internat

A&E Systems Europe Dereham Road, 3 Charles Wood 1SX Norfolk NR19 T: 01362 694915 W: www.ae-sys.com E: uk@ae-sys.com Estate A&J Fabtech Ltd Bretton Park Ind 700 Bretton Way, 9BS Yorkshire WF12 Dewsbury West T: 01924 439614 om E: sales@ajfabtech.c m W: www.ajfabtech.co

in the years’ experience your key 3M has over 80 we understand rail industry and railway designs are challenges. Today’s aerodynamic and more lighter lighter, faster, than ever, with 3M energy efficient and sleek designs. efficiency, weight materials help maximise longtechnologies can costs and improving while lowering

A&M EDM Limited Road Unit 25, Mornington 2JE Midlands B66 Smethwick West T: 0121 558 8352 k E: info@amedm.co.u k W: www.amedm.co.u

3M Centre, Cain Road Bracknell 3M RG12 8HT Bracknell Berkshire T: 0870 608 0050 s.uk@3mukcit. E: bondingsolution freshdesk.com W: www.3m.co.uk

Aalco Metals Ltd Est, Pacific Avenue Ind 7WP Unit 6 Parkway Midlands WS10 Wednesbury West T: 01932 576820 E: info@aalco.co.uk W: www.aalco.co.uk

3Squared Ltd Balm Green Fountain Precinct, Sheffield S1 2JA T: 0333 121 3333 om E: hello@3squared.c m W: www.3squared.co

Road Aaron Rail Ltd Tech Park, Pepper Bramhall Moor SK7 5BW Hazel Grove Stockport T: 0161 302 3670 ail.co.uk E: enquiries@aaronr .uk W: www.aaronrail.co

Services Ltd & Construction 3Ways Railway Commercial Pk RM15 4XA Unit 8 & 9, Thurrock South Ockenden Purfleet Ind Park T: 01708 680160 .uk E: info@3waysrcs.co .uk W: www.3waysrcs.co

Engineering Aarsleff Ground Balderton Hawton Lane, NG24 3BU Newark Nottinghamshire

Ltd 4 Rail Services Close Unit 11, Iron BridgeLondon NW10 0UF Great Central Way T: 020 8955 1700 om E: enquiries@4-rail.c W: www.4-rail.com

T: 01636 611140 k E: info@aarsleff.co.u k W: www.aarsleff.co.u

4 Acre Ecology Lower Crescent The Little House, Witney OX29 0SD y.co.uk Minster Lovell E: info@4acreecolog T: 01993 864958 y.co.uk W: www.4acreecolog Way 40Seven Limited Estate, Cross Green Cross Green Ind T: 0113 201 9700 Leeds LS9 0SE E: info@40seven.com W: www.40seven.com

Ltd PE27 4LG 42 Technology St Ives, Cambs 5-6 Meadow Lane, T: 01480 302700 ology.com E: answers@42techn gy.com W: www.42technolo

Professional Page 298 Rail

AB2000 Ltd Cambuslang 95 Westburn Drive,G72 7NA Glasgow Scotland T: 0141 646 1212 .uk E: einfo@ab2000.co k W: www.ab2000.co.u

1XG AA Security Ltd Ilford, Essex IG1 57 Green Lane, T: 020 8514 0861 o.uk E: info@aasecurity.c o.uk W: www.aasecurity.c

W: www.threesl.com

80:20 Communications 232 High Street Hadleigh House, GU1 3JF Guildford Surrey

Ltd AB Turnkey Solutions Bilton Road Centre, U2 The Engima Keynes MK1 1HW Bletchley Milton T: 01908 644748 co.uk E: sales@abturnkey. o.uk W: www.abturnkey.c

A1 Group Highland Avenue Silver Birches, RG41 4SP Wokingham Berkshire T: 0118 989 4652 p.co.uk E: info@a1groupcom p.co.uk W: www.a1groupcom

3SL Street Suite 2, 22a Duke Cumbria LA14 1HH s Barrow-in-Furnes T: 01229 838867 esl.com E: salesdetails@thre

Professional Bodies An A-Z list of professional organisations

282

Industry suppliers by product/service

298

Industry suppliers A-Z Full company listings

Dorset BH15 3BZ T: 01202 665000 ision.co.uk E: enquires@abprec .co.uk W: www.abprecision

Services Ltd A&M Electrical Park 3HR Unit 9, 194 Commerce Washington NE37 Stephenson Road T: 0191 419 1519 ls.com E: info@amelectrica ls.com W: www.am-electrica

term performance.

270

o.uk/rail visit: www.3M.cmm.com To find out more, tions.uk@m or email: bondingsolu

Ind Estate Aati Rail Limited Drive, Springwood 11 Swinborne CM7 2YP Braintree Essex T: 01376 346278 E: info@aati.co.uk W: www.aati.co.uk

Ltd / TT Electronics AB Connectors Abercynon 4SF Mountain Ash, Taff Wales CF45 Rhondda Cynon T: 01443 740331 tors.com E: sales@ttabconnec tors.com W: www.ttabconnec Ltd AB Hoses & FittingsStreet 2TT Units 5-7, Warwick Chesterfield S40 Industrial Estate T: 01246 208831 m E: sales@abhoses.co

Ltd have significant, Abbott Risk Consulting in providing experience international and risk management technical safety to Rail Operators, consultancy services Regulators and offices Engineering Companies, Operating from Government Bodies. experience Australia, our us to in the UK and integration allows and cross sector practice and experienced advise using best

on experience working thoroughly With over 25 years’ Surveying are by our the railways ABA challenges faced and exceed familiar with the successfully meet We survey, clients and will requirements. all rail all their surveying accurately model Rail, Tfl, measure and including Network infrastructure and Metro. LUL, DLR, Tram Ltd ABA Surveying Guildford Road Estate, Lower The Lansbury GU21 2EP Woking Surrey T: 01483 797111 ing.co.uk E: info@abasurvey ing.co.uk W: www.abasurvey Ltd Abacus Lighting Sutton-in-Ashfield Oddicroft Lane, NG17 5FT Nottinghamshire T: 01623 511111 ting.com E: sales@abacusligh ing.com W: www.abacuslight Products ABB Electrification Enterprise Pk Tower Court, Foleshill 5NX Coventry CV6 Courtaulds Way T: 024 7636 8500 E: info@abb.co.uk W: www.abb.com

Ltd Foundation Systems Abbey Pynford Maxted Rd Wing, 575-599 IMEX, Floor West Hertfordshire HP2 7DX Hemel Hempstead T: 01442 212112 rd.co.uk E: Info@abbeypynfo rd.co.uk W: www.abbeypynfo

Ltd Abbi Access Services Ind Estate Clwyd Close, HawardenCH5 3PZ Manor Lane Hawarden T: 01244 629919 ss.com E: admin@abbiacce com W: www.abbiaccess.

knowledge.

Ltd Abbott Risk Consulting 11 Albyn Place 4NG Edinburgh EH2 T: 0131 220 0164 om E: rail@consultarc.c .com W: www.consultarc ABC Electrification Railway Terrace Myson House, 3HT Rugby Warks CV21 T: 01788 821450 E: info@abcel.co.uk W: www.abcel.co.uk Ltd Abel Systems Station Road, Tupton S42 6DA Chesterfield Derbeyshire T: 01246 851175 s.co.uk E: sales@abelsystem s.co.uk W: www.abelsystem Abellio 36 Renfield Street The Culzean Building, G2 1LU 5th Floor Glasgow T: 0141 320 0620 ellio.co.uk E: customer.care@ab W: www.abellio.com

Abellio UK Culzean Building 5th Floor, The Glasgow G2 1LU 36 Renfield Street T: 0141 320 0620 abellio.co.uk E: communications@/uk W: www.abellio.com Chamber of Commerce Aberdeen & GrampianDr, Aberdeen Energy The Hub Exploration Park 8GX Aberdeen AB23 Bridge of Don T: 01224 343900 E: info@agcc.co.uk W: www.agcc.co.uk Ltd & Mineral Tools ABG Construction Est, Nuneaton Ind Whitacre Road CV11 6BY Warwickshire 6344 7635 T: 024 m E: info@abgtools.co m W: www.abgtools.co ABG Geosynthetics Road, Meltham E7 Meltham Mills 4BS Holmfirth HD9 T: 01484 852096 .com E: enquiries@abgltd thetics.com W: www.abg-geosyn

W: www.abhoses.com AB Precision (Poole) Poole 1 Fleets Lane,

Industry Reference

Limited

Book 2020

Rail Professional Industry Reference Book 2020 Page 5


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UK Rail in 2020

Foreword If 2019 was tumultuous, 2020 is set to be equally challenging for growth in the railway industry. Darren Caplan, Chief Executive, Railway Industry Association looks back at 2019 and previews the year ahead

2

019 has been a highly tumultuous year, as demonstrated by its ending in a Brexit election and a majority Conservative Government led by Boris Johnson. What a change from the start of the year, with Theresa May at the helm of an ungovernable Parliament. In the rail sector, we’ve similarly seen uncertainty and change. Network Rail’s reorganisation came into play in June, with the regions and routes taking on greater responsibility as the body moves to a more devolved structure. In November, the regions took on accountability for the delivery of all projects within their borders, including track and signalling and the creation of ‘Network Services’ which will manage national operations, security, telecoms, freight, national performance and passenger information during disruption. Then, there is the Williams Rail Review, now delayed to 2020. The Review is widely reported as calling for a significant change in the structure of the industry, with a new ‘guiding mind’ body and changes to how track and train work together. Closely followed by the Oakervee Review into HS2, with recommendations still unconfirmed. Clearly the rail industry must continue to make the case for the project as an essential piece of infrastructure for the UK and its economy. Brexit has seen a change in not just Prime Ministers, but also reshuffles resulting in new Transport, Rail and Business Secretaries and Ministers. And the changes look set to continue, with speculation that the new government could radically reshape the civil service and government department system. For rail businesses looking at a post-Brexit world, the asks are clear, with continued access to a skilled workforce, standards as harmonised as possible, and trade as frictionless as possible on many wish lists. In terms of Brexit opportunities, rail needs to look at how rail can increase exports around the world and ensure it is one of the key sectors Government promotes when negotiating trade deals. The year ahead So, what does the year ahead have in store? It is always difficult to predict the future, but an independent ComRes survey for the Railway Industry Association (RIA) at the end of 2019 tells us that rail businesses have real concerns about 2020. The poll of 174 rail business leaders showed that more than half, 53 per cent, do not expect the industry to grow in 2020 whilst 28 per cent expect the industry to contract; and two in five, 39 per cent, did not expect their own business to grow, with 18 per cent saying it was likely to contract. This is clearly worrying. Many in the rail industry say that a combination of a slow start to CP6, boom, bust and volatility in rail investment – whether track or train – the lack of visibility and consistency in upcoming rail work, delayed decision-making on major projects like HS2, Transpennine Route Upgrade and Crossrail 2, the major industry restructures with the Williams Rail Review and Network Rail’s reorganisation, and Brexit uncertainty, are all combining to dampen expectations for the year ahead. Positively, we should reflect on the fact that the case for rail investment seems to have been accepted. The new government’s Queen’s Speech last December set out an ambitious programme of rail infrastructure investment including supporting HS2 (assuming Oakervee gives the green light), the Midlands Rail Hub, Northern Powerhouse Rail and proposals to reopen lines closed in the so-called ‘Beeching’ cuts. We also ask the Government to commit to other major rail infrastructure projects like Transpennine Route Upgrade, Crossrail 2, and a rolling programme of electrification, all of which are required to unlock capacity, increase connectivity and boost investment across the UK. Capacity in the UK’s railways really does need a significant boost; and

it is clear we also need to decarbonise, digitalise and improve efficiency on both the existing and future network. And there needs to be a renewed focus on delivering an ambitious programme of renewals and enhancements in the current funding period (CP6), as well as a better balance of the fleet between new and upgraded trains. We look forward to seeing more details in the coming weeks and months. RAIL 2050 – a long-term manifesto for the rail industry RIA and our members believe that the solution to both inconsistency in rail infrastructure funding and volatility in rolling stock is for a longerterm view of the rail sector. Ahead of the publication of the political party manifestos, RIA published RAIL 2050, our manifesto for a longterm, sustainable railway. The key ask in the manifesto is for a 30 year view of the rail industry, matching the timeframe for rail projects. This plan would address the concerns expressed by rail leaders, calling on government to: • Develop a long term, 30-year, strategy. • Smooth ‘boom and bust’ in rail infrastructure/improve visibility of enhancement projects. • Develop a better balance in the train fleet between new and upgraded trains. • Decarbonise the railway, through a rolling programme of electrification for intensively used lines and by using battery, hydrogen, bimode and trimode technology for other lines. • Digitalise the railway through deployment of modern digital signalling technology. • Commit to major rail projects including HS2, TransPennine Route Upgrade, Northern Powerhouse Rail, East West Rail, Midlands Rail Hub and Crossrail 2, amongst others. • Work with the rail industry to set priorities for innovation and collaboration between rail organisations. • Consider the role of the rail industry as a key UK exporter, when developing new trade agreements. Being positive and being innovative Of course, it is important to remind ourselves that we work in a fantastic and fascinating sector – one that is delivering economic benefits to the UK every day. Rail provides £36 billion in economic growth and £11 billion in tax revenue each year, whilst employing some 600,000 people. And the industry will continue to collaborate to build customer-focused rail, at home and abroad in 2020. The rail supply sector will once again meet in Berlin, 22nd to 25th September, for InnoTrans, the world largest rail trade fair. RIA will continue to work together to bring new innovations into the market, through initiatives like the UK Rail Research and Innovation Network (UKRRIN), and Network Rail’s R&D activity. RIA – supporting the UK rail supply community As for the Railway Industry Association itself, 2020 marks our 145th anniversary. Our focus remains very much the same though: supporting rail businesses, as well as the wider industry. Whether it’s increasing the amount rail exports, highlighting our value to government, developing policy that supports businesses, providing a place to network and meet, helping businesses develop innovations and new technology, or simply making the case for rail supply, we will be here to support the industry. If you’re interested in finding out more about the work we do, just give us a call or send us an email – we’re always happy to help, so together we can build bigger and better customer-focused rail at home and abroad in 2020 and the years ahead. You can find further details on page XX and to find out more contact us on 02072 010 777 and at ria@riagb.org.uk or visit www.riagb.org.uk. Rail Professional Industry Reference Book 2020 Page 7


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INDEX

Government & Regulatory Department for Transport Transport Scotland Transport for Wales Department for Infrastructure Transport for London Transport for the North Transport for West Midlands Greater Manchester Combined Authority Transport Focus Strathclyde Partnership for Transport Transport for Greater Manchester South Yorkshire Passenger Transport Executive Office of Rail and Road Rail Safety and Standards Board Railway Industry Supplier Approval Scheme Railway Industry Supplier Qualification Scheme National Infrastructure Commission British Transport Police Authority British Transport Police CIRAS Rail Accident Investigation Branch London TravelWatch North East Combined Authority

Rail Professional Industry Reference Book 209 Page 9


Government & regulatory

Department for Transport A Government department overseeing transport has existed since 1976, with the current iteration referred to as the Department for Transport having existed since 2002

T

he Department for Transport’s (DfT) focus is to deliver a transport system that works for everyone. By always putting passengers and motorists first, we will make people’s journeys safer, cleaner, faster and more affordable today, while building the capacity we need for tomorrow. The Department’s work is directed and overseen by the Secretary of State, Grant Shapps, and his Ministerial team which is made up of four MPs and one Lords Minister. The Minister of State Chris Heaton-Harris and Parliamentary Undersecretary Paul Maynard are both directly involved in rail. DfT Rail Group The DfT Rail Group is a single, integrated section of the DfT. Its role is to provide strategic direction and funding to the railways in England and Wales, as well as to procure rail franchises and projects.

Structure The Rail Group has two Directors General who oversee six separate areas: • One Railway and Security • Passenger Services • Rail Corporate & Business • Rail Infrastructure North • Rail Infrastructure South • Rail Strategy, Reform and Analysis Passenger Services is divided into: Contract Design & Management, Franchise Management, Markets, Passenger Experience Policy, Rail Finance, Performance and Operations Objectives The Rail Group’s objectives are to ensure the delivery of improved operational and financial performance, and safety, on the railway. It is also tasked with securing appropriate rail passenger services at an acceptable price through effective

DfT Board

DfT Board

Rt Hon Grant Shapps MP Chris Heaton-Harris MP Chris Heaton-Harris George Secretary of State MP MinisterFreeman of State MP

George Freeman MP Paul Maynard Minister of State MP

Paul Maynard MP

Dece December 201 De Decem

DfT Board DfT Board

DfT BoardDfT Board DfT Board DfT Board Nusrat Ghani MP

Baroness Vere

Nusrat Ghani MP Baroness Vere Parliamentary Parliamentary Parliamentary Parliamentary Parliamentary Parliamentary under Secretary under Secretary under Secretary Hon Grant Shapps MP Chris Heaton-Harris MP MPunder George Freeman MP MP Maynard MP Nusrat Ghani MP MP Baroness VereVere Rt Hon Grant Shapps MP Chris Heaton-Harris George Freeman Paul Maynard Nusrat Ghani Baroness Rt Hon MP Grant Shapps MP RtChris Heaton-Harris George Freeman Paul Maynard MP Nusrat Ghani MPMP Vere Baroness Vere Rt Hon Grant Shapps Chris Heaton-Harris MP George Freeman MP Paul MP Maynard MP Nusrat Ghani Paul MP Baroness under Secretary under Secretary Secretary Secretary ofofState Minister of State Parliamentary Parliamentary Secretary of State of StateMinister Minister of State Minister of State Parliamentary Parliamentary Parliamentary of State Minister of State Minister State Parliamentary Parliamentary Parliamentary Secretary StateSecretary Minister Minister ParliamentaryNusrat Parliamentary Baroness Parliamentary Parliamentary Rt Hon Grant Shapps MPofChris Heaton-Harris MPof State George Freeman MP Paul Maynard MP Ghani MP Vere under Secretary under Secretary under Secretary under Secretary under Secretary under Secretary under Secretary under Secretary under Secretary under Secretary under Secretary under Secretary Grant Shapps MP Chris Heaton-HarrisMinister MP ofGeorge Paul Maynard MPParliamentary Nusrat Ghani MPParliamentary Baroness Vere Parliamentary Secretary of State State Freeman MP Minister of State etary of State Minister of State Minister of State Parliamentary under SecretaryParliamentary under SecretaryParliamentary under Secretary Brexit, Security, Aviation & Maritime Group under Secretary under Secretary under Secretary Minister of State

Minister of State

Brexit, Security, Aviation & Maritime Group Transport

International and Regulatory Reform

Rail Rail Group Group

Rail Rail gyStrategy Rail Passenger Rail dorm and Infrastructure Infrastructure Infrastructure Services Infrastructure South South North North nalysis

Passenger Passenger ServicesServices

Polly Payne Ruth Hannant Ruth Hannant Directors General,

Bernadette Kelly CB

Gareth Davies

Transport Security, Resilience and Response

Gareth Davies

Airports and Aviation International Security, Infrastructure and Regulatory Airports and Aviation Accident Maritime a Resilience and Maritime Reform Brexit, Brexit, Security, & Infrastructure Investigation Aviation CoastguaS Response Branches Agency

InternationalAirpor Brexit, Security, AviationTransport & Maritime Gr International and Regulatory Security, Infrast and Regulatory Brexit, Security, Aviation & Maritime Group Resilience andReform Reform International

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Airports and Response

Aviatio

Security, Infrastructure and Regulatory Brexit, Security, Transport Reform AirportsResilience and Maritime International and Aviation Security, Infrastructure and Regulatory Response Brexit, Security, Aviation & Maritime Permanent Secretary Resilience and Reform Lucy Bird John Parkinson Nathan Phillips Catherine Adams Roge Polly Payne Hannant Gareth Davies Polly PayneRuth Ruth Hannant Gareth Davies Response Polly Hannant Payne Ruth Hannant Gareth Davies Polly Payne Ruth Davies *Rannia Leontaridi from Bernadette Kelly CB CB Gareth Bernadette Kelly & Maritime Group Bernadette Kelly CB Bernadette Kelly CB Aviation Lucy Bird John Parkinson Nathan Phillips Catherine Adams Roger Hargreaves Brian John mid-January 2020 Security, Directors General, Brexit, Security, Directors General, Secretary Brexit, Security, Brexit, Security, *Rannia Leontaridi from Brexit, Directors General,Directors General, Permanent Secretary Permanent Secretary Group Permanent Secretary Permanent Polly Payne Ruth Hannant Gareth Davies Transport Aviation Strategy European Union Strategy, St Bernadette Kelly mid-January 2020 Aviation & Maritime Rail Rail Group Aviation &and Maritime GroupCB Aviation & Maritime Rail Group Aviation & Maritime Rail Group Security and Martin Jones Environment Pr ey Matthew LodgeHannant rad Bailey Cavendish Cavendish Matthew Lodge Peter Wilkinson Peter Wilkinson John Parkinson LucyContingencies Bird Payne Ruth Gareth Davies Brexit, Security, John Parkinson Nathan Peter Wilkinson Directors General, on Polly Transport Bernadette Kelly CB Aviation Strategy European Union Strategy, and DefenceRail Accident Director of Operations Strategy Permanent Secretary Catherine Adams Legal Pe ElithornElithorn International & Contingencies Group Group Group Security Investigation Martin Group Jones Environment and and Coastgua Centre – BrexitProgrammes Jack Goodwin Brexit, Security, Directors General, Rail Group Aviation Security Trade PolicyCatherine Adams S Aviation & Maritime Permanent Secretary Operations Branch Legal Defence Wilkinson Chris Thom Natalie GoldingPetra Lucy Bird Phillips International & InternationalCatherine AR Jane Peters John Parkinson Aviation PolicyNathan Centre – Brexit Simon French Jack Goodwin gyStrategy North North Thameslink Thameslink Aviation & Maritime Rail *Rannia Leonta Security Security Trade Policy Security and Director Policy, Policy, NorthernNorthern European Union Group Transport European Union Stra Operations Ian Elston Adams Jao Policy, Group Northern London London London Northern LucyAviation Bird National Nathan Phillips Catherine Roger Hargreaves Natalie GoldingJohn Parkinson Environment, Fishwick Programme rojects Paul Fishwickand Programme mid-January International Jane Peters Aviation Policy Resilience and and and and Operations South EastOperations MartinInformation Jones Security Division Martin Jones Marine Accident Environm Kashif Chaudry Operations and & South&East South EastPaul and nd International Operations Communities, Pr *Rannia Leontaridi from Group Daley gsMarkets Jennings West Johnathan Daley MarketsMarkets National Security Investigation Ian Elston Technolog ChangeChange West Coast West Coast Operations Sarah Nacey James Driver Change Johnathan West Coast Coast InterCity InterCity Environment, InternationalLegal & D International &

General, oup

Rail Group

Bernadette Kelly CB

Permanent Secretary

ExpressExpress sMarkets John Ashley John AshleyIntercityIntercity David Edwards ey er Mulvey David Edwards

International & Regulatory

Division Sarah Nacey

Technology and & RegulatoryKashif Commercial and 2020 O Transport Aviation Str European Union Strategy, mid-January Chaudry Branch Matthew Rey Centre – Brexit Jack G Communities, Prioritisation Tradeand Policy Trade Policy International Analysis MartinNational Rail Environment Cen Security Conting Jones Security and Andrew Moll Natalie Golding Transport Aviation European Union Lucy Strategy and TechnologyScience and Strategy, Commercial and Jane Commercial Peters and Operations JaneCathy Peters Aviatio Aviation Kavanagh MillerStrategy RA Operations Catherine Legal Defence International &

Security National SecurityMartin JonesRail and Contingencies Environment and Programmes International Air Accidents Analysis Centre and Ports National Security Research Ian E Mike Alcock Programm Centre –Surface Brexit Jack Goodwin Tony Poulter Richard Keys Tracey Westall Richard Environment, Environment, EU Exit AccessInvestigation Frei Aviation Se Trade Policy Operations Science and Catherine AdamsDivision Legal Defence Petra Wilkinson Aviation Lucy Kavanagh Cathy Rod Paterson Director Kavitha Kishen Natalie Golding International & Miller International International Comm Programme Adviser Aviation Non-Executive Non-Executive Non-Executive Aitken-Davies Internatio JaneAlcock Peters Jack Goodwin Centre – Brexit Research Mike Branch Damien Oli SarahPolicy Nacey Tony Poulter Ian King Richard Keys Richard Aviation Trade Surface Policy Access and EU Exit Freight &Security Regulatory & Capacity Regulatory Commer Delivery Roger JonesSecurity Ne Security Operatio Ian Elston Southeast, Southeast, Non-Executive Natalie Golding Transport National Kavitha Kishen Crispin Orr Resilience Environment, International Jane Peters Aviation Policy Programme Adviser Tom Head of the Analysis National Security Non-Executive Non-Executive Aitken-Davies Analysis RO Nicola Cullen Division Kashif Cha Anglia and AngliaNon-Executive and Security Aviation and Communities, E International Operations Ian Elston James Delivery Roger JonesNational Security Newman-Taylor ofDriver the Chair Lucy Kavanagh Science and LucyNacey Kavanagh Cathy Sarah Non-Executive Enhancements Transport Environment, isAnalysis Enhancements Operations Centre Maritime In & Regulatory Commercial and andTechnology Division Kashif Chaudry Nicola Cullen Tony Tony Chief Exe Research Poulter Ian King Richard Keys KeysTracey Westall Poulter Ian King Tony Richard Tracey Westall Richard Richard Tony Poulter Ian Keys King Richard Keys Tracey Westall Richard Security bell a Campbell Portfolio Poulter Ian King Richard Tracey Westall Richard International Communities, Prioritisation Aviation and EU ExitEU and – Concurrency EU ExitInternatio Jim Richards Simon Smith Sam Caughey Sam Caughey Jim Richards Simon Smith Exit Surface Analysis Har National Security Analysis Rail Kishen Simon Smith PortfolioSam Caughey hm RichardsSam Caughey Sarah Nacey Richard Wil Kavitha James Conway Operations Centre James Conway Non-Executive Non-Executive Non-Executive Non-Executive Non-Executive Non-Executive Non-ExecutiveAitken-Davies Aitken-DaviesNon-Executive Technology and & Regulatory Commercial and Operations Maritime James BreretonInternational Programme Non-Executive Non-Executive Non-Executive Non-Executive Aitken-Davies Programme Adv Jonathan Saks Science and Non-Executive Non-Executive Non-Executive Non-Executive Aitken-Davies Aviatio Lucy Kavanagh Cathy Miller woss l Review Cross London North North Passenger Midlands, Midlands, Cross London Passenger B London Passenger Midlands, North Midlands, North – Concurrency AnalysisAnalysis National Security Rail Centre and Mike Ports Haroona ChugtaiInternational Transport Director ofAlco Ma Delivery Delivery Roger Non-Executive Non-Executive Research Heathrow Rail k Non-Executive hael Clark Heathrow Rail Non-Executive Tony Poulter Ian King Richard Keys Tracey Westall Richard NetworkNetwork Market Market Experience Experience & Wales&Market Wales Market Programme, Surface AccessRod work Market Experience & Wales Market & Wales Market James BreretonLucy Kavanagh Cathy Miller Paterson Jonathan Saks Science andEU Exit SafetyCla an Cullen Nicola CullenAviation Kavitha Kishen Access Access SecurityNicola Boosterism Lead Lead Fiona Walshe Lead Lead Non-Executive Fiona Walshe Aviatio Assurance Programme Lead Non-Executive Non-Executive Non-Executive Aitken-Davies e Lead Lead Fiona Walshe Research Mikeand AlcockAdviser Freight Standard Tony Poulter Ian King Eddie Muraszko/ Richard Keys Tracey Westall Richard Stuart White StuartMuraszko/ White EU Exit Access Programme, McAllister Tim Rees/Siobhan Tim Rees/SiobhanIn-Franchise Mari CommunicationsOperations Delivery Surface Claire Roger JonesCentre Capacity Rees/Siobhan Eddie Eddie Muraszko/ Kavitha Kishen Non-Executive In-FranchiseEddie Muraszko/ In-Franchise e Programme Adviser Transport – Concurrency Tom Katy War Assurance and Non-Executive Non-Executive Non-Executive Non-Executive Aitken-Davies Crossrail Crossrail Alex Luke Alex Luke

gnchising al mmercial trategy llCatherall

Ian King Non-Executive Tracey Westall Non-Executive

Andrew Andrew Oudahar/Dan udahar/Dan Andrew Change Andrew Oudahar/Dan West West ChangeChange MacDonald BrandenburgerRichard Richard andenburgerMacDonald MacDonald Farha Sheikh Farha SheikhBrandenburger CantwellCantwell MacDonald Richard Cantwell well South West & West & Train Strategy West West South outh West Intercity & Intercity West West Train StrategyIntercityIntercity Train Strategy gy London London Market Marketand Operations Coast Lead Coast Lead ndon Market Coast Lead Coast Lead and Operations and Operations ns Lead Lead Jessica Holland/ Jessica Holland/ Lead Jessica Holland/ Jessica Holland/ Fiona White Fiona White Fiona White Michael Michael Hayes Hayes Graham Michael Hayes Michael Hayes Graham Graham Passenger Stockbridge/ Stockbridge/ Passenger Passenger tockbridge/ East East Intercity East Neil HartNeil Hart ServicesServices IntercityServices East FinanceFinanceIntercityIntercity Finance nce Neil Hart Coast Lead Coast Lead Coast Lead Coast LeadTim Stamp Tim Stamp Tim Stamp South East & East & Arthur Borkwood Arthur Borkwood South outh EastArthur & Arthur Borkwood Borkwood London London Market Market ndon Market Programme & Programme & Programme & Lead Lead Programme & Lead Procurement Procurement Procurement Procurement Toni Eastland Toni Eastland oni Eastland Excellence Excellence Excellence Excellence Rachel Wilson Rachel Wilson Rachel Wilson Rachel Wilson

cia Hayes CB

Tricia Hayes CB

ector General, Rail Northand ads, Places Partnership Gary Bogan ironment Group

Group

Non-Executive

Clive Maxwell

Nick Joyce

Units reporting direct to the

Ana Caroline Barker Nicola Cullen Security Aviation andNewman-Taylor Delivery Roger Jones Communications Transport ChiefJonath Medi Fiona Lee James Brereton Operationsand Centre Maritime Nicola Cullen Caroline Barker Security Adviser Aviation–and Concurrency Progra Analysis EU Exit and and Fiona Lee Sally Bel Operations Centre Maritime James Brereton Assura Jonathan SaksInternational – Concurrency Analysis Haroona Chugtai Chief People O Commun Programme, James Brereton Jonathan Saks Claire Hugh Caroline Assurance andBoosterismand Fio Programme, Claire McAllister Chief Finan Communications Assurance and Officer Caroline Barker Units reporting direct toCommunications the Permanent Secretary Jane Jacks and Fiona Lee Caroline Barker Permanent Secretary and Fiona Lee Legal Director Group Communications Legal Director Deputy Legal Group Unitstoreporting direc Units reporting direct the Permane Director Communications

Clive Maxwell Nick Joyce Director General, Director General, Director General, Director General, Director General, Roads, Places and High Speed and Resources and Strategy Rail North Rail North Tricia Hayes CB Maxwell NickNick Joyce Tricia Hayes CB Clive Maxwell Joyce Rail North Tricia Hayes CB Clive Maxwell Nick Joyce Hayes CB and Maxwell Nick Joyce High Speed Resources and Strategy Environment Group Tricia Partnership Major Rail Projects Group Clive Group Clive Partnership Partnership Units reporting direct to the Permanent SecretaryGro Director General, Director General, Director General, Director General, Director General, Director General, Bogan GaryProjects Bogan Director General, Director General, General, Director General, Director General,Director General, Gary Bogan MajorGaryRail Group Group Commun Tricia HayesDirector CB Clive Maxwell Nick Joyce Units reporting direct to the Permanent Secretary Roads, Places and andand High Speed HighHigh Speed and and Strategy Resources and and Strategy Roads, Places Speed Resources Strategy Roads, Places andJoyce Director Resources and Strategy Roads, Places and High Speed Resources Group Legal Dire Tricia Hayes CB Clive and MaxwellDirector Nick Director General, General, General, Communications Environment Group Major Rail Projects Group Group Environment Group Major Rail Projects Group Group Environment Group Major Rail Projects Group Group Environment Group Major Rail Projects Group Group Deputy L Group Legal Director Director General, Director General,High Speed Director General, Roads, Places and and Resources and Strategy

Roads, Places and Environment Group Environment Group

SpeedRail andProjects High Speed High and Major Group Group Major Rail Projects Major Rail Projects Group

Resources and Strategy Resources Group and Strategy Group Group

Communications Suzanne Edmond

Brett Welch

Directo

Suzanne Edmond Brett Welch Scott Trueman High Speed and Major Rail Projects Group Resources Group Finance Group ty, Local Regions, Strategic Major Rail Phase 1 HS2 Phase 2 Programme Project Delivery Corporateand Strategy Analysis and Chief Group Group Group Strategy and Services Transport Cities and Roads, Projects and Northern Integration Improvement Finance Science Scientific Commercial Human Assurance and Private Office Campaigns, Group Finance ns, Strategic Major Rail Phase Development 2 Programme Project Delivery Corporate Chief Group Group Adviser Group Strategy and Devolution Economics and Phase 1 HS2 Powerhouse Rail Programme Analysis and Resources Digital Marketing and Suzanne Roads, Places and Environment Group Roads, Places and Environment Group High Speed and Major Rail Projects Group High Speed and Major Rail Projects Group Roads, Places and Environment Group High Speed and Major Rail Group es and Environment Group HighImprovement Speed and Major Rail Projects Group and Roads, Projects and Northern Integration Finance ScienceProjects Scientific Commercial Human Assurance and Private Office Campaigns, Statistics and Strategy Group Resources Strategy Group Digitaland Resources and Strategy GroupResources Rail Pro Resources and Strategy Group ion Economics and Development Powerhouse Rail Programme Adviser Resources Digital Marketing and Andy Ravan Richard S Statistics Digital RailAnalysis Projects Edmond Brett We Finance ver DriverTechnology &Driver Vehicle Energy, Energy, Technology Safety, Local Regions, Strategic Phase 1Phase HS2 Corporate Phase 2Phase Programme Project Delivery and Group ChiefSuzanne Group Strategy Group Finance Driver and & Vehicle Technology Road Safety,Speed Local Rail Strategic Major RailDelivery 1 HS2 Project Programme Project Delivery andStrategic Chief Group Group Finance Energy, RoadLocal Safety, Regions, Strategic and Major Rail Programme Delivery Corporate Analysis andCorporate Chief Group Group Analysis Group a nment Group Group2 Finance y and Road Safety, Vehicle Vehicle Regions, Local StrategicRoad Major Rail Phase 1Regions, HS2 Phase 2Phase 1 HS2ProgrammePhase 2 Major Rail Project Analysis and Chief GroupCorporate Group Group Strategy and High Major Projects Group Rail Comm Resources and Strategy Group Andy Ravan Richard Serlin Standards Certification and Innovation Standards and Services Cities and Roads, and Northern Improvement FinanceFinance ScienceScience Scientific Commercial Vehicle Standards Licensing Certification and Innovation Standards and Services Transport Cities Projects and Roads, and Northern Integration Integration Improvement Scientific and Commercial andLicensing Innovation Standards and Services Cities and Roads, Transport and Northern ProjectsProjects Integration Improvement Finance Science Commercial Scientific Human Commercial Assurance Private Offi Standards and Services Transport Cities andTransport Roads, Projects and Northern Integration Improvement Finance Science Scientific Assurance andHuman Private Camp Communications Contrac Suzanne Edmond BrettOffice Welch Scott True High Speed and Major Rail Projects Group gency Agency Agency Agency Agency Agency Devolution Economics and Development Powerhouse Rail Programme Adviser Devolution Economics and Development Powerhouse Rail Programme Adviser Devolution Economics andDevelopment Development Powerhouse Rail Programme Adviser Resources Resources Strategic Devolution Economics and Powerhouse Rail Programme Adviser Digital Market and External Digital Rail Commercial and Strategy Procurem Road Safety, Local Regions, Strategic Major Rail StatisticsPhase 1 HS2 Phase 2 Programme Project Delivery Corporate Resources Group Finance Analysis and GroupChief Group Group Communications Group Strategy and Statistics Statistics Statistics Dig Affairs & Sarah Zielicka andards and Services Transport Cities and Roads, Projects and Northern Integration Improvement Finance Science Scientific Commercial Human and External Assurance and Private Contracts Office Campaigns, Andy Procurement A Abigail Morris Local Regions, StrategicDevolution Phase 1 HS2 Programme Project Delivery Corporate Analysis and Chief Group Adviser Group Group Resources Strategy andDigital Economics and Major Rail Development Phase 2 Powerhouse Rail ProgrammeGroup Finance Marketing and Rail Comm Affairs Sarah Zielicka-EdwardsMedia & Transport Cities and Roads, Projects and Northern Integration Improvement Finance Science Scientific Commercial Human Assurance and Private Office Campaigns, Stra Statistics Digital Contrac and Jill Adam Development Powerhouse Rail Nick Bisson Programme Susanna May Adviser Resources Christina Duncan Digital Marketing and Speechwriting Andy Ravan Ros Wall StephenDevolution Fidler BenEconomics Smith Cavendish Caroline Alan Over Kamal Patel Ilona Blue Amanda Rowlatt Phil Blythe Paul Rodgers GavinAbigail GauntMorris Louise Morgan Commun Rail Commercial Procurem Statistics Digital & James Stewart Media & Elithorn Botwood and Ex Rail Projects Jessica Contracts W Strategic mith Jill Adam Cavendish Caroline Nick Bisson Alan Over Susanna May Kamal Patel Ilona Blue Amanda Rowlatt Phil Blythe Paul Rodgers Christina Duncan Gavin Gaunt Louise Morgan Andy Ravan B Speechwriting Affa Richard Serlin Procurement Communications Roads Elithorn Botwood James Stewart Abigail Jessica Walters Strategic Rail Commercial Katie Me and External eight, Operator Buses and Taxis North and Roads Investment Crossrail 2 Euston Project Phase 2a Programme Property Strategic Finance Transport Deputy Chief Supply Change Organisational Governance Strategy Unit Communications Med Contracts & Roads 1 Affairs Licensing and Catriona Henderson Devolution Strategy Futures Claire Gibbs Kate Cohen Jon Griffiths & Assurance Andy Holdsworth and Planning Appraisal Scientific Adviser Management Development June Bowman Ted Hayden

Page 10 Rail Professional Industry Reference Book 2020


Government & regulatory

specification and procurement. The Group develops and delivers a robust, affordable and sustainable strategy for the development of the railway that supports wider transport objectives and ensures the cost-effective and timely delivery of major rail projects. The Scottish Government takes responsibility for all of the above in Scotland. Rail Review The Government will shortly bring forward reforms from the Williams Rail Review – the first root and branch review of the rail industry in a generation. These will be published as a white paper. The review has been led by independent Chair Keith Williams, Chair of Royal Mail and former Chief Executive of British Airways. He has focused strongly on improvement for passengers and considered all parts of the sector including its structure and the commercial model. Network Rail Network Rail is a central Government body which operates as a ‘not for dividend’ company regulated by the Office of Rail and Road. It owns, operates, maintains and develops Britain’s railway and is responsible for ensuring that the railway is safe and reliable. As NR’s sole Member, the Secretary of State for Transport is accountable to Parliament for the activities and performance of Network Rail. A framework agreement published in July 2019 stipulates that the Secretary of State has the power to appoint and dismiss the Chair of Network Rail and approve the board’s suggested candidate for Chief Executive. The Secretary of

State also determines the Rail Investment Strategy and Statement of Funds Available which contain the Government’s plans for investment on the network Oversight The DfT oversees the British Transport Police Authority (BTPA) and Transport Focus. The Chair and Board members of the BTPA are appointed by the Secretary of State for Transport directly. Transport Focus has a board of non-executive members appointed by the Secretary of State for Transport (a Chair and five members). Transport Focus is the statutory independent consumer watchdog for Britain’s rail passengers. The TF Board has three other members (in addition to the five appointed by the SofS) who are appointed by Scottish Ministers, the National Assembly for Wales and the London Assembly . The British Transport Police Authority is the oversight body for the BTP, the specialist police force for the rail network across Great Britain. The Office of Rail and Road is the independent safety and economic regulator for the railways. The Secretary of State appoints the Chair and other Board members.  The Secretary of State issues the ORR with general guidance in respect of the exercise of its rail functions. The ORR is responsible for assessing whether the Secretary of State’s proposals are deliverable by Network Rail within the level of public funding available. London and Continental Railways (LCR) is wholly owned by the Department of Transport and High Speed Two (HS2) Limited is an executive non-departmental public body, sponsored by the Department for Transport.

The East West Railway Company (EWRC) is a non-departmental public arm’s length body set up by the Government to accelerate the East West Rail project – a new rail link between Cambridge and Oxford. EWRC works with the Department for Transport. The Rail Accident Investigation Branch (RAIB) works with the DfT but independently investigates accidents to improve railway safety and inform the industry and the public.

KEY PERSONNEL Secretary of State for Transport: The Rt Hon Grant Shapps MP Minister of State for Transport: Chris Heaton-Harris MP Minister of State for Transport: George Freeman MP Parliamentary Under Secretary of State: Nusrat Ghani MP Parliamentary Under Secretary of State: Paul Maynard MP Parliamentary Under Secretary of State: Baroness Vere of Norbiton Permanent Secretary: Bernadette Kelly Director General of High Speed and Major Rail Projects: Clive Maxwell Directors General Rail Group: Polly Payne and Ruth Hannant

CONTACT INFORMATION Address: 33 Horseferry Road, London SW1P 4DR Phone: 0300 330 3000 Email: dft@dft.gov.uk Website: www.dft.gov.uk

Rail Professional Industry Reference Book 2020 Page 11


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Government & regulatory

Transport Scotland (CÒmhdhail Alba) Transport Scotland is the national transport agency for Scotland, responsible for delivering the Scottish Government’s vision for transport

T

ransport Scotland’s vision, as set out in the National Transport Strategy (NTS2), is for Scotland to have a sustainable, inclusive, safe and accessible transport system which will help to deliver a healthier, fairer and more prosperous Scotland for communities, businesses and visitors. Transport Scotland is an executive agency of the Scottish Government and is accountable to Parliament and the public through Scottish Ministers. Transport Scotland also provides input from a Scottish perspective on reserved rail issues such as: European directives, cross-border rail franchises, the Equality Act and safety and standards. Rail directorate The Rail directorate is responsible for planning and delivering rail policy, strategy and development. It carries out appraisals of capital projects, advises on rail investment decisions and provides the specification of railway outputs that the Scottish Government will wish to buy. The Rail directorate is also responsible for managing the ScotRail and Caledonian Sleeper franchise contracts, specifying and funding Network Rail’s high-level delivery responsibilities in Scotland, and liaising with the Office of Rail and Road in specifying and funding the outputs expected from Network Rail. Transport Scotland has invested over £8 billion in the railway since 2007, which has resulted in: • new fleets of modern electric trains • new and improved services through the ScotRail and Caledonian Sleeper franchises • 47 miles of new railway, including the Borders Railway • 252 miles of electrified lines • 15 new stations by summer 2020. Cross-border links Transport Scotland is also looking at crossborder links and, in particular, the economic and environmental benefits that high-speed rail can bring to Scotland. Cross-border passenger services are operated under franchises specified and awarded by the Department for Transport (apart from the Caledonian Sleeper services). Rail freight The rail freight sector is a vital part of Scotland’s economy. The Scottish

Government’s vision is for a competitive, sustainable rail freight sector that plays a significant and increasingly important role in Scotland’s economic growth and provides a safer, greener and more efficient way of transporting goods and materials. This vision is backed by a £25 million Scottish Strategic Rail Freight Fund for the period 2019 to 2024. The fund will support the development and delivery costs of proposals for minor-medium freight interventions aimed at improving the capacity and capability of the Scottish network for rail freight. Stations There are currently 360 railway stations in Scotland. Network Rail manages Glasgow Central and Edinburgh Waverley. The railway station at Prestwick Airport is owned and managed by the airport authority. The rest are leased to and operated by ScotRail. Scottish stations have improved significantly after considerable investment over the last few years. ScotRail has invested around £20 million in delivering front line improvements to passenger facilities at stations. The Scottish Government also provided £20 million for small schemes between 2006 and 2008, improving station

facilities across the country. Transport Scotland is committed to ensuring that these facilities are maintained and improved over the course of the current franchise, with further investments being made at stations to support smart ticketing and integrated travel. Investment includes enhanced cycle facilities, upgraded ticket vending machines, multi-modal customer information screens and smart ticketing equipment.

KEY PERSONNEL Chief Executive: Roy Brannen Director of Rail: Bill Reeve Minister Responsible: Cabinet Secretary for Transport, Infrastructure and Connectivity Michael Matheson

CONTACT INFORMATION Address: Buchanan House, 58 Port DundasRoad, Glasgow G4 0HF Phone: 01412 727100 Email: info@transport.gov.scot Website: www.transport.gov.scot

Rail Professional Industry Reference Book 2020 Page 13


I expect easy solutions to achieve energy efficiency. HARTING connectors assist with weight reduction.

Connectors can significantly help to improve the energy efficiency of rail vehicles. By replacing metal with plastic, we can reduce the weight of connector housings by up to 50 %.

One Range. No Limits: www.HARTING.com/weight-reduction-transportation


Government & regulatory

Transport for Wales (Trafnidiaeth Cymru) Transport for Wales is a not for profit company, wholly owned by the Welsh Government

T

ransport for Wales (Trafnidiaeth Cymru) exists to drive the Welsh Government’s vision of a high quality, safe, integrated, affordable and accessible transport network for the people of Wales. A better, more integrated public transport system is a key driver in the delivery of the Welsh Government’s national strategy which is summed up as ‘prosperity for all’. Transport for Wales focuses on planning, commissioning and managing efficient transport by creating transport networks fit for the future that will contribute to the long-term sustainability of Wales. The intention is to create a rail service that benefits the whole of Wales, as well as communities along the border in England and to this end Transport for Wales is: • Working to bring the rail service into line with the regulations for persons of reduced mobility ensuring everyone can benefit from a better service • Committed to meeting the requirements of the Welsh Language Standards by providing better Welsh Language services • Improving integration with active travel routes making it easier for people to walk and cycle to and from stations • Working with bidders to ensure they invest in the skills of their staff and suppliers and that local people have opportunities for employment • Investing around £738 million to transform the valley lines to Treherbert, Aberdare, Merthyr Tydfil, Rhymney and Coryton, electrifying around 107 miles of track and upgrading infrastructure to enable improved journey times and more trains every hour. From 2023, an £800 million investment will ensure that 95 per cent of journeys are on new trains. More than half the trains will be assembled in Wales. By December of that year, an extra 285 (29 per cent) more services will run every weekday, including improvements on the Ebbw Vale, Cambrian and Heart of Wales lines and the North Wales Metro (Wrexham-Bidston). A new service will link Cardiff and Liverpool via Wrexham. From December 2019, an extra 186 more services will run across Wales on Sundays. This will create more than six hundred new jobs, including two hundred new ontrain customer service staff, and add thirty

apprenticeships per year. An investment of £194 million will be made in station improvements with at least five new stations planned. A £15 million fund will make stations more accessible, and the launch of a new app allowing customers requiring assistance to ‘turn up and go’ will be available from April 2020.  On top of that at least 1,500 new car parking spaces will be created and by 2023 the availability and quality of ticketing facilities will be transformed. Delay Repay for delays of above 15 minutes was introduced from January 2019. Stations and overhead wires will be powered by a hundred per cent renewable energy, with at least fifty per cent sourced in Wales. Free end-to-end internet access will be available on 85 per cent of journeys by 2024 and smart ticketing will be rolled out across Wales and the Borders. Validators on the South Wales Metro will enable pay-as-you-go flexible ticketing. Elsewhere, customers will be able to use mobile tickets to ensure they always pay the lowest fare.  Free travel for children under five years old will be extended to under elevens. Halfprice fares will be extended to 16 to 18-yearolds whilst under 16s will go free off peak. Wales and Borders and the South Wales Metro  On behalf of the Welsh Government, Transport for Wales appointed an Operator and Development Partner (ODP), KeolisAmey, to the Wales and Borders Rail Service. As well as operating the Wales and

Borders Rail service, the ODP will support Transport for Wales in developing plans for, and subsequently implementing and operating, the South Wales Metro. South Wales Metro will link communities together and help to transform the economy. The South Wales Metro is an ambitious project linking people and jobs across southeast Wales in a fast, efficient and environmentally sustainable way.

KEY PERSONNEL Chief Executive Officer: James Price Commercial and Customer Experience Director: David O’Leary Communications Director: Lewis Brencher Consultancy and Corporate Services Director: Geoff Ogden Finance Director: Heather Clash North Wales Development Director: Lee Robinson People and Organisational Development Director: Lisa Yates Rail Operations Director: Alexia Course Rail Programme Director: Karl Gilmore Safety & Sustainability Director: Gareth Morgan

CONTACT INFORMATION Address: South Gate House, Wood Street, Cardiff CF10 1EW Phone: 029 2167 3434 Email: contact@transportfor.wales Website: www.tfw.gov.wales

Rail Professional Industry Reference Book 2020 Page 15


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Government & regulatory

Department for Infrastructure (An Roinn Bonneagair) The Department for Infrastructure (DfI) was formed in May 2016 and carries out functions previously performed by the Department for Regional Development and the Department of the Environment, both now disbanded, it operates under the direction and control of the Minister for Infrastructure

D

fI is staffed by Civil Servants who are accountable to the Minister, the Minister is a member of the Executive and accountable to the Assembly. The Permanent Secretary, Katrina Godfrey, is the Accounting Officer for the Department and the Minister’s principal adviser. Katrina Godfrey chairs the Departmental Board, which is a key element in the delivery of Corporate Governance within the Department. Details of all the arrangements which have been established to ensure proper and effective management of the Department’s affairs are set out in the Corporate Governance Framework. The Departmental Board comprises a further five Executive members and two nonexecutive independent members. The Strategic Human Resources Business Partner for the Department also attends Board meetings. The Department provides a capital grant to Translink for Northern Ireland Railways to operate rail services. The funding helps maintain and develop the rail infrastructure, allows rail services to operate safely and efficiently and helps make public transport an attractive alternative to private transport. Public Transport Division approves and monitors the Capital Grant allocated to Translink ensuring that projects demonstrate value for taxpayers’ money and expenditure falls within budgetary limits. The past few years have seen significant investment in the railways. From the year 2009/10 to 2018/19, the Department has funded over £430 million of capital works on the railways in Northern Ireland. The major projects currently completed or underway include:

• work will start on the Belfast Transport Hub in early 2020 with the new rail and bus station due to open in 2024 • the new train station at the North West Hub opened in October 2019 and the project, which is supported by the Interreg IV Programme, is due for completion by June 2020 • work continues on the additional train capacity project where 21 new train carriages will begin to enter service in 2021 • new ticketing project is underway covering both rail and bus services • work was completed to construct a new train station in Portrush which was opened in advance of the start of the Open held in Portrush in July 2019 • phases 1 and 2 of the Upgrade of the Coleraine to Derry railway line was completed. This paved the way for the introduction of hourly train services between Coleraine and Derry. Heritage and Tourist Railways in Northern Ireland are privately owned and run. They do not provide passenger services for the travelling public and are not funded by the Department, they are however a valuable tourist and heritage amenity. All railway operators in Northern Ireland including light and heritage railways are required to comply with all new regulations introduced by the Department to further improve railway safety. In some circumstances heritage railways operating on their own tracks and at a line speed that does not exceed 25mph may be exempted from some of the more onerous regulations

where the Department is satisfied that the safety of passengers and the general public is not compromised. The Department has responsibility for the licensing of all light railways including heritage railways operating in Northern Ireland in exercise of the powers conferred on it under section 27 of the Regulation of Railways Act 1868. The Department transposed a series of Directives into law in Northern Ireland designed to revitalise the railways and take forward the creation of an integrated European railway area. This is known as the transposition of EU directives on railway interoperability and railway safety.

KEY PERSONNEL Permanent Secretary: Katrina Godfrey Deputy Secretary - Transport and Resources Group: John McGrath Director of Safe and Sustainable Travel Division: Liz Loughran Director of Finance: John McNeill Director of Strategy, Communication and Change: Tom Kennedy Director of Transport Strategy Division: Tom Reid Director of Public Transport Division: Moira Doherty Head of Internal Audit: Tracey Woods

CONTACT INFORMATION Address: Department for Infrastructure, Departmental Co-ordination Unit, Clarence Court, 10-18 Adelaide Street, Belfast BT2 8GB Phone: 028 9054 0540 Email: dcu@infrastructure-ni.gov.uk Website: www.infrastructure-ni.gov.uk Rail Professional Industry Reference Book 2020 Page 17


p to four t the carrier ast/ground, upright. A e location of ay, so setting

o the top height. The ween two fixed. tubes to them, installed the largest

. grating solutions

Elevated CableTrough Trough Elevated Cable have to be evacuated from a stranded train. Indeed, the lid has a non-slip surface so it can even be used as an emergency walkway. The 100mm gap between the bottom of the trough and the ballast prevents the build-up of water and blown debris such as leaves, reducing the need for FEATURE routine 75 maintenance.

PHOTO: BI BASMO

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After trial installations of five, 10 and 12 kilometres, the new system was specified for the main rail link from Copenhagen and Ringsted, a distance of 50km. This is when its installation speed was revealed for the first time. The 70mm-diameter tube, up to four metres long, which will support the carrier (saddle), is driven into the ballast/ground, aluminium trough weighing 14.4kg, and a tourist attraction. Perhaps to combat the with care taken that its corresponding steel lid 25.5kg,being just underworldly toneit of is the upright. station name, A two people can install and fix all of the one of the buildings is labelled ‘Godsto identify the of components. template is used expedition’, although that islocation actually old Norwegian for Goods Handling. the next tube three away, setting Themetres PcP cable ducting systemso is now Now for Norway coming to the UK. Its patented design and Recently, a six-kilometre installation has the correct separations is easy. elevated installation, which ensures good been supplied for the Nordlandsbanen drainage, is complemented by its light railway line between Trondheim and Bodø Next, the saddles are fixed to the top weight and ease of installation. in Norway. This line is noted for including And no, it’s not the cable ducting from Hell station, in the village of the same of the tubes and adjusted for height. The Hell, it’s from Vildbjerg! name, which has understandably become trough is fastened in place between two adjacent saddles and the lid affixed. Using two teams, one setting tubes and one fastening the troughs to them, two kilometres of ducting was installed in a single, one-shift day. With the largest

Photo: Bl Basimo

en hidden in ducts, dry and out of ich can be concrete oughly square in artially buried or lumns.

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PcP Gratings Ltd offers a range of both industrial and architectural grating solutions for a variety of applications. These include walkways, stair treads, O5M & O5MR treads, platform gratings and access ramps. These can be supplied in steel both self-colour or galvanized, aluminium and stainless steels. Additionally PcP can offer hand railing, mesh grating infill panels along with special perforated sheet solutions.

Design concept

The basis of the design is a three-metrelong 100mm-deep aluminium tray, with holes for drainage, which sits on dedicated supports that are driven into the ground. Available in two widths, 320mm and 420mm, manufacturer of simple gratings and stair the trays are closed using galvanised steel treads as well as highly specialised heat lids, which can then be secured using shield decks on oil rigs. Cable Management System special tamper-resistant screws. The remit was for PcP to come up with Usingbytwo different materials, aluminium a design of cable ducting would Install up to that Connects to Used for and HSS420 high-strength be maintenance-free, durable, traditional vandal 120 meters Railthe Nettrough Denmark steel for the lid, ensures that no magnetic resistant, easyper to install, and hour fire proof systems & Norway field is set up. Where necessary, a would enable water to drain away freely. 2.5-metre-long glass-reinforced polymer After two years of design and testing, +44was 1902accepted 791 792 bysales@pcpgratings.co.uk pcpgratings.co.uk neutral section is inserted every 300 metres the new system or so along the trough. Banedanmark for use on the Danish The height of the lid above the ground network having met all of the design - usually around 200mm - makes it easy criteria, and even surpassed them in some passengers to step over2017 them if they areas. Rail Engineer |for Issue 157 | November

PcP Gratings Ltd are a member of the PF Group which has over 80 years’ FEATURE 75 experience in developing, manufacturing and marketing gratings and aluminium trough weighing 14.4kg, and a tourist attraction. Perhaps to combat the associated products into a wide range of applications. These include both have to be evacuated from a stranded its corresponding steel just underworldly tone of the station name, train. Indeed, the lidlid has a25.5kg, non-slip surface public and private sector for construction, offshore and onshore petro so it can even be used as an emergency two people can install and fix all of the one of the buildings is labelled ‘Godswalkway. chemical applications. Food The 100mm gap between the bottom industry, road & rail, scaffold planking and components.of the trough and the ballast prevents the expedition’, although that is actually old associated products along with many highNorwegian profile architectural such build-up of water and blown debris such for Goodsprojects Handling. as leaves, reducing the need for routine as the 2012 Olympic stadium and the ArcelorMittal Orbit Tower access and maintenance. The PcP cable ducting system is now Now for Norway walkways. Speedy installation coming to the UK. Its patented design and Recently, a six-kilometre installation has After trial installations of five, 10 and 12

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ady for Cable Routing.

whole track bed k’ - but outside the ed railways that’s ost often used in blematic tunnels. is the fact that, ines, there is another one. Cables for communications, d CCTV camera ongside the railway, tation or back to the

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way, and the most obvious thing to see is the track. One or eel rails, supported on concrete, wooden or metal sleepers that . grating solutions ed in ballast.

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10 and 12 s specified enhagen and This is when aled for the

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e bottom revents the ebris such or routine

weight and ease of installation. And no, it’s not the cable ducting from Hell, it’s from Vildbjerg!

in Norway. This line is noted for including Hell station, in the village of the same name, which has understandably become

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tranded -slip surface mergency

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kilometres, the new system was specified elevated installation, which ensures good been supplied for the Nordlandsbanen for the main rail link from Copenhagen and Please visit our website to view what we can offer your business. by its light drainage, is complemented railway line between Trondheim and Bodø Ringsted, a distance of 50km. This is when its installation speed was revealed for the weight and ease of installation. in Norway. This line is noted for including first time. The 70mm-diameter tube, up to a more detailed look atfoursame our products, please download our cable free Brochure, And no, it’s not the ducting from Hell For station, in the village of the metres long, which will support the carrier (saddle), is driven into the ballast/ground, available on the website Product Page or contact our sales team for help, Hell, it’s from Vildbjerg! name, which with has understandably become aluminium trough weighing 14.4kg, and care being taken that it is upright. A a tourist attraction. Perhaps to combat the

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underworldly tone of the station name, one of the buildings is labelled ‘Godsexpedition’, although that is actually old Norwegian for Goods Handling. The PcP cable ducting system is now coming to the UK. Its patented design and elevated installation, which ensures good drainage, is complemented by its light weight and ease of installation. And no, it’s not the cable ducting from Hell, it’s from Vildbjerg!

75


Government & regulatory

Transport for London Transport for London (TfL) is the integrated transport authority responsible for delivering Mayor of London Sadiq Khan’s strategy and commitments on transport

E

very day around 30 million journeys are made across the network and TfL keeps the city moving, runs the day-to-day operation of the Capital’s public transport network and manages London’s main roads. The services operated include London Underground, London Buses, Docklands Light Railway, London Overground, TfL Rail, London Trams, London River Services, London Dial-a-Ride, Victoria Coach Station, Santander Cycles and the Emirates Air Line. TfL provides modern ways to pay through Oyster and contactless payment cards and provides live travel information in a variety of formats to help people move around London. The TfL programme of transport capital investment is one of the world’s largest. It is modernising Tube services and stations, transforming the road network and making it safer, especially for more vulnerable road users such as pedestrians and cyclists. Docklands Light Railway The Docklands Light Railway (DLR) opened in 1987 and operates as a driverless, computerised system with performance and dependability among the best in the UK. The DLR network of 45 stations has multiple connections with the Tube, buses, National Rail, Overground, river and coach services and runs 149 vehicles. The number of people using the DLR has increased rapidly, rising from ten million in the early 1990s to around 122 million in 2018/19 and the DLR route has been extended six times. The DLR is operated by KeolisAmey Docklands under a franchisee contract awarded by TfL. It operates the trains, stations and maintains much of the network. KAD took over the franchise from Serco Docklands in December 2014. A contract was awarded to Construcciones y Auxiliar de Ferrocarriles, S.A (CAF) in June 2019 to replace some of the oldest trains operating on the network. The new fleet of walk through trains are expected to start entering passenger service from 2023 providing a number of customer improvements, including the latest audio and visual real-time travel information, air conditioning and mobile device charging points. London Overground TfL is responsible for London Overground – a group of orbital lines serving many areas of the Capital. Launched in 2007, around a third of all Londoners are within walking distance of a London Overground station.

There are six London Overground routes that, together, form an outer London orbital network. This route travels through 23 London boroughs, as well as southern Hertfordshire and serves 112 stations. More than 189 million people used the Overground in 2018/19, compared to 33 million in 2008/09. In November 2016 Arriva began to manage the network’s stations and trains on a day-to-day basis. Network Rail manages and maintains most of the track and signals, as London Overground is part of the National Rail network. London Trams TfL took over the running of Trams in 2008 and completely refurbished the Trams network which had been created eight years earlier. Trams offer frequent services from Croydon to Wimbledon, Beckenham Junction, Elmers End and New Addington. TfL sets the specifications for tram frequency and overall performance, is responsible for fares and revenue, carries out maintenance, and plans and funds improvements and extensions to the network. The tram network has 17 miles of track, 34 trams in the fleet and 39 stops. It serves seven National Rail stations and more than fifty bus routes, nearly 29 million passengers used the service in 2018/19. Tram Operations (TOL), a subsidiary of First Group, operates trams day-to-day under a franchisee agreement with TfL. TOL’s contract will expire in 2030. London Underground London Underground, better known as the Tube, opened in 1863, it is the world’s oldest underground railway network, and one of the largest. TfL is responsible for all aspects of the Tube’s operations including running the trains, stations and control centres, making sure the Tube is safe and secure, and collecting and protecting fares revenue as well as the maintenance and renewal of most of the infrastructure used by the Tube, although some services run over track that is the responsibility of Network Rail. The Tube handles up to five million passenger journeys per day. At peak times, there are more than 543 trains in use on the eleven lines that cover 250 miles and serve 270 stations. TfL Rail/ Elizabeth line TfL started managing the Liverpool Street to Shenfield rail service in May 2015 and the running of eleven stations between Acton Main Line and Taplow (excluding Slough station) in December 2017. Those stations transferred to TfL Rail outside London were

included because they are part of an existing rail route. TfL Rail does not affect the ‘fast’ trains that serve major stops such as Southend-onSea. These are still the responsibility of the Government and run alongside TfL services. TfL has overall responsibility for the train frequency specifications, standards for station facilities and overall performance as well as fares and revenue management. TfL also plans and funds improvements of extensions to the network, and works with Network Rail, Crossrail and other stakeholders to improve those stations and trains inherited, and to build those commissioned as part of the project being constructed by Crossrail. TfL Rail saw passenger journeys increase to more than 47 million in 2016/17 from 38 million in 2015/16. The Elizabeth line is expected to open through central London in 2021. MTR Elizabeth line is the train operator appointed to manage and operate trains and stations on a day-to-day basis. KEY PERSONNEL Commissioner: Mike Brown MVO Chief Finance Officer: Simon Kilonback General Counsel: Howard Carter Managing Director, Crossrail 2: Michèle Dix CBE Managing Director, Customers, Communication and Technology: Vernon Everitt Managing Director, Surface Transport: Gareth Powell Managing Director, London Underground: Andy Lord

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: Contact via website Website: www.tfl.gov.uk

Rail Professional Industry Reference Book 2020 Page 19


Government & regulatory

Transport for the North Transport for the North is the country’s first Sub-national Transport Body, devolving powers from the Department for Transport to 19 constituent authorities in the North of England

O

ver the next thirty years, Transport for the North (TfN) want to transform the road, rail, sea and air connections to help drive long term economic growth. Their Strategic Transport Plan explains the need for investment in transport across the North and identifies the priority areas for improved connectivity. Having a reliable, resilient transport network for journeys to, from and within the

North is an integral part of the TfN vision of developing a multi-modal, long-term Strategic Transport Plan for the North of England. TfN want to connect the key economic areas of the North to drive growth, improve access to jobs and ensure the North is a great place to invest and live. The Plan will inform how the Government, Network Rail, Highways England and High Speed Two (HS2) Ltd can work with TfN to deliver investment in transport infrastructure.

Page 20 Rail Professional Industry Reference Book 2020

Civic and business leaders from across the North came together to publish the draft Strategic Transport Plan. The 30-year plan is the first of its kind and outlines how transport connections across the North of England need to be transformed over the short, medium and long term to drive sustainable economic growth. The public consultation on the draft Strategic Transport Plan and Integrated Sustainability Appraisal ran from 16th January to 17th April 2018. Northern Powerhouse Rail Northern Powerhouse Rail (NPR) is a major strategic rail programme, the programme promises radical changes in service patterns and target journey times and to better connect the key economic areas and cities of the North. Delivered over thirty years and combining new, existing and already planned lines, the programme will improve east-west connections, offering a huge change in journey times, reliability frequency and capacity. TfN aim to provide improved passenger and freight train services through enhanced infrastructure and radically improved rolling stock, and to support a wide programme of transformational change. This includes working closely with the rail industry to deliver the Great North Rail Project, the TransPennine Route Upgrade, smart ticketing throughout the North and, in the longer term, working to support the Northern Powerhouse Rail Programme. Northern Powerhouse Rail, together with HS2, would transform rail travel across the North, offering much faster, more frequent and reliable rail links. Northern Powerhouse Rail would link the North’s six main cities and Manchester Airport, as well as other significant economic centres. It could be developed in stages, making best use of existing rail infrastructure and planned investments (such as HS2) alongside new railway lines and significant upgrades. Currently fewer than ten thousand people in the North can access four or more of the North’s largest economic centres within an hour. This would rise to 1.3 million once Northern Powerhouse Rail is delivered. The Northern Powerhouse Independent Economic Review identified businesses that have the North’s prime capabilities and by delivering Northern Powerhouse Rail more than 40 per cent of those businesses would be within 90 minutes rail travel of four or more of the North’s largest economic centres, compared with only twelve per cent today. Transport for the North provides the strategic opportunity to join up ‘track and


Government & regulatory

frequent services. By 2020 this will enable forty thousands more train passengers to travel each day and two thousand more train services to be operated every week including improved Sunday services.

KEY PERSONNEL

train’, meaning train service solutions can be developed and implemented alongside infrastructure schemes. Strategic Rail The Northern and TransPennine Express rail services run through 25 local authority areas, including the 19 authorities that sit on the partnership board of Transport for the North. Strategic Rail, which became a part of Transport for the North in April 2018, was formerly known as Rail North.

Instrumental in bringing transformational rail franchises to the North of England and, working in partnership with the Department for Transport through the Rail North Partnership team, TfN are now leading these franchises and engage regularly with representatives from all 25 authorities through their Rail Officer Reference Group. Through the Northern and TransPennine Express franchises TfN have secured investment in new and refurbished trains, enhanced station facilities and faster and more

Chairman: John Cridland Chief Executive: Barry White HR & Mobilisation Director: Dawn Madin Interim Policy and Strategy Director: Jonathan Spruce Integrated & Smart Travel Director: Alastair Richards Programme Director: David Abdy Finance Director: Iain Craven Northern Powerhouse Rail Director: Tim Wood Rail North Ltd Director: David Hoggarth Senior Communications Officer - Siân Lambert

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Government & regulatory

Transport for West Midlands Transport for West Midlands (TfWM) is part of the West Midlands Combined Authority (WMCA) - the strategic authority with powers over transport, economic development and regeneration for the West Midlands

T

he authority consists of 18 local authorities and four Local Enterprise Partnerships (LEPs) working together to move powers from Whitehall to the West Midlands and its locally elected politicians. ​ It includes the seven metropolitan West Midlands councils (constituent authorities), ten non-constituent authorities/councils and one observer council, as well as the Mayor of the West Midlands. ​ TfWM is the executive body that oversees transportation (road, rail, bus and Metro) within the metropolitan county on behalf of the WMCA. ​ It is responsible for assessing and planning the region’s future transport needs and coordinates the relevant investment while working with operators to improve existing services. TfWM provides rail and Metro park-and-ride facilities and works with bus operators to provide improvements, under the Bus Alliance. Improvements such as contactless fares and discounts for young people has seen passenger growth in the region at a time when numbers are falling elsewhere. HS2 Connectivity Package investment The WMCA has been a strong advocate for the planned HS2 line and has put in place a £4.4 billion HS2 Growth Strategy to make the most of HS2 arriving in the West Midlands. ​As part of this Growth Strategy there is a

Local Connectivity Package of 20 transport schemes to effectively ‘plug-in’ the two new HS2 stations to local transport network. ​These schemes include the transformational East-West Metro with tram extensions to Dudley/ Brierley Hill and through East Birmingham to North Solihull and the HS2 Interchange station. West Midlands Rail Executive The region is looking to reverse some the

Beeching cuts by reopening rail lines to passenger services for the first time in decades. These include the Camp Hill line serving suburbs in South Birmingham and the line between Walsall and Wolverhampton. ​Railway stations, including the busy University Station in Edgbaston, are also being rebuilt as the region prepares to host the Coventry City of Culture in 2021 and Birmingham 2022 Commonwealth Games. ​Local rail services are co-managed by the West Midlands Rail Executive (WMRE) – a partnership of 16 local transport authorities – and the Department for Transport under the West Midlands franchise. Services are run by West Midlands Trains (a joint venture between Abellio, East Japan Railway Company and Mitsui) but branded West Midlands Railway. West Midlands Metro The first West Midlands Metro line between Birmingham and Wolverhampton opened in May 1999. It links key areas along a busy transport route serving local centres on the way. Around £1.3 billion is being invested in the expansion of the tram system and the first part of the Westside extension in Birmingham city centre, with trams running

Page 22 Rail Professional Industry Reference Book 2020


Government & regulatory

on battery power, opened at the end of 2019. ​ Further extensions are at different stages of development, including the construction of a line between Wednesbury and Brierley Hill, via Dudley. The Midland Metro Alliance (MMA) is a partnership of planning, design

and construction specialists building a number of new tram extensions over the coming decade on behalf of the WMCA and TfWM. ​ The WMCA has a wholly owned company – Midland Metro Limited – which is responsible for the day-to-day running of tram services. ​As the country’s first Future Mobility Zone and 5G mobile Testbed the West Midlands is home to a new vehicle revolution that’s set to deliver cleaner, greener and safer transport on our roads. ​TfWM is working with the region’s automotive industry and universities on the development of connected and autonomous

vehicles and new cutting edge apps and services. KEY PERSONNEL Managing Director: Laura Shoaf Director of Customer Experience: Steve McAleavy Director of Integrated Network Services: Pete Bond Metro Programme Director: Phil Hewitt Director of Policy, Strategy and Innovation: Mike Waters Director of Programme Development: Sandeep Shingadia Director of Network Resilience: Anne Shaw Director of Rail: Malcolm Holmes Lead Member for Transport for the WMCA: Cllr Roger Lawrence

CONTACT INFORMATION Address: 16 Summer Lane, Birmingham, West Midlands B19 3SD Phone: 0121 200 2787 Email: customer.services@tfwm.org.uk Website: www.wmca.org.uk

Specialist Insurance for Rail Industry Supply Chain Companies • Infrastructure • Manufacturers • Rolling stock • Maintenance • Contractors • Consultants Jobson James Insurance Brokers Ltd 30 St Paul’s Square, Birmingham B3 1QZ and 148 Leadenhall Street, London EC3V 4QT

Tel. 0121 452 8450 E. rail@jobson-james.co.uk www.jobson-james.co.uk Rail Professional Industry Reference Book 2020 Page 23


rail mancHe finance

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Times House, Bravingtons Walk, Regent Quarter London N1 9AW Tel: +44 (0)20 7042 9961 david.hiscock@rmf.co.uk

www.rmf.co.uk


Government & regulatory

Greater Manchester Combined Authority (GMCA) Greater Manchester is one of the country’s most successful city-regions. Home to more than 2.7 million people and with an economy larger than Wales or Northern Ireland

G

reater Manchester was created as a metropolitan county in 1974 as a result of the Local Government Act of 1972. For the following twelve years the county had a two-tier system of local government; district councils shared power with the Greater Manchester County Council. Then, in 1986, the County Council was abolished as a result of the Local Government Act 1985. In its place the Association of Greater Manchester Authorities (AGMA) was established as a voluntary association to make representations and bids on behalf of Greater Manchester and continue to manage strategic public services that were delegated to it by the councils, such as public transport. In 2009, an independent economic review of Greater Manchester highlighted the possibilities for greater collaboration and the AGMA began actively seeking a formal government structure for Greater Manchester. The ten metropolitan district councils were consulted for their recommendations before submission of their constitution to central government. These changes included extra powers and swapping ‘Manchester City Region Authority’ (MCRA) for the ‘Greater Manchester Combined Authority’ (GMCA).

The Greater Manchester Combined Authority came into force on 1st April 2011 and over the following years, several devolution agreements were signed between Government and the GMCA. These agreements brought new powers and responsibilities to the region, including transport. To deliver these devolution agreements, it was decided that Greater Manchester should have an elected Mayor to act as a directly elected point of accountability for the GMCA. The ten Greater Manchester councils that make up the GMCA are the council districts of Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford and Wigan. The GMCA is run jointly by the leaders of the ten councils and the Mayor of Greater Manchester, Andy Burnham. The GMCA has monthly meetings which rotate around Greater Manchester’s ten districts, with the meetings being livestreamed on the GMCA website. Functional executive bodies, such as Transport for Greater Manchester (TfGM), are responsible for the delivery of services with the Transport for Greater Manchester Committee (TfGMC) and its sub committees managing the TfGM and

creating the transport policy on behalf of the GMCA, however some decisions still require approval by the GMCA. TfGM delivers the GMCA’s transport policies, by coordinating transport networks across the region, deciding where to invest transport funding, and owning and running the Metrolink tram service. TfGM is a key partner in Rail North and Transport for the North. KEY PERSONNEL Mayor: Andy Burnham Chief Executive: Eamonn Boylan Head of Communications: Smyth Harper Director of Communications & Engagement: Claire Norman Assistant Director of Communications: Shelley Wright

CONTACT INFORMATION Address: Churchgate House, 56 Oxford Street, Manchester M1 6EU Phone: 0161 778 7000 Email: enquiries@greatermanchester-ca.gov.uk Website: www.greatermanchester-ca.gov.uk

Rail Professional Industry Reference Book 2020 Page 25


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Government & regulatory

Transport Focus Transport Focus is the independent transport user watchdog. Its mission is to get the best deal for rail passengers

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ith a strong emphasis on evidence-based campaigning and research, Transport Focus ensures that it knows what is happening on the ground. It uses its knowledge to influence decisions on behalf of passengers to secure improvements and make a difference. Transport Focus is the voice of transport users. It carries out research on transport user experiences and needs for the future. This includes the large scale National Rail Passenger Survey where over 50,000 rail passengers give their views on rail journeys twice a year. Three current areas of focus are:

• encouraging more passengers to claim compensation on delayed rail journeys • breaking down barriers to bus use • better information on roads. Structure Transport Focus is an executive nondepartmental public body, sponsored by the Department for Transport. It is run by a management team (see more below) and led by a Board of non-executive directors. Over the years it has changed its name as it took on responsibility for bus, coach and tram passengers, and then road users. Transport Focus makes major decisions at Board meetings, held in public four times

per year. Decisions are also made at monthly management team meetings. Transport Focus can have up to 14 Board members. The Scottish Government, Welsh Government and the Greater London Authority each appoint a member to the Board. The remaining appointments are made by the Secretary of State for Transport. Recruitment to the Board is based on merit. Appointments are regulated by The Office of the Commissioner for Public Appointments.

KEY PERSONNEL Chair: Jeff Halliwell Chief Executive: Anthony Smith Director: David Sidebottom Resources Director: Nigel Holden Head of Strategy: Guy Dangerfield Head of Policy: Mike Hewitson Head of Insight: Louise Coward Head of Innovation and Partnerships: Ian Wright Head of Communications: Sara Nelson

CONTACT INFORMATION Address: Fleetbank House, 2-6 Salisbury Square, London EC4Y 8JX Phone: 0300 123 0860  Email: info@transportfocus.org.uk Website: www.transportfocus.org.uk Rail Professional Industry Reference Book 2020 Page 27


Government & regulatory

Strathclyde Partnership for Transport (SPT) Strathclyde Partnership for Transport (SPT) is the Regional Transport Partnership for the west of Scotland

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he Greater Glasgow Passenger Transport Executive (GGPTE) was created in 1972 to oversee all suburban railways in the Glasgow area. In the 1980s it was replaced by the Strathclyde Passenger Transport Executive (SPTE). In 1996, the Executive was reincorporated as a body consisting of councillors drawn from the 12 Council Areas which succeeded Strathclyde Region. In 2006 Strathclyde Passenger Transport Executive (and Authority), along with the WESTRANS voluntary regional transport partnership, was replaced by the Strathclyde Partnership for Transport. It is part of the transport framework created by the Scottish Government, which is made up of a national transport agency, Transport Scotland, and seven Regional Transport Partnerships. As part of this latest reorganisation SPT gained responsibility for planning for all regional transport (not just public transport) though it lost several specific powers relating to rail franchising and concessionary fares. Strathclyde Partnership for Transport (SPT) is the largest of the seven regional transport partnerships. SPT’s role involves planning and delivering transport solutions for all modes of transport across the region, in conjunction with member councils and industry partners. It runs the Glasgow Subway, a host of specialist bus services and is responsible for delivering public transport. The Partnership consists of 20 elected members representing the twelve constituent authorities in the west of Scotland and between seven and nine appointed members. Rail Glasgow has the largest network of suburban railway lines in the UK outside of London. SPT is no longer involved in the everyday operation of the rail network. The rolling stock was operated on behalf of SPT by First ScotRail (also part of FirstGroup) until March 2015, since April that same year Abellio ScotRail has operated rail services under the ScotRail brand. Subway The Glasgow Subway is the only underground metro system in Scotland. Originally built for the Glasgow District Subway Company, the railway first opened

in 1896. The Subway is generally recognised as the world’s third oldest underground railway, after London and Budapest. And the only one that has never been expanded from its original route. The Subway forms a circle in the centrewest of Glasgow and carries 13 million passengers each year. The entire route is underground, contained in twin tunnels, 15 stations are distributed along the route length of over six miles. Eight of the stations are north of the River Clyde which dissects the circular route. In 1977, Greater Glasgow Passenger Transport Executive closed it for major modernisation works. The railway in its present form reopened for operation on 16th April 1980. Now part of SPT, the railway is one of the few in the UK remaining in public ownership and is ‘vertically integrated’, which means SPT’s responsibility covers all aspects of operation and infrastructure. In 2016, SPT took a significant step forward in improving its Subway and is currently undergoing its biggest modernisation programme in more than 30 years. A £288 million funding package for the work is being supported by the Scottish Government.

As well as the new trains, the Subway’s signalling equipment, control systems and control centre will all be replaced, and the upgrade will include new platform screen doors. Once the modernisation plan is complete, and it has been fully tested, the Subway will move from its current partially automatic trains to Unattended Train Operations (UTO). SPT administers a range of integrated travel tickets, such as ZoneCard, Roundabout and Daytripper giving discounted fares on buses, trains, ferries and the Subway. KEY PERSONNEL Chief Executive: Gordon Maclennan Assistant Chief Executive: Valerie Davidson Director of Finance & HR: Neil Wylie

CONTACT INFORMATION Address: 131 St Vincent Street, Glasgow G2 5JF Phone: 0141 332 6811 Email:  enquiry@spt.co.uk Website: www.spt.co.uk

Rail Professional Industry Reference Book 2020 Page 29


Government & regulatory

Transport for Greater Manchester More than 5.6 million journeys are made across Greater Manchester’s transport network each day. TfGM helps make that travel as safe and simple as possible

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ransport for Greater Manchester (TfGM) is a notfor-profit local Government body responsible for delivering Greater Manchester’s transport strategy and commitments set by the Greater Manchester Mayor and the Greater Manchester Combined Authority (GMCA). TfGM coordinates transport networks across the region, decides where to invest transport funding, and owns and runs the Metrolink tram service. It builds and manages bus stations and transport interchanges, provides travel planning and timetable information to passengers, and promotes walking and cycling as safe and healthy choices. The Greater Manchester rail network is now used by around forty million passengers a year. This is an increase of thirty per cent over the past decade and TfGM has

an influential voice in developing the best possible rail services in Greater Manchester. TfGM works alongside industry partners helping to drive major improvements to the rail network by securing improvements to capacity, connectivity and reliability and are currently supporting Arriva Rail North (Northern) and TransPennine Express in delivering their franchise commitments. These include new and longer trains, more travel options throughout the week, improved customer experience and integrated and smart ticketing. TfGM also works closely with the Department for Transport and Network Rail to identify future improvements that align with Greater Manchester’s growth ambitions. In partnership with Network Rail and train operators, TfGM is delivering improved customer information and detailed journey

Page 30 Rail Professional Industry Reference Book 2020

planning and supports a range of rail station improvements by securing more funding to complement work already planned. Local knowledge enables TfGM to recommend which facilities and improvements will offer the greatest benefit for local passengers and which rail station development can spur local regeneration and economic growth. This collaborative approach enables rail to be an integrated part of the transport network. TfGM is actively pursuing opportunities to use rail stations as more than boarding and alighting points, in the belief that stations have the potential to be important assets at the heart of local communities. TfGM works closely with communities and industry to make rail stations attractive, safe, appealing and accessible for all.


Government & regulatory

Our Prospectus for Rail In September 2019, The Mayor of Greater Manchester published a masterplan to double the number of rail journeys in the city-region by 2040. Developed by TfGM on behalf of GMCA, Our Prospectus for Rail is a part of Our Network, Greater Manchester’s 10-year plan to create an integrated, simple and convenient public transport system with

simple fares and ticketing and an improved customer experience across all types of transport – trains, trams, cycling and CONTACT INFORMATION Address: 2 Piccadilly Place, Manchester M1 3BG Phone:  0161 224 41000 Email: customer.relations@tfgm.com Website: www.tfgm.com

walking and buses. KEY PERSONNEL Chief Operating Officer: Bob Morris Finance and Corporate Services Director: Steve Warrener Head of Rail Programme: Simon Elliott Communications Officer: David Stevenson

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The specialist in power conversion and displays

Rail Professional Industry Reference Book 2020 Page 31


Government & regulatory

South Yorkshire Passenger Transport Executive South Yorkshire Passenger Transport Executive (SYPTE) is the driving force behind public transport across South Yorkshire

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YPTE is the local government body responsible for public transport in the Sheffield City Region, accountable to the Sheffield City Region Combined Authority. Working with their partners, they are committed to keeping people and commerce moving effectively across South Yorkshire, enabling economic growth and enhancing the region’s environment, health and wellbeing. SYPTE develop and deliver a safe, reliable and accessible public transport network, supported by effective infrastructure. They also do everything they can to encourage people and businesses across South Yorkshire to use public transport and to choose sustainable active travel options, including cycling and walking. SYPTE does not run any transport services directly, but specifies, pays for, develops and monitors local rail services.

It also provides region-wide information, manages the funding and administration of concessionary fares, provides bus stops and shelters, and operates interchanges throughout the region. SYPTE also provides travel information, administers prepaid ticket schemes and plans future investment in transport infrastructure and services. SYPTE’s remit, includes: • Overseeing the Stagecoach Supertram concession • Undertaking major Supertram rail replacement works • Working in partnership with regional train operating companies • Monitoring rail service performance • Providing retail channels for travel tickets • Delivering journey planning tools and customer information via the Travel South Yorkshire website • Running the Traveline contact centre

• Participating in Bus Partnerships with operators • Holding public consultations on changes to bus services • Managing tendered bus services • Supporting community transport • Operating the English National Concession Travel Scheme (ENCTS) • Delivering the Child Concession Scheme • Managing Discretionary Concessions • Issuing passes and replacements • Providing operational management of interchanges • Maintaining bus stops, shelters, and Park and Ride facilities Tram Train SYPTE is the lead delivery partner for the UK’s first Tram Train pilot, testing the technology and operational challenges of running trams on the heavy rail network between Sheffield and Rotherham. Launched in October 2018 the pilot will run for two years, offering people and businesses in South Yorkshire a new public transport option between two major hubs in the region. The Tram Train pilot links heavy and light rail infrastructure, systems and operations together for the first time. It will help the rail industry to understand and assess the technical issues involved with planning and operating a Tram Train service; learning which will be shared to help determine whether Tram Trains can run in other parts of the country. KEY PERSONNEL Executive Director: Stephen Edwards Director of Customer Services: Tim Taylor Principal Solicitor and Secretary: Steve Davenport Head of Information Technology: Andy Dickinson HR Business Partner Manager: Rachael Radford

CONTACT INFORMATION Address: 11 Broad Street West, Sheffield S1 2BQ Phone: 0114 276 7575 Email: communications@sypte.co.uk   Website: www.sypte.co.uk Rail Professional Industry Reference Book 2020 Page 33


SLIDING FRICTION ELEMENT BUFFER STOPS RAWIE Friction Element Buffer Stops provide protection for track ends worldwide. Trains are arrested in a controlled manner. This reduces the risk of injury to passengers and damage to rolling stock. The buffer stops can be designed to suit all types of rolling stock, accommodating varied train weights and speeds. Wheel stops, fixed buffers, loading ramps and other special items complete the full product range.

Supplied by: H.J. Skelton & Co. Ltd., 9 The Broadway, Thatcham, Berkshire. RG19 3JA. Tel: 01635 866877, E-Mail: sales@hjskelton.com, www.hjskelton.co.uk Manufactured by: A. RAWIE GmbH & Co. KG, Dornierstrasse 11, 49090 Osnabrueck, Germany, www.rawie.de


Government & regulatory

Office of Rail and Road The Office of Rail and Road is a non-ministerial Government Department responsible for ensuring the country’s rail operators comply with health and safety law

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oard members of ORR are appointed by the Secretary of State for Transport for a fixed term of up to five years. The staff are based at six locations across the United Kingdom, allowing them to conduct on-site inspections across the rail network. Safety recommendations ORR is responsible for ensuring that the mainline railway and London Underground operation networks are safe for passengers and workers, and that is why around a hundred ORR Safety Inspectors routinely visit worksites to monitor how projects are being run. 18th November 2017 marked 30 years since the King’s Cross fire, which tragically took the lives of 31 people and injured a hundred more. Ian Prosser, Her Majesty’s Chief Inspector of Railways, wrote at the time about Lord Fennell’s public enquiry into the disaster and the safety recommendations that were made in the aftermath. One of these was the Safety Management System approach, which has become the basis of not only railway safety in Great Britain, where it has led to fundamental, life-saving improvements, but also throughout Europe. Following the fire, London Underground acted immediately and began stripping out all of the wooden escalators, which had proved so flammable, and replacing them with fire-resistant metal ones. Structural integrity In a document titled ‘Consultation on the goal-setting principles for railway safety’ ORR set out safety principles for the rail industry, with one area focusing on structural integrity. The document pointed out a few factors that would aid in maintaining the structural integrity of trains, like how to continue normal operations and afford effective protection to people and goods carried in the event of an accident. The main factors to consider are: • The maximum loads foreseeably arising in normal operations • The effects of a collision and the crashworthiness of the vehicle • The structural compatibility of all trains using the route • The level of containment and containment arrangements of any goods carried and any foreseeable movement that may occur

• The range and compatibility of coupling devices and other inter-train connections • Compatibility with buffer stops or similar train arrestor devices • The arrangements for lifting the vehicle for both normal maintenance and emergency situations. Case study Peter Darling, HM inspector of railways wrote about the importance of ORR inspectors leading by example – and that means putting on full personal protective equipment (PPE) before setting foot on site. Commuters know that it can be hot on the London Underground network, especially in stations and tunnels. Well, it’s even hotter at night when the trains aren’t running and pushing air through to cool things down a bit, and if you add in the effects of heavy safety boots, goggles, gloves, hard hats, ear defenders and thick trousers and jackets in a lurid bright orange, it can get really sticky down there. Fully kitted out, ORR inspectors went down into a single bore tunnel to see track maintenance work being carried out near Barons Court Station on the Piccadilly Line. Work on the Underground mainly has to be carried out in five-hour periods when the trains aren’t running, so it was around 2am when the team arrived on site. The inspectors observed closely while workers broke up concrete so they could prise out the sleepers that hold the rails in place and replace them with a new type of fitting that needs to be cemented in. Water was sprayed over the area to dampen down the silica dust whilst it is broken out, but with the noise and heat, it was a very

uncomfortable environment to work in. The work was done at pace against the clock, but ORR inspectors were there to see that workers’ health and safety was not compromised by the speed and, of course, that the work done meets rigorous safety standards. KEY PERSONNEL Chair: Declan Collier Interim Chief Executive: John Larkinson Director, Strategy and Policy: Dan Brown Director, Corporate Operations & Organisational Development: Freya Guinness Chief Inspector of Railways and Director, Railway Safety: Ian Prosser CBE Director of Railway Planning & Performance: Graham Richards

CONTACT INFORMATION Address: 25 Cabot Square, London E14 4QZ Phone: 020 7282 2000 Email: contact.cct@orr.gov.uk Website: www.orr.gov.uk

Rail Professional Industry Reference Book 2020 Page 35


Government & regulatory

Rail Safety and Standards Board The RSSB (Rail Safety and Standards Board) is an independent body, working with its 88 member companies to drive improvements in the British rail system

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ts role is to help the rail industry continually improve its health and safety performance in order to reduce risk to rail employees, passengers and the public at large. RSSB does this through developing standards, providing analysis and insight to health and safety data, carrying out research, promoting sustainability principles, and facilitating the industry’s technology strategy. RSSB’s strategic priorities are: • Supporting healthy and safe collaboration and informing industry decisions to reduce risk and harm. • Supporting enhanced performance and efficiency updating standards, modernising systems, informing and enabling innovation. • Supporting the application of sustainability principles by collating and sharing tools and best practice. RSSB members include Network Rail and other infrastructure managers, all the train operating companies (TOCs), all the freight operating companies (FOCs), rolling stock leasing companies (ROSCOs), infrastructure contractors, and suppliers. Data sandbox RSSB collaborates with Network Rail with the Data Sandbox + research competition. The competition is aimed at developing data driven solutions to improve operational performance on GB rail. The Data Sandbox+ competition is part of the PERFORM programme which is a cross-industry initiative led by RSSB, which aims to achieve performance improvements. Essentially its aim is to run trains on time today, while improving the rail performance of tomorrow. This looks into the potential of helping rail deliver operational performance improvements by exploring advanced data analytics technologies, such as artificial intelligence and machine learning. As well as reducing costs, these provide

the opportunity to enhance the customer experience. This activity is strategically aligned with the Sector Deal and supports the Joint Rail Data Action Plan. The cross industry collaboration on Data Sandbox, consisted of five feasibility projects funded by RSSB and supported by various TOCs. RSSB launched the Data Sandbox+ competition on 4th April 2019 at the PERFORM programme launch event. The budget for the Data Sandbox+ initiative is £1.3 million, of which £650,000 was contributed by RSSB, and Network Rail matched this figure from its research and development portfolio. Five-year plan The same day the Sandbox+ competition was launched, 4th April 2019, RSSB published its 2019-2024 Business Plan, outlining how it will work over the next five years to support a safer railway into Control Period 6 (CP6) and beyond. Setting out how RSSB will meet a range of industry priorities and challenges to put passengers first, the plan focuses on the crucial areas of safety, health and wellbeing, sustainability, efficiency, innovation and the future post-Brexit. Specific 2019-2020 deliverables include: • Supporting the industry to reduce the effects of poor adhesion conditions using improved technology and procedures to achieve better reliability and resilience, including piloting double variable rate sanders on the GB mainline. • Launching a new Health by Design web hub, containing key resources for incorporating health and wellbeing within member organisations, including trialling health and wellbeing training for the workplace. • Delivering research outputs to help support industry performance as part of the PERFORM research programme, including research into enabling better planning and resource management

during train disruption. • Building on our work in CP5 to provide the functionality, guidance and training members require to use the industry’s Safety Management Intelligence System (SMIS). This is delivering the safety intelligence a world class railway needs, with better linking of data to the tools, models and systems used by the industry. • Refreshing the industry strategy for Leading Health and Safety on Britain’s Railway (LHSBR), monitoring progress through the publishing of quarterly updates, working in collaboration with the industry. • Agreeing the revised regulatory framework, including the role of standards with industry and the Regulator, in-line with post-Brexit legal framework, amending standards, policies and governance. • Developing new digital railway standards based on the requirements from the Digital Railway Programme, supporting the development of solutions so ensuring human factors are fully considered in the on-going work. • Supporting delivery of the industry’s carbon and air quality strategies including identifying, agreeing and systematically collecting environmental metrics for the rail industry to monitor. KEY PERSONNEL Chair: Barbara Moorhouse Chief Executive Officer: Mark Phillips Chief Financial Officer: Paul Marchant Chief Operating Officer: Johnny Schute Business Development & Engagement Director: Paul McLaughlin Director of Projects: Nizar Awad Human Resources Director: Keith Hanlon-Smith Director of Standards: Tom Lee Director of System Safety, Health & Wellbeing: George Bearfield Director of Research and Development: Luisa Moisio Technical Director: Chris Lawrence Information Technology Director: Eileen Pevreall

CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Phone: 020 3142 5300 Email: enquirydesk@rssb.co.uk Website: www.rssb.co.uk

Page 36 Rail Professional Industry Reference Book 2020


Government & regulatory

Railway Industry Supplier Approval Scheme The Railway Industry Supplier Approval Scheme ensures key suppliers can become recognised as best-in-class at delivering the most challenging and high-risk products and services, supported by RSSB

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ISAS is the Railway Industry Supplier Approval Scheme. It ensures that suppliers of critical products have the appropriate systems, processes, competence, resources, facilities and procedures. Companies undergo a challenging assessment by a Railway Industry Supplier Approval Body (RISAB). The assessment involves on-site interviews and evaluations to get proof that the company can meet the standards expected. A successful assessment leads to the award of a RISAS certificate. This is evidence that an independent, robust, rigorous and transparent assessment of the supplier has taken place, by experts. These details are added to the RISAS website which holds a searchable database of companies who hold RISAS certificates and details the products and services they cover. RSSB manages the scheme on behalf

KEY PERSONNEL

of the rail industry providing its profile and governance. RSSB also accredits the RISABs. RISAS currently covers suppliers of critical products and services for the overhaul of rolling stock assets and components – the rail vehicle after-market sector. Work is now underway to transform RISAS with a more comprehensive scope and provide better value-for-money. Future improvements include expanding the scope to all relevant safety critical products and services in infrastructure and rolling stock—as originally envisaged when the scheme was introduced. There will also be better integration with the RISQS platform to create a single, official, rail industry supplier assurance hub.

Railway Industry Supplier Qualification Scheme

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CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Phone: 020 3142 5376 Email: risas.admin@rssb.co.uk Website: www.risas.co.uk

KEY PERSONNEL

RISQS is recognised and supported by the rail industry as the most effective means of deriving assurance and managing supply chain risk t gives the industry’s 100-plus buyer members the assurance to do business with confidence with 4,000 supplier members. It’s an open, fair and transparent way for them to be formally recognised as capable providers of products and services to the GB rail market, on a smart, quick, easy web-based platform. Suppliers can be audited once via RISQS for their capabilities avoiding the need for them to be subjected to multiple, duplicate auditing from different buyers. As a scheme user you can, access the cutting edge on-line platform, save time and money by avoiding need for duplicate audits, and get independent qualification through the industry scheme. Buyers can buy with confidence, search for and reach suitable suppliers and understand their capability, reducing the

Scheme management: Slavina Nikolova, RSSB Neil Dinmore, RSSB Committee: Neil Ovenden (chair), Rail Delivery Group David Barney, Private Wagon Federation David Clarke, Railway Industry Association (RIA) Leevan Finney, Network Rail Tim Gabb, Freightliner Limited Steve Ingleton, Unipart Rail Limited Michael Jacks, First Trenitalia West Coast Rail Richard Jones, Railway Industry Association (RIA) Kevin Limb, Eversholt Rail Christopher Nickolls, Network Rail Nicola Phillips, Siemens PLC

need for additional audits. Suppliers stand out and are visible to buyers as qualified and verified. RISQS is managed by RSSB to ensure it remains an independent, industry scheme working in the interests of safety. It provides oversight, coordination and a team of dedicated specialists to provide the necessary industry interfaces, service provider delivery and coordination, and ongoing system improvements. In 2019 RSSB reduced the price of membership and audits for suppliers, and continued an ambitious programme of improvements to the scheme including a new benchmarking tool.

Scheme management: Gillian Scott, RSSB Committee: Alasdair Reisner (chair), Civil Engineering Contractors Association David Andrews, London Underground Ken Blackley, Network Rail Cajetan Chukwulozie, Network Rail David Clarke, Railway Industry Association Martyn Durrant, Bridgeway Consulting Mike Healey, J Murphy & Sons Mark Jelley, Network Rail Paul Kiteley, Transport For London Gareth Morris, Morson Human Resources Neil Ovenden, Rail Delivery Group Paula Owen, West Midlands Trains

CONTACT INFORMATION Address: The Helicon, 1 South Place, London EC2M 2RB Phone: 020 3142 5300 Email: admin@risqs.org Website: www.risqs.org

Rail Professional Industry Reference Book 2020 Page 37


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Government & regulatory

National Infrastructure Commission The NIC aims to be the UK’s most credible, forward-thinking and influential voice on infrastructure policy and strategy

T

he National Infrastructure Commission (NIC) is an executive agency of the Treasury that provides impartial, expert advice and makes independent recommendations to the Government on economic infrastructure. The NIC operates as an arm’s length agency of the Treasury. The Commission functions in an open and transparent manner, building consensus around its recommendations and engaging across parties and with the public, policymakers, infrastructure experts and relevant bodies. Recommendations made by the NIC represent the views of the Commission and are not a statement of Government policy. However, the Govermnent is required to respond formally to the Commission’s National Infrastructure Assessment and specific studies it undertakes. The NIC engages closely with devolved administrations and bodies under their jurisdictions as appropriate, particularly on matters where the respective infrastructure policy responsibilities of the UK Government and devolved administrations interact. The NIC ensures that appropriate working arrangements are in place. The Commission’s remit does not include spending where infrastructure investment decisions rest with the devolved administrations in Scotland, Wales and Northern Ireland. The National Infrastructure Assessment The National Infrastructure Commission is charged with preparing a National Infrastructure Assessment once every Parliament, looking at the long-term needs of the main sectors of the UK’s economic infrastructure, including energy, transport, digital communications, waste, water and floods risk management.

The first National Infrastructure Assessment was published in July 2018, and made a series of recommendations for meeting the UK’s infrastructure needs up to 2050. Its core proposals include: • Nationwide full fibre broadband by 2033 • Half of the UK’s power provided by renewables by 2030, as part of a shift to a highly renewable generation mix • Three quarters of plastic packaging recycled by 2030 • £43 billion of stable long-term transport funding for regional cities and new devolved powers for city leaders • A national rapid charging network to support goal of 100 per cent of new car and van sales being electric by 2030 • Ensuring resilience to extreme drought through halving leakages by 2050, additional supply infrastructure and demand reduction • A national standard of flood resilience for all communities by 2050. The Assessment recommendations represent a major long-term programme of investment in the UK’s infrastructure. This includes substantial funding for major schemes such as Crossrail 2 and Northern Powerhouse Rail. The Assessment also highlights the need to shift to a low carbon economy, for example through decarbonising how the UK heats its homes and businesse Furthermore, the UK must prepare for connected and autonomous vehicles and these need more time for evidence or technology to develop. The Assessment sets

out the actions needed to enable robust decisions to be taken in future. The Young Professionals Panel The Young Professionals Panel supports and informs the Commission’s work and ensures a strong voice for the next generation of infrastructure leaders in the Commission’s work. It comprises 16 young infrastructure professionals (picked from over five hundred applicants) from a range of professions, backgrounds and regions of the country. The Panel has developed its own agenda and work programme in conjunction with the Commission. KEY PERSONNEL Chief Executive: Phil Graham Chair: Sir John Armitt CBE Commissioner: Dame Kate Barker DBE Commissioner: Professor Sir Tim Besley CBE Commissioner: Professor David Fisk CB Commissioner: Andy Green Commissioner: Professor Sadie Morgan Commissioner: Julia Prescot Commissioner: Bridget Rosewell CBE

CONTACT INFORMATION Address: Finlaison House, 15 Furnival Street, London EC4A 1AB Phone: 020 7270 4428 / 1381 Email: enquiries@nic.gov.uk Website: www.nic.org.uk Twitter: @NatInfraCom

Rail Professional Industry Reference Book 2020 Page 39


Government & regulatory

British Transport Police Authority Founded in 2004, the British Transport Police Authority (BTPA) is responsible for ensuring an efficient and effective police force for the railways

W

ith the passing of the Railways and Transport Safety Act 2003, the BTPA was set up to oversee the British Transport Police (BTP), review its preformance and allocate funding for its budget. It also deals with complaints, recruitment, independent custody visiting and Freedom of Information requests. Regulation of BTP The BTPA is responsible for setting objectives for the BTP before the beginning of each financial year. The BTPA announces these objectives, as well as its strategic direction and performance review through two different publications. The Policing Plan contains the Authority’s priorities for the year and the financial resources it expects to be available

to deliver the plan. The Strategic Plan sets out the Authority’s medium and long-term strategies for policing the railways. At the end of each financial year, the Annual Reports cover the policing of the railways in that year. The BTPA is also responsible for Chief Officer recruitment. These positions are: • Director of Strategy and Change • Director of People and Culture • Director of Finance and Commercial Services

Funding and budget As well as billing the rail industry for the costs of running the BTP, the BTPA determines the budget of the police force and allocates resources to individual departments. The Authority maintains the accounts of BTP and has them audited each financial year. Police Service Agreements The BTPA enters into Police Service Agreements (PSAs) with TOCs and FOCs, the PSA requires payment from the companies to the BTPA in exchange for the policing of the railway and associated property. When a new rail franchise is awarded by the Department for Transport, the winning company is usually required to enter into a new or existing PSA with the BTPA.

KEY PERSONNEL Chairman: Ron Barclay-Smith Deputy Chairman: Mark Phillips Communications Manager: Katie Stanton

CONTACT INFORMATION Address: The Forum, 5th Floor North, 74-80 Camden Street, London NW1 0EG Phone: 020 7383 0259 Email: general.enquiries@btpa.police.uk Website: www.btpa.police.uk

Page 40 Rail Professional Industry Reference Book 2020


Government & regulatory

British Transport Police Every day, more than six million passenger journeys are made across the rail network in England, Scotland and Wales

I

t is the role of British Transport Police to ensure the safety of every single passenger and member of staff. With growing passenger numbers, freight kilometres and a demand for 24-hour policing, the importance of BTP has never been greater. With police forces nationally seeing an increase in violent crime, the Force has launched a strategy to tackle the issue head-on and keep serious offences as a rarity on our network. The Force also continues to be busy emphasising the importance of vigilance from both staff and passengers. Last year, specialist advisors continued to run Project Griffin counter-terrorism awareness events to thousands of attendees from the rail industry across the UK. The Force now has specialist counter-terrorism teams in the Midlands and North West and continues to operate Project Servator, which delivers unpredictable and highly visible deployments designed to deter, disrupt and detect crime, including terrorism. Protecting and supporting those who are vulnerable or otherwise at risk on the railway network continues to remain a priority for BTP. Working together with industry partners, they made 2,529 lifesaving interventions in 2018/19, a 32 per cent increase on the previous year, which meant 314 more lives were saved. They are also working closely with the National Crime Agency and other forces to extend their approach to County Lines – focusing activity to identify children and the vulnerable, in

order to safeguard them from those who seek to exploit them. Reporting crime The best advice is to always phone 999 in an emergency but otherwise, call BTP on 0800 40 50 40. Alternatively, and perhaps the best course of action, is to text 61016 – this text will then be picked up by BTP’s control room and if needed, officers can be deployed immediately.

KEY PERSONNEL Chief Constable: Paul Crowther, OBE Deputy Chief Constable: Adrian Hanstock Assistant Chief Constable: Robin Smith Assistant Chief Constable: Charlie Doyle Assistant Chief Constable: ACC Sean O’Callaghan B Division – Chief Superintendent: Martin Fry C Division – Chief Superintendent: Allan Gregory D Division – Chief Superintendent: Eddie Wylie Head of Corporate Communications Allison Potter Drake

CONTACT INFORMATION Address: Force Headquarters, 25 Camden Road, London NW1 9LN Phone: 0300 123 9104 Email: first_contact@btp.pnn.police.uk Website: www.btp.police.uk Rail Professional Industry Reference Book 2020 Page 41


Government & regulatory

CIRAS The Confidential Incident Reporting and Analysis Service (CIRAS) allows rail workers to report their safety, health or wellbeing concerns about facilities, equipment, conditions or procedures

C

IRAS was founded in 1996 by a team from Strathclyde University after the Ladbroke Grove rail crash in 1999. After the Cullen Inquiry, it was mandated that all mainline rail in the UK come under CIRAS, effective from 2000 onwards. From 2001 until 2009, the CIRAS Charitable Trust provided funding for operations. Now a subsidiary of RSSB, it provides services to the rail and other transport sectors throughout England, Scotland and Wales. Structure CIRAS is an independent service funded by its members. The CIRAS Committee consists of representatives from the UK rail industry, Transport for London, UK Light Rail, Trams and other UK transport modes.

It also consists of a selection of independent professionals who bring with them expertise from other industries, academia and Trade Unions. The Committee helps ensure that industry receives a service that is independent, confidential, affordable and focused on helping make the UK transport industry environment even safer for all concerned. Process Transport employees, as well as contractors may contact CIRAS to report a concern. The employee can get in touch via phone, web enquiry, text message, or form. A CIRAS staff member will then contact that employee to discuss the concern. The CIRAS staff member then writes up a report excluding any information that would

Page 42 Rail Professional Industry Reference Book 2020

identify the worker. CIRAS then sends that report to the company, or companies, responsible. That company then responds to CIRAS which relays that message to the rail worker. CIRAS publishes a regular newsletter to summarise the reports it has received and responses from the companies, highlighting those that were most successful. Attention is also paid to any trends or patterns that might occur. CONTACT INFORMATION Address: The Helicon, One South Place, London EC2M 2RB Phone:Â 020 3142 5369 Email: enquiries@ciras.org.uk Website: www.ciras.org.uk


Government & regulatory

Rail Accident Investigation Branch The Rail Accident Investigation Branch (RAIB) independently investigates accidents to improve railway safety, and inform the industry and the public

L

ord Cullen’s inquiry report on the Ladbroke Grove rail accident in 1999 recommended the creation of an organisation to independently investigate railway accidents to improve safety. RAIB became operational in October 2005 as the independent body for investigating accidents and incidents on mainline railways, metros, tramways and heritage railways throughout the UK. RAIB employs inspectors and principal inspectors with either a professional railway or investigation background and gives them extensive training in railway operations, railway engineering and investigating. Including the inspectors and the team who provide essential business support, RAIB has a total staff of 43 people. Investigations are focused solely on improving safety. RAIB are not a prosecuting body and do not apportion blame or liability. Possible breaches of legislation are dealt with by other organisations, usually the police and safety authorities. RAIB’s responsibilities are: • To investigate causes of railway accidents and incidents where it believes investigation will bring safety learning to the industry. • Identify the factors that may lead to a similar accident or make the consequences worse. • Highlight gaps in the railway industry’s safety defences that are revealed during investigations. • Make recommendations to prevent the same thing happening again. • Increase awareness of how railway accidents happen and cooperate with other investigation organisations nationally and internationally to share and encourage good practice.

Whenever RAIB investigates, it publishes the results as an investigation report. RAIB also produces safety digests that highlight learning points which have emerged from the preliminary examination of an event. RAIB investigates accidents and incidents which occur on the UK main line networks (Network Rail and Northern Ireland Railways), London Underground, other metro systems, tramways, heritage railways and the UK part of the Channel Tunnel. Operators of these types of railway and tramway have a duty under the law to notify RAIB of some types of accidents and incidents. RAIB monitors operations on the major networks through various industry reporting systems and has the legal power and discretion to decide to investigate any event that occurs on a system that is within its scope, not just those that it is notified of as a requirement. Some events on the main line railways that result in death or serious injury will not be investigated by RAIB (and in some cases they do not have to be notified to RAIB). There are two main reasons why this may happen. In many cases, from the information available at the time, it appears that the person concerned has deliberately trespassed or otherwise put themselves in harm’s way. If RAIB is satisfied, after making enquiries, that although an accidental sequence of events has resulted in tragic consequences, there are no safety lessons to be learned, RAIB will not investigate further. RAIB priorities For 2020, RAIB’s priorities are: • Continued delivery of high-quality investigations and the dissemination of timely and effective safety learning. • Working with other railway accident investigators in the UK to share good practice and to help improve the quality of investigations throughout the industry. • The active exploration of new ways of working with the other transport accident investigation branches to promote improvements to its effectiveness, efficiency and resilience, whilst also safeguarding RAIB’s functional independence in the selection and conduct of investigations. • To review and revise RAIB’s documented working arrangements with British

• •

• •

Transport Police and the Office of Rail and Road. Implementing a new computer tool for the management of investigation data. Continuing to explore ways of communicating RAIB safety learning in a way that better meets the needs of stakeholders (including the use of social media). Working to improve information exchange with railway accident investigation bodies in Europe and beyond. Forging new working relationships with the rail industry and academia. A fresh examination of the way RAIB recruits and develops its talent to promote greater inclusion, and improve the diversity of its team.

As it is based in operational centres in Derby and Farnborough, RAIB is able to respond quickly to accidents in any part of the UK. KEY PERSONNEL Chief Inspector: Simon French

CONTACT INFORMATION Address: The Wharf, Stores Road, Derby DE21 4BA  Phone: 01332 253300 Email: enquiries@raib.gov.uk Website: www.gov.uk/government/organisations/rail-accident-investigation-branch

Rail Professional Industry Reference Book 2020 Page 43


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Government & regulatory

London TravelWatch London TravelWatch is the official watchdog organisation representing the interests of transport users in and around the nation’s capital

L

ondon TravelWatch was set up by Parliament to be the official voice of London’s travelling public. Funded by the London Assembly and accountable to it via the Assembly’s Transport Committee, the watchdog represents users of the national rail network in London and the surrounding commuter belt and international rail passengers using Eurostar. It also represents all those who use buses, the Underground, Docklands Light Railway (DLR), dial-a-ride, trams, taxis, cable cars and river transport, as well as cyclists, motorcyclists, pedestrians and other users of London’s principal road network. The watchdog aims to secure a better journey experience for everyone travelling in and around London: commuters, leisure travellers, visitors and tourists however they travel. Its multimodal remit reflects the way most people use transport in London – making active choices between modes and interchanging from one mode to another in the course of a typical journey. London TravelWatch carries out a variety of activities, including: • Commissioning and carrying out research, evaluating and interpreting the research carried out by others, to ensure that its work is based on the best possible evidence • Investigating complaints that people have been unable to resolve with service providers • Reviewing over 7,000 enquiries from transport users in 2018/19, taking up over 2,600 cases with the operator because the original response

• •

the complainant had received was unsatisfactory Monitoring trends in service quality as part of an intelligence-led approach Regularly meeting with and seeking to influence the relevant parts of the transport industry on all issues which affect the travelling public Working with a wide range of public interest organisations, user groups and research bodies to ensure it keeps up to date with passenger experiences and concerns Speaking for the travelling public in discussions with opinion formers and decision makers at all levels, including the Mayor of London, the London Assembly, the Government, Parliament,

and local councils. London TravelWatch also has a statutory role to assess the impact and make recommendations if proposals are made for the closure of a railway line or a station (or station facilities) within the London railway area. London TravelWatch keeps its work priorities under review by means of a simple set of criteria. These criteria are similar to those used by other consumer protection and enforcement bodies and allow London TravelWatch to plan and coordinate its activity with other consumer bodies and the London Assembly. London TravelWatch Board and Committee meetings are open to the public, details are available on its website. KEY PERSONNEL Chair: Arthur Leathley Chief Executive: Joanna Simons Deputy Chair and Chair of the Policy Committee: Alan Benson Operations & Communications Manager: Richard Freeston-Clough Finance Officer: Sandra Ambo Director, Policy & Investigation: Tim Bellenger Casework Manager: Susan James

CONTACT INFORMATION Address: Europoint, 5-11 Lavington Street, London SE1 0NZ Phone: 020 3176 2999 Email: info@londontravelwatch.org.uk Website: www.londontravelwatch.org.uk Rail Professional Industry Reference Book 2020 Page 45


Government & regulatory

North East Combined Authority The NECA is the legal body that brings together the seven councils of County Durham, Gateshead, Newcastle, North Tyneside, Northumberland, South Tyneside and Sunderland

T

Tyne, Gateshead, South Tyneside, North Tyneside and Sunderland. When the Metro opened to the public in August 1980 it was Britain’s first light rapid transit system and was the first railway in the country to be truly wheelchair compatible. The system was progressively opened in phases through to 1984 when the full 34 miles of the original network became operational with the opening of the line into South Shields. In its first year of full operation there were more than sixty million passenger journeys. The local rail network was privatised in 1996, however, Tyne and Wear PTE, Nexus as it is now called, kept responsibility for the operation of the Metro. The Metro was extended to Sunderland in April 2002.

functions which it previously delivered within the Tyne and Wear area. NEXUS is the trading name of the Tyne and Wear Passenger Transport Executive. NEXUS is an independent organisation. It was created in 1969 by the Tyneside Passenger Transport (Designation) Order 1961 in accordance with the Transport Act 1968 and is responsible for overseeing work and ensuring good governance. The vast majority of these responsibilities have been delegated to a committee of NECA – the Transport North East (Tyne and Wear) Sub-Committee. Some responsibilities, such as the setting of transport levies and the approval of the regional transport strategy are discharged by the Authority’s principal decision-making body – the NECA Leadership Board. The NECA has prepared and submitted a bid on behalf of the seven local authorities which aims to obtain in excess of £100 million in funding which will be invested in major improvements to sustainable transport in the area. The aim of this bid is to help close the area’s productivity gap through better connectivity and more mobility, enabling growth, reducing congestion and improving air quality and public health at the same time.

he North East Combined Authority’s ambition, as set out in its Transport Manifesto is to provide affordable, attractive, reliable, safe, healthy transport choices for businesses, residents and visitors while enhancing the environment. Working with partners, the NECA provides leadership and a united voice on key strategic transport issues, links strategic transport planning with economic priorities, provides strong representation on transport issues of national significance including rail, air travel, strategic road network and ports as well as providing more effective coordination to enable improvement to the area’s public transport network. Previously overseen by the Tyne and Wear Integrated Transport Authority (ITA), in 2014 the responsibilities and assets of the ITA were transferred to the NECA. From that date the Tyne and Wear Integrated Transport Area was dissolved. NEXUS manages the

KEY PERSONNEL Chief Executive: Helen Golightly Chief Finance Officer: Paul Woods Chief Legal Officer: Peter Judge Policy and Scrutiny Officer: Nicola Laverick

CONTACT INFORMATION Address: Quadrant, Colt Business Park, The Silverlink North, North Tyneside NE27 0BY Phone: Contact via website Email: enquiries@northeastca.gov.uk Website: www.northeastca.gov.uk

Metro The Tyne and Wear Metro serves Newcastle upon

Airport

Bank Foot

Callerton Parkway

Fawdon

Kingston Park

Wansbeck Road

South Gosforth

Four Lane Ends

West Monkseaton

Northumberland Park

Benton

Longbenton

Regent Centre

Palmersville

Monkseaton

Shiremoor

Ilford Road West Jesmond

Whitley Bay

Cullercoats

Jesmond Newcastle City Centre

St James

Haymarket Monument

Chillingham Road Manors

Byker

Wallsend

Walkergate

Hadrian Road

Percy Main

Central Station

Gateshead Stadium

nexus.org.uk/metro 0191 20 20 747

Page 46 Rail Professional Industry Reference Book 2020

Tynemouth

North Shields

River Tyne

Gateshead

Main Bus Interchange Rail Interchange Ferry (only A+B+C tickets valid) Airport Park and Ride

Meadow Well

Howdon

Felling

Pelaw Heworth

Jarrow Hebburn

Simonside Bede

Chichester

Tyne Dock

Brockley Whins Fellgate

South Shields

East Boldon Seaburn

St Peter’s

Stadium of Light

River Wear Sunderland City Centre

Pallion South Hylton

University Millfield

Sunderland

Park Lane


INDEX

Infrastructure Network Rail Crossrail Ltd Get Link (formerly Eurotunnel) High Speed 1 Ltd HS2 Ltd East West Railway Company Limited Midland Metro Alliance LCR

Rail Professional Industry Reference Book 209 Page 47


Infrastructure

Network Rail Network Rail runs, maintains and develops Great Britain’s tracks, signalling, bridges, tunnels, level crossings, viaducts and 20 key stations

N

etwork Rail is a public sector arm’s length body, giving it commercial and operational freedom. Its main customers are the TOCs and FOCs which provide services on Network Rail’s infrastructure. In 2014, Network Rail began devolving day-today responsibility for railway businesses to eight strategic geographical areas. In late 2018, new Chief Executive Andrew Haines announced plans to deepen devolution, with 14 routes sitting under five new regions – Scotland’s Railway, Wales and Western, North West and Central, Southern and Eastern. These new regions became operational in June 2019. A new Network Services directorate was created to incorporate Network Rail’s Freight & National Passenger Operators department as well as elements of Group Digital Railway and certain national services, such as national performance and operations.

Performance On 1st April 2019, the rail industry introduced a new, more detailed and precise set of measures to better understand train performance. The additional ‘on time’ measures reflect that good performance needs to be delivered throughout the whole journey and that every minute matters for passengers. The official measure of punctuality used up until then, known as public performance measure (PPM), considers trains to be punctual if they are five or ten minutes after schedule, for short and long-distance journeys respectively, at their destination, but the new measures report cancellations and the proportion of trains arriving to the minute at every station on the timetable. Network Rail also measures its safety performance using a model produced by the Rail Safety and Standards Board (RSSB). It measures safety from the perspective of passengers at stations and all aspects of interaction between the general public and the railway.

Page 48 Rail Professional Industry Reference Book 2020

Control Period 6 Network Rail runs five-year long Control Periods which it uses to determine priorities for investment. Each Control Period begins on 1st April and ends on 31st March to coincide with the financial year. Control Period 6 began in April 2019. Strategic Freight Network The Strategic Freight Network (SFN) aims to create a network of freight capable rail corridors across Britain by upgrading the existing network and building new infrastructure at key locations to allow more freight to travel on rail. Schemes currently underway include gauge clearance, train lengthening and capacity building. Eastern With railway from the borders of Scotland to the nation’s capital, Eastern region is critical to the success of Britain. It is an incredibly busy region, operating some of the busiest and most congested rail lines in the country,


Infrastructure

GUIDE TO NETWORK RAIL’S ROUTES AND REGIONS

Wales and Western With a 5,000-strong workforce and 2,700 miles of railway, these routes exist to serve communities and businesses of Wales, the Thames Valley, West of England and the South West Peninsula. Wales and Western transports commuters to key employment hubs including London, Cardiff, Bristol, Birmingham, Manchester and Liverpool, directly serving London Heathrow, Europe’s busiest international airport and providing connections to Cardiff, Bristol, Birmingham, Manchester, and London Gatwick airports. Wales and Western supports leisure and tourism in all of these areas and supports critical freight services, notably aggregates, moving millions of tonnes of freight every year.

14 new routes, led by route directors, now take responsibility for operations, maintenance and minor renewals, including the day-to-day delivery of train performance and the relationship with their local train operating companies. Five regions will support one or more of these new routes under the leadership of region managing directors. This structure enables Network Rail to build the right capabilities in the right places, empowering its people to improve train performance, and putting passengers and freight users first.

Managing directors – Network Rail regions

Route directors

8

Eastern Rob McIntosh

5

Scotland Liam Sumpter

1

East Coast Paul Rutter

North West Phil James

2

North West & Central Tim Shoveller

6

North & East Matthew Rice

Scotland’s Railway Scotland’s Railway covers a large geographical area from the Borders to Thurso at the far tip of the North East of Scotland. It provides rapid access along busy commuter routes to the country’s seven cities. It fulfils a variety of travel needs from business and leisure to daily commuter services, including cross border services; it supports rural services and the needs of freight customers alike. Over 2,500 daily services support the needs of communities and business across Scotland and the border to England, operating the largest suburban rail network outside London which meets the daily needs of customers into Glasgow, Scotland’s largest city.

Central Dave Penney (David Golding, interim)

3

7

Scotland’s Railway Alex Hynes

East Midlands Gary Walsh

West Coast Mainline South James Dean 4

Anglia Ellie Burrows (Mark Budden, interim)

13

Wales & Borders Bill Kelly

Southern John Halsall

10 Network Rail

14

KEY PERSONNEL

High Speed Katie Frost

Indicative only, subject to consultation

Western Mike Gallop

Wales & Western Mark Langman

9

12 Wessex

Mark Killick

11 Sussex

Shaun King

Kent Fiona Taylor (Shaun King, interim)

Appointments as at 16 September 2019

transporting large numbers of commuters to and from busy cities including Newcastle, Leeds, Sheffield, Derby, Norwich, Cambridge and London. The region is also home to other major transport hubs including three airports and 13 freight ports, connecting millions of people every day to city, town, coast and country, to friends and family, jobs and leisure, as well as goods to businesses here and abroad. North West and Central North West & Central (NW&C) is the ‘Backbone of Britain’ – the economic spine linking the United Kingdom’s main cities, connecting workers with jobs, people with loved ones and bringing goods to market. The infrastructure runs from London Euston and Marylebone in the south through the Chiltern and West Midlands regions, the North West of England and Cumbria before joining with Scotland at Gretna. NW&C

is home to the West Coast Mainline, the busiest mixed-use railway in Europe, serving London, Birmingham, Manchester, Liverpool, Edinburgh and Glasgow. Southern The new Southern region serves passengers and freight operators from Devon in the West to Kent in the East and links Wessex, Sussex and Kent as well as Network Rail High Speed. With over 5,800 employees, the Southern region is responsible for more than 700 million passenger journeys each year. Over the next five years the region will invest £6.3 billion to operate, maintain and renew the railway. Over 7000 passenger and freight services operate on the region every weekday – more than a third of Britain’s rail services. Southern moves over 266,000 tonnes of freight each week and owns and maintains 3,300 miles of track, 4,986 bridges, 895 level crossings and 7,990 signals.

Chair: Sir Peter Hendy CBE Chief Executive: Andrew Haines Managing Director, Route Services: Susan Cooklin Group Director, Safety, Technical & Engineering: Martin Frobisher Managing Director, System Operator: Jo Kaye Group Director, Network Services: Nick King Group Director, Transformation: Becky Lumlock Chief Financial Officer: Jeremy Westlake Group HR Director: Pauline Holroyd Group Communications Director: Caroline Murdoch Managing Director, Eastern region: Rob McIntosh Managing Director, North West and Central region: Tim Shoveller Managing Director, Southern region: John Halsall Managing director, Wales and Western: Mark Langman Managing Director, Scotland’s Railway: Alex Hynes

CONTACT INFORMATION Address: 1 Eversholt Street, London NW1 2DN Phone: 020 7557 8000 Email: Contact via website Website: www.networkrail.co.uk

Rail Professional Industry Reference Book 2020 Page 49


Infrastructure

Crossrail Established in 2001, Crossrail Limited was set up to build the new £15 billion railway that will open as the Elizabeth line

I

n the 19th Century the Regents Canal Company, began plans for a new surface railway across London. They lobbied for permission to build a railway that would link Paddington with London’s docks, running alongside or even replacing the Regents Canal itself. Parliament granted permission for the scheme in the 1880s, but it ultimately came to nothing. However, 50 years later, the Abercrombie Plan argued that better links were needed between the east and west of the UK’s capital city, and proposed building two new Tube lines. Although much of the Abercrombie Plan came to pass the new Tube lines did not, the idea, however, was not forgotten and transport needs continued to develop and soon the need for a new line that provided better cross-Capital links began to seem more pressing. In the 1974 London Rail Study, that line finally got a name – ‘Crossrail’. The genesis of the idea was a northern tunnel that would join British Rail’s Western Region lines west of Paddington to the Eastern Region lines east of Bethnal Green. The study recommended feasibility studies be undertaken as a priority, in 1980 a British Rail discussion paper, proposed an intercity link across London featuring three route options. Rather than focusing on the east and west, the scheme suggested linking the existing infrastructure north and south of London, possibly via a deep bore tunnel. Although the route was very different from that which had been proposed in 1974, the overall objective was not massively dissimilar. The 1980 discussion paper ultimately led to nothing, Underground congestion that both it and the 1974 study had highlighted continued to develop and by the late 1980s, the existing Tube and rail capacity was approaching its limits. The Government therefore commissioned and published the Central London Rail Study in 1989 – a report which took many of the schemes highlighted in the 1974 study and developed them into more concrete

framework: East-West Crossrail, a line from Wimbledon to Hackney via Chelsea and Thameslink. In addition to all this, the Jubilee line extension was proposed in the East London Rail Study published a few months later. In October 1990 the Government finally gave the go-ahead to British Rail and London Transport to develop the east-west Crossrail scheme. In November 1991, a private bill was submitted to Parliament but the recession in the early 1990s, combined with constraints on public finances, proved key factors that lead to Parliament rejecting the Bill. Despite the decision not to proceed, the October 1990 announcement safeguarded

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(legally protected from conflicting development) Crossrail’s route, and in 1994 it was announced that the Crossrail project would be pushed forward under the Transport and Works Act (TWA) system, but in April 1996 the Secretary of State for Transport, Sir George Young, asked London Transport and British Rail to temporarily suspend their TWA application. Crossrail, he stated, could only come about after the Jubilee Line Extension, Thameslink and the Channel Tunnel Rail Link had been dealt with. In July 2000 the Government once again asserted that an east-west rail link should go ahead. The Mayor of London’s Transport Strategy also prioritised the relief of


Infrastructure

for London (TfL), was set up to undertake project definition work on a Crossrail link and a feasibility study of a possible Hackneysouthwest London scheme.

overcrowding on London Underground. The Government asked the Strategic Rail Authority (SRA) to study the requirements for extra passenger capacity to and through London. The London East West Study that the SRA published recommended that both

Crossrail and the Hackney to southwest London routes be resurrected and schemes developed to construct them. The London East-West Study was well-received and as a result Cross London Rail Links (CLRL), jointly owned by the SRA and Transport

Crossrail Limited Established in 2001, Crossrail Limited was set up to build the new railway that will open as the Elizabeth line. Jointly sponsored by TfL and the Department for Transport, once the railway is complete it will be handed over to TfL and run as part of London’s integrated transport network. In 2004 the Government, committed to introducing legislation to enable Crossrail to proceed, and worked closely with TfL and wider stakeholders to develop a funding and financing package. The Crossrail Hybrid Bill was presented to Parliament in February 2005 and The Crossrail Act 2008 finally gave Crossrail a confirmed route – Heathrow and Reading in the west to Shenfield and Abbey Wood in the east, with new rail tunnels (and stations) under central London as required. It is a wholly owned subsidiary of Transport for London (TfL) and is jointly sponsored by TfL and the Department for Transport (DfT).After years of planning and development, Crossrail finally broke ground on 15th May 2009 at Canary Wharf and tunnelling later began on the project. Crossrail tunnelling began in May 2012 with eight tunnel boring machines (TBM) called Phyllis, Ada, Elizabeth, Victoria, Jessica, Ellie, Sophia and Mary. Tunnelling ended at Farringdon three years later in May 2015 with the arrival of tunnel boring machine Victoria. The operational railway was renamed the Elizabeth line in February 2016 in honour of Britain’s longest serving monarch. When completed, three separate services will operate: • Reading to Abbey Wood • Heathrow to Abbey Wood • Paddington to Shenfield KEY PERSONNEL Chief Executive: Mark Wild

Rail Professional Industry Reference Book 2020 Page 51


RAILWAY

Reliable Connectors for Harsh Environments Stäubli Electrical Connectors (formerly Multi-Contact) specialises in the supply of electrical connectors for harsh environments such as railways, offering innovative solutions that will increase productivity. MPC – Modular Power Connector The compact and modular MPC system has been designed to connect many elements of a train’s electrical traction system, including the flexible connections between carriages. Modular CombiTac System CombiTac enables multiple configurations incorporating different contacts for countless applications. The new CT-HE rackable version is particularly suitable for use with slide-in systems, being compact yet meeting railway standards for operating temperature, shock, vibration and fire protection. www.staubli.com/electrical

Staubli is a trademark of Stäubli International AG, registered in Switzerland and other countries. © Stäubli 2020 | Photocredits: Shutterstock, Stäubli


Infrastructure

Getlink Getlink was officially born on 20th November 2017 when Groupe Eurotunnel underwent a corporate rebrand

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ach year, Eurotunnel safely transports more than 20 million passengers, 1.6 million trucks, 2.6 million cars, two billion tonne-kilometres of freight and, eventually, one gigawatt of electricity. Rebrand Talking about the rebrand, Chairman and CEO of Getlink, Jacques Gounon, said: ‘With revenues of over €1 billion, an operating margin of fifty per cent and predictable cash flows up to 2086, Getlink has demonstrated the effectiveness and resilience of its economic model. It is on this same basis that we will continue to generate growth by offering our customers high value adding solutions’. Summer records Summer 2017 saw Eurotunnel set new traffic records for Le Shuttle Passenger service. With almost 564,000 vehicles carried over the period from 17th July to 3rd September, traffic grew by two per cent compared to the same period in 2016, which was itself a record year. Beyond the traffic records, recent investments in the premium service, like the opening of the new Flexiplus lounge in France on 15th July are also bearing fruit with bookings for this category up by six per cent. In addition, Le Shuttle has seen Frequent Traveller bookings increase by twelve per cent. Jo Willacy, Eurotunnel Commercial Director, said: ‘Our customer numbers continue to grow alongside their loyalty to our service. I can only thank them on behalf of all our staff for the confidence they have shown in us. The Le Shuttle frequency of departure and the speed of service are key factors in booking decisions.’

Innovation In June 2017 the first stone of the future freight train scanner, the first of its kind in France, was laid at a ceremony held at CalaisFrethun freight yard. The £5.7 million freight train scanner, paid for entirely by Getlink, will be sited on the national railway network following an agreement reached with SNCF Réseau. Operated by customs officers from the Douane, the only authority certified to use such material in France, the scanner will bring savings of several hours to the process of controls on trains heading for the UK via the Channel Tunnel. The installation of this equipment will enable the control of up to 30 trains per day at a speed of twelve miles per hour, without stopping. In addition, the new scanner will considerably improve the efficiency of action to prevent smuggling. Patrick Jeantet, Chairman and CEO of SNCF Réseau, stated: ‘Our specialist teams will work closely together to install this scanner. SNCF Réseau has made space available and will modify equipment to accommodate this innovative solution which will considerably improve cross Channel traffic flow.’ Traffic growth On 28th April 2017 Eurotunnel inaugurated the first of three new, third generation freight shuttles. With the boom in the digital economy and the concentration of cross-Channel traffic onto the shortest routes, particularly in light of environmental concerns, the market for Eurotunnel’s Le

Shuttle Freight is set to continue its growth over the coming years. In response to this demand and to reach its objective of transporting two million trucks in 2020, Eurotunnel has invested £36 million to acquire three new, 800-metre-long freight shuttles, each made up of 32 carrier wagons, three loaders and a club car for the truck drivers. Made to order by WBN Waggonbau Niesky GmbH for Eurotunnel, and benefitting from the latest developments in technology to ensure energy efficiency, strength and reliability, these three new shuttles will strengthen the existing fleet and bring an additional twenty per cent capacity, enabling Eurotunnel to offer up to eight departures per hour. KEY PERSONNEL Chairman and Chief Executive Officer: Jacques Gounon Deputy CEO: François Gauthey Chief Operating Officer – Corporate: Michel Boudoussier Chief Operating Officer - Safety and Ethics: Philippe de Lagune Chief Operating Officer – Europorte: Pascal Sainson Safety, Sustainable Development and Business Services Director: Patrick Etienne Commercial Director – Concession: Jo Willacy Chief Executive Officer – ElecLink: Steven Moore

CONTACT INFORMATION Address: UK Terminal, Ashford Road, Folkestone, Kent CT18 8XX Phone: 0844 335 3535 Email: communication.internet@getlinkgroup. com Website: www.getlinkgroup.com Rail Professional Industry Reference Book 2020 Page 53


Infrastructure

High Speed 1 High Speed 1 (HS1) is the UK’s first section of high-speed rail and operates along a 68-mile-long railway between St Pancras International in London and the Channel Tunnel

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perating as both a domestic and international service, the line carries passengers from St Pancras International in London to the Channel Tunnel and connects with the international high-speed routes between London and Paris, London and Brussels and London

and Amsterdam. HS1 Ltd has the 30-year concession to own and operate HS1, as well as the stations along the route: St Pancras International, Stratford International, Ebbsfleet International and Ashford International. In July 2017, HS1 Ltd was acquired by a consortium comprising of funds advised and managed by InfraRed Capital Partners Limited and Equitix

Investment Management Limited.The cost of construction was £6.2 billion. HS1’s domestic service, Southeastern High Speed, was introduced in 2009 and transports passengers from St Pancras International to Kent. Journey times to Ebbsfleet International are only 17 minutes, with Ashford International just 37 minutes from St Pancras. In 2018, approximately 15.7 million journeys were made on Southeastern High Speed. Socio-economic benefits of High Speed 1 In 2017, HS1 Ltd published a report entitled ’10 Businesses at 10 Years’. The report presents real life examples of how HS1 has helped ten of the most exciting businesses in Kent to grow and prosper. An accompanying survey of leading Kent businesses showed that: • 91 per cent of those asked said that their business has benefitted from HS1

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• 89 per cent said that HS1 has made Kent a more attractive place to set up a business • Over one third said that HS1 was a factor when choosing to set up their business in Kent • Over 80 per cent said that HS1 had helped their business grow • One hundred per cent said that HS1 will play an important role in the future growth of Kent. Dyan Crowther, CEO of HS1 Limited, said: ‘As the nation’s first and only highspeed railway, HS1 has been a catalyst for

growth, generating economic, cultural and social value in the regions it serves and the UK more widely.’ Passengers using HS1 have doubled since launch, with services carrying over twenty million domestic and international passengers each year and with an unrivalled average delay per train of just eight seconds. A report independently produced by Visit Kent and tourism economists Destination Research revealed that for every HS1 leisure journey made to Kent in 2016, £81 was added to Kent’s local economy. Almost 6,000 tourism sector jobs in Kent have been created and supported by HS1 with the total economic contribution to Kent’s visitor economy, since domestic HS1 services began, estimated at over £311 million. The findings demonstrate further the remarkable growth of Kent’s visitor economy, the value of which has increased by £1 billion since 2003. Kent’s visitor economy is now worth in excess of £3.8 billion and it is expected that the line will provide at least £10 billion of further regenerative benefits over the next 50 years. Growth Approximately 50 million people visit St Pancras International every year, for both the station’s retail offering and its rail

services to Europe and Kent. Passenger numbers on the high-speed line are set to rise to 127 per cent by 2044. The total number of trains on HS1 is at 73,402 (201819). This is mostly attributed to the increase in timetabled international services which are up 386 compared to 2017-18. In 2018, HS1 Ltd announced that it would be working closely with other infrastructure managers to help develop new routes, including a direct passenger service to Bordeaux. KEY PERSONNEL Chairman: Keith Ludeman Chief Executive Officer: Dyan Crowther Chief Financial Officer: Mark Farrer General Counsel & Corporate Services Director: Lucy Clarke-Bodicoat Commercial Director: Wendy Spinks Engineering Director: Richard Thorp

CONTACT INFORMATION Address: 5th Floor, Kings Place, 90 York Way, London N1 9AG Tel: 020 7014 2700 Email: info@highspeed1.co.uk Website: www.highspeed1.co.uk

www.adomast.co.uk 01226 707863

Rail Professional Industry Reference Book 2020 Page 55


Infrastructure

High Speed Two High Speed Two (HS2) is the company responsible for developing and promoting the UK’s new high-speed rail network. It is funded by grant-in-aid from the Government

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S2 will link eight of the UK’s major cities and serve millions of people. Travelling between the cities of the Midlands and the North will become much

easier. HS2 will free up extra capacity for local passenger and freight services on the existing network. So, as well as efficiently carrying millions of people, the new railway will benefit those who never use it. Economic value HS2 will begin rebalancing the UK economy long before the trains start running. It’s already beginning to boost economic development in the Midlands and the North,

and to ease pressure on London by creating opportunities elsewhere. HS2 will create around 25,000 jobs and fuel economic benefits worth over £103 billion to the UK. Stations On 13th December 2017 it was reported that some of the UK’s biggest contractors had formed joint ventures to bid for the opportunity to deliver London’s two planned HS2 stations. The combined deal would be worth a total of £3 billion. One station, Old Oak Common in west London, will be brand new and is believed to cost £1.3 billion to build. The other, Euston station, will be redeveloped at a cost of

£1.7 billion. Both projects are targeted for completion by 2026. The first major structure to be built at Euston received the green light on 9th August 2019, with the London Borough of Camden approving the design for the high speed rail project’s eye-catching ‘sugar cube’ which will house technical equipment and a vent shaft for London Underground. At Euston, the arrival of HS2 will more than double capacity, improving journeys for the 44 million people who use the station every year, as well as releasing space for extra commuter services into the capital. As a result commuters from places like Milton Keynes could see a 76 per cent increase in the number of seats into Euston during peak hours. Route HS2 will connect London to Edinburgh and Glasgow, running from Euston through the new station at Old Oak Common and then onto Birmingham. From there it will split off and run to the East Midlands Hub in one direction and to Manchester Piccadilly via Crewe in the other direction. That first stretch to Birmingham is Phase One which is expected to be completed by 2026. The second is Phase Two. It will be delivered in two phases: Phase 2a extends from the West Midlands to Crewe and is due to open in 2027. Phase 2b continues the line to Manchester and also joins the existing railway just south of Wigan. Meanwhile Phase 2b’s eastern leg runs from Leeds via HS2’s East Midlands Hub to Birmingham. Phase 2b services will begin in 2033. The remainder of the journey north will use the East Coast Mainline to connect the East Midlands Hub to Newcastle. Cluster effect Part of the goal of HS2 is to create different clusters in areas of the UK outside of London. One example of this is in the digital sector. The digital sector is a significant source of growth and employment in the UK, employing over 1.6 million people and with turnover that grew by over twenty per cent between 2011 and 2015. The North of England is home to digital clusters that employed over a quarter of a million people in 2014. Manchester is the largest digital cluster outside of London by number of employees. Leeds has expertise in health technology, Big Data and FinTech7. Newcastle is home to thousands of software, electronic gaming and creative businesses. The Sheffield City Region is home to over five thousand technology companies. Liverpool has strengths in the areas of

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KEY PERSONNEL Chief Executive Officer: Mark Thurston Chairman: Allan Cook CBE Chief Financial Officer: Michael Bradley CB Infrastructure Director: Chris Rayner CF Booth Ltd was established in 1920 by Clarence Frederick Booth and since that time has continued to be Safety and Assurance Director: Emma Head passed down through the generations of the Booth family. Human Resources Director: Neil Hayward The company has been associated with the scrapping of diesel and electric locomotivesGeneral since the 1960s has anSecretary: Counsel andand Company excellent reputation as one of the largest rolling stock recyclers in the UK, winning nationally tenders from Nicolereleased Geoghegan several of the main rail operating companies. Managing Director - Phase Two: Tim Smart Strategic Director for Stakeholder Engagement The head office is located in Rotherham, South Yorkshire at Clarence Metal Works with the company’s gantry cranes and Communications: Aileen Thompson and three derrick cranes making the site quite distinctive.

gaming and connected devices. HS2 aims to help cities such as Leeds, Manchester, Newcastle and Birmingham to strengthen their offers as destinations for conferences and business visitors, providing networking opportunities for local businesses. Another cluster that HS2 aims to cultivate is in the financial services sector. Cities and regions in the Midlands and the North find it harder to secure the same degree of scale and success as their counterparts in the Southeast. In the North the population is spread across a number of cities and the density of employment in urban areas is

CONTACT INFORMATION lower than in the rest of England. This smaller scale of urban areas is Address: Two Snowhill, Snow Hill Queensway, compounded by poorer levels of transport Birmingham B4 6GA connectivity compared to the Southeast. Phone: 0808 143 4434 For example, a 52-mile rail journey from Email: HS2enquiries@hs2.org.uk Birmingham to Nottingham takes one hour Website: www.hs2.org.uk and nine minutes. A comparable rail journey between Southampton Central and Reading local commuter services. For example, the of fifty miles is around twenty minutes combination of changes to conventional rail faster. services alongside new HS2 services has the HS2 is intended to increase the potential to more than double evening peak number of skilled workers that businesses seats compared to today’s services from based in theCF UK’s cities can access – both Booth Ltd was established in 1920 by Clarence Frederick Booth and since that time has continued to be Manchester Piccadilly towards Stoke-ondirectly on HS2 services, and releasing passed down through the by generations of the Booth family. Crewe. capacity on the existing forthe scrapping Trent The company has rail beennetwork associated with of diesel and and electric locomotives since the 1960s and has an excellent reputation as one of the largest rolling stock recyclers in the UK, winning nationally released tenders from several of the main rail operating companies. The head office is located in Rotherham, South Yorkshire at Clarence Metal Works with the company’s gantry cranes and three derrick cranes making the site quite distinctive.

CF Booth rolling stock division has achieved both ISO 9001 and 14001 standards and has invested heavily in

CF Boothdeveloping Ltd is onethe ofinfrastructure the leadingtometal handle all kinds of rolling stock including more than 1,500 metres of rail sidings, hed in 1920 byrecycling Clarencecompanies Frederick in Booth andEstablished since that time has continued to be UK. which allows us tothe accommodate a substantial amount of rolling stock. Work continues at present with rail vehicles nerations of theinBooth 1920 family. by Clarence the to Network Rail and the proximity of the railway sidings to roads give this side being broughtFrederick in through Booth, a connection business of has from a local metal trader thegrown business a high profile with many wagons, carriages, underground and departmental stock being processed. ciated with the scrapping of diesel and electric locomotives since the 1960s and has an into one of the largest independently run In recyclers addition, our extremely buying process and quick payment terms mean that for many companies f the largest rolling stock UK,competitive winning nationally released tenders from recycling companies in in the Europe and is nearing wishing to dispose of their rolling stock, CF Booth Ltd is the first port of call. Besides processing rolling stock for ting companies. its 100ththeir yearresidual anniversary. CF ferrous Booth metals, has been ferrous/non we also salvage any or all components that may be required by railway associated with the scrapping of diesel preservationists. Rotherham, South Yorkshire at Clarence Metal Works and with the company’s gantry cranes electric locomotives since the 1960’s and is now one of the largest rolling stock recyclers in the UK, working with king the site quite distinctive. The current Rolling Stock Manager, Christopher Davis, says: “We are proud to be playing a major role in supporting CF Booth rolling stock division has achieved both ISO 9001 and 14001 standards and has invested heavily in several ofthe the main rail operating companies. UK national rail industry and extremely proud to provide a valuable service toofrailway enthusiasts and developing the infrastructure to handle all kinds rolling stock including more than 1,500 metres of rail sidings, We are more than just a metalthe recycler, ourcontinue continued investment in infrastructure and quality personnel has put which allows us to accommodate a substantial amount rolling stock. Work continues at present with rail vehicles preservationists throughout UK as they to restore rolling stock vehicles tooftheir former glory for future being brought in through a connection to Network Rail and the proximity of the railway sidings to roads give this side us at the generations forefront of metal recycling industry. Working with global businesses and international brands has made to the enjoy. We value the relationship we have built up with preservationists and enthusiasts over the years’’. of the business a high profile with many wagons, carriages, underground and departmental stock being processed. us think differently and strive to continue our development. In addition, our extremely competitive buying process and quick payment terms mean that for many companies wishing toisdispose of their rolling CF BoothLtd Ltd isa thepart first port call. Besides processing rolling stock for Our rolling stock asbestos removal/disposal service supported bystock, Demex ofofthe CF Booth Group. Their their residual ferrous/non ferrous metals, we also salvage any or all components that may be required by railway fully trained and accredited operatives use the very latest equipment and techniques to safely strip out and dispose preservationists. of asbestos. Besides processing rolling stock for their residual ferrous/non-ferrous metals, we also salvage all The current Rolling Stock Manager, Christopher Davis, says: “We are proud to be playing a majorany role in or supporting the UK national rail industry and extremely proud to provide a valuable service to railway enthusiasts and components that may be required by Railway Companies and Railway Preservationists. preservationists throughout the UK as they continue to restore rolling stock vehicles to their former glory for future generations to enjoy. We value the relationship we have built up with preservationists and enthusiasts over the years’’.

Office Tel: +44 (0) 1709 559198 | Fax: +44 (0) 1709 562631 | www.cfbooth.com All enquiries regarding your rolling stock can be directed to: Christopher Davis, Rolling Stock Manager - CF Booth Limited, Clarence Metal Works, Armer Street, Rotherham, Yorkshire, United Kingdom, S60 1AF

Office Tel: +44 (0) 1709 559198 | Fax: +44 (0) 1709 562631 | www.cfbooth.com

Rail Professional Industry Reference Book 2020 Page 57

All enquiries regarding your rolling stock can be directed to:

Christopher Davis, Rolling Stock Manager - CF Booth Limited, Clarence Metal Works, Armer Street, Rotherham, Yorkshire, United Kingdom, S60 1AF


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Infrastructure

East West Rail New connections will make the Oxford - Cambridge Arc more commutable, opening up new job opportunities, supporting local business and helping the economy to grow

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ast West Rail is a proposed new rail link under development which would connect communities between Oxford, Milton Keynes, Bedford and Cambridge, creating new opportunities for people right across the area. It’s an ambitious project that proposes bringing back into use a section of railway that was closed to passengers in the 1960s, refurbishing existing railway lines between Bletchley and Bedford, and building brand new railway infrastructure between Bedford and Cambridge. Oxford to Bicester: open • Completed in 2016, this section combined upgrading the track between Oxford and Bicester Village with major improvements to local stations. • Chiltern Railways began running services from Oxford through to London via Bicester in 2017. Oxford to Bedford: in planning • This complex section involves reinstating

parts of the old track, upgrading stations, building a new station at Winslow and a large number of overbridges, footbridges and changes to crossings. • East West Railway Company and Network Rail are leading a team known as the East West Rail Alliance, who will design and deliver this section. • An application for the planning permission required, known as a Transport and Works Act Order (TWAO) was submitted in July 2018. • The Secretary of State for Transport approved Network Rail’s TWAO application on 4th February 2020 allowing main construction work to start. Bedford to Cambridge • Having identified five promising route options between Bedford and Cambridge, East West Railway Company held an initial non-statutory consultation in early 2019, creating a strong foundation for our design work. • Following this consultation, we have now

selected the Preferred Route Option, and we are concentrating on choosing the best alignment for this section. East West Railway Company The East West Railway Company was set up in 2017 to develop a railway with customers and communities at its core. The company is passionate about building a railway that best serves people living and working between Oxford, Cambridge, Bedford and Milton Keynes, as well as providing the best value for the taxpayer. They have a mission to do things differently, to innovate and challenge the status quo in the rail and construction industries. Their distinctive outlook and passion for doing the right thing for their customers and local communities runs through everything they do and every decision they make. ​The company’s role is to oversee the work already underway on East West Rail between Oxford, Bedford and Milton Keynes, to develop the case for the section between Bedford and Cambridge, and to integrate the two sections of the project to get the best results for all the communities between Oxford and Cambridge. ​East West Railway company works with four key stakeholders: • The Department for Transport. • Network Rail. • East West Rail Alliance. • East West Rail Consortium. Environment The team at East West Railway Company are passionate about protecting the environment for the communities they serve and aim to become a net-zero carbon railway and aim to achieve biodiversity net gain in both the construction and operation of East West Rail.

KEY PERSONNEL Chief Executive, East West Railway Company: Simon Blanchflower, CBE Chair, East West Railway Company: Rob Brighouse Strategy Director, East West Railway Company: Will Gallagher

CONTACT INFORMATION Phone: 0330 1340067 Email: contact@eastwestrail.co.uk Rail Professional Industry Reference Book 2020 Page 59


Infrastructure

Midland Metro Alliance The West Midlands Combined Authority, the design consortium of Egis, Tony Gee and Pell Frischmann, and contractor Colas Rail (supported by their suballiance partners Colas Limited, Barhale, Bouygues UK and Auctus Management Group) came together to form the Midland Metro Alliance in July 2016 working on behalf of Transport for West Midlands

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ach of the partner companies brings a complementary area of expertise to the alliance. The real focus, however, is on leaving a legacy of skills and experience for the region, even after the extensions are complete. The Midland Metro Alliance is working with Transport for West Midlands on a number of projects for the West Midlands Metro network, each in differing stages of development, design or delivery. Wolverhampton City Centre Metro extension As part of the £150 million Wolverhampton Interchange, the Wolverhampton City Centre Metro extension will branch off from the existing route just before the current terminus at Wolverhampton St. George’s. This branch of the Metro will stop at the city’s bus station on Pipers Row, before continuing to the railway station which itself is being rebuilt, allowing easy interchange between rail, bus and tram along with other

modes of transport. Work on the Metro extension began in spring 2018 and two-thirds of the construction recently wrapped in November 2019. The final element of construction will begin after the opening of the city’s new railway station with passenger services due to begin shortly after. Birmingham Westside Metro extension Construction for the first phase of the Birmingham Westside Metro extension, which sees trams extended to Birmingham’s recently redeveloped Centenary Square, gathered pace in recent months ahead of the December 2019 opening of passenger services. This phase of work follows the expansion of the West Midlands Metro network from St. Chads to Grand Central in Birmingham City Centre, which opened for passenger service in 2016, and saw passenger numbers increase by more than three million in a year.

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anticipated extension get underway with preparatory utility diversions and upgrades in Dudley and the installation of a key track intersection in Sandwell.

This section if the network is the first in the UK to run without the need for overhead wires with West Midlands Metro Urbos 3 vehicles fitted with battery technology from supplier, CAF. The second phase of this route, from Centenary Square to a terminus just west of Five Ways at 54 Hagley Road, commenced construction in early 2019 with the strengthening of Broad Street Canal tunnel and the successful closure of a busy city centre underpass in the summer. Following on from Centenary Square, West Midlands Metro services will call at new stops in Brindleyplace, serving the city’s vibrant entertainment district, as well as Five Ways and Edgbaston Village for the business quarter. The second phase of the Westside extension is planned to be open in 2021,

ahead of Birmingham’s hosting of the 2022 Commonwealth Games, where public transport improvements, including the Metro extension programme, will play an important part in delivering a successful event. Wednesbury to Brierley Hill Metro extension The eleven-kilometre Wednesbury to Brierley Hill Metro extension forms part of Transport for West Midlands’ ambitious plan to regenerate public transport in the region. Due to open in 2023, the line will extend the already successful Metro service further into the heart of the Black Country, providing convenient interchange with local bus and rail services. Through 2020, those living, working or visiting the Sandwell and Dudley area will see work on the much-

Birmingham Eastside Metro extension Plans to further extend the tram network to the east of Birmingham are well advanced, with a decision from central government on the Transport and Works Act Order expected imminently. Once approved, the route will separate from the existing line at Bull Street in order to serve Digbeth and the terminus at Curzon Street, helping to attract further commercial and residential development in the area. Construction would take place in a phased manner allowing passenger services to commence in 2026 in line with the opening of the HS2 station at Curzon Street. East Birmingham to Solihull Metro extension The East Birmingham to Solihull Metro extension will see the current network expand further eastwards along a new 17.5 kilometre route and will forge a direct link between Central Birmingham and key locations including Heartlands Hospital, Birmingham Business Park, Birmingham International Station, the National Exbhition Centre and Birmingham International Airport. Facebook: Midland Metro Alliance Instagram: @midlandmetroalliance LinkedIn: company/midland-metro-alliance Twitter: @midlandtram

CONTACT INFORMATION Address: 4th Floor Alpha Tower, Suffolk St Queensway, Birmingham B1 1TT Phone: 0121 643 8729 Email: communications@metroalliance.co.uk Website: www.metroalliance.co.uk Rail Professional Industry Reference Book 2020 Page 61


Infrastructure

LCR LCR is a skilled commercial developer and the UK Government’s regeneration and placemaking expert. It has a 25-year track record of creating exciting new destinations for people to live, work and experience

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CR uses its skills in land assembly, placemaking and development to unlock regeneration opportunities. Its unique position on the cusp of the public and private sectors allows it to transform the most complex sites, using an imaginative approach to problem solving to bring forward schemes that deliver homes and jobs, and create value from public sector real estate assets. The team’s considerable experience includes the delivery and sale of the High Speed 1 railway and the associated multibillion-pound, mixed-use developments at King’s Cross and Stratford City – two of London’s most successful regeneration stories. Major projects LCR’s current projects include the £1.1 billion regeneration of the Mayfield site in Manchester. Working with U+I as its development partner, the project will deliver a mixed-use community at a 24-acre site adjacent to Piccadilly station.

In Stratford, east London, LCR and Lend Lease are continuing to bring forward International Quarter London (IQL) – a £2.4 billion urban regeneration which will deliver four million sq. ft of Grade A office space, new homes and community facilities, within a 22-acre site. Nearly one million sq. ft of office space is already let or pre-let at IQL, to organisations including the FCA, Transport for London, Cancer Research UK and the British Council. In central London, LCR is delivering Waterloo.London, a new retail, restaurant and leisure destination in the heart of the South Bank. Set to open in Spring 2021, it will feature 135,000 sq ft of local, independent and national retail and leisure operators. LCR has also transformed the

nearby railway arches at Leake Street into a creative and leisure destination, populated by local independent businesses and startups. Strategic partnerships Using expertise gained from delivering some of the UK’s most successful regeneration projects, LCR collaborates with local authorities, LEPs, government agencies and private developers to deliver outstanding developments. It provides long-term support and forms joint venture partnerships to create the conditions to ensure every destination reaches its full potential, with a focus on driving public value through delivering meaningful outcomes, not short-term returns. Origins in the rail industry LCR was formed in 1994 to bid for the contract to build and operate the Channel Tunnel Rail Link (CTRL) and to own the UK arm of the Eurostar International train service. It won the bid in 1997 and spent the following ten years delivering on its promises for High Speed 1, until it sold a 30-year concession for the project for £2.1 billion to a consortium of Borealis and Ontario Teachers’ Pension Fund. LCR then moved from the private to public sector, becoming a limited company wholly-owned by the Department for Transport.

KEY PERSONNEL Chairman: Nick Markham Interim Chief Executive: Peter Hawthorne Development Director: Adrian Lee Asset Management Director: Lucy Robinson Managing Director for Strategic Partnerships: Jamie Kerr

CONTACT INFORMATION Address: 20 Cranbourn Street, London WC2H 7AA Phone: 020 7391 4300 Email: info@lcrproperty.co.uk Website: www.lcrproperty.co.uk

Page 62 Rail Professional Industry Reference Book 2020


INDEX

Holding Companies Abellio UK Arriva UK Trains First Group Go-Ahead Group Keolis MTR Corporation SERCO

Rail Professional Industry Reference Book 209 Page 63


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Holding companies

Abellio UK Abellio is one of the UK’s largest transport groups, operating five rail franchises, as well as 740 buses on 52 London bus routes

O

ver 16,000 people are employed across its operating companies, which collectively serve over a million passengers in England and Scotland every day. A wholly-owned subsidiary of Dutch rail operator Nederlandse Spoorwegen, Abellio was founded in 2002 to take advantage of the liberalisation of the European transport sector, and it now has operations in the UK and Germany. Abellio first entered the UK transport market in 2003, and has since established itself as one of the UK’s foremost rail owning groups, accounting for nearly one in five of all UK rail customers – the largest it has been in its operating history. Its UK rail franchises are Merseyrail (a 50:50 venture with Serco), Greater Anglia (a 60:40 venture with Mitsui), ScotRail, West Midlands Trains (a 70:15:15 venture with Mitsui and JR East) and East Midlands Railway. After taking its first steps into the London bus market in 2009, the company now runs around eight per cent of all London bus services. Abellio wants to make it easier to travel, by providing comfortable, reliable journeys which are simple for people to plan, buy and use. To this end, the company is investing heavily across its UK rail franchises to transform its services, improve its customers’ experience and help to deliver a

sustainable zero carbon future. Through its £3 billion investment in new trains for all its operating companies, Abellio is delivering more seats and services, and it will be

introducing its first fleet of all-electric buses onto London’s roads in 2020. This investment and innovation reflect Abellio’s strong commitment to improving its customers’ experience by delivering the more reliable, simple and sustainable transport services they rightly expect.

KEY PERSONNEL MD Abellio UK: Dominic Booth COO Bus: Alan Pilbeam COO Rail: Dave Kaye Financial Director: Chris Harris Commercial Director: Stewart Fox-Mills UK New Trains Project & Fleet Director, and ScotRail COO: Alex White Human Resources Director: Andrew Meadows Director of Communication: Allan Watt

CONTACT INFORMATION Address: 5th Floor, The Culzean Building, 36 Renfield Street, Glasgow G2 1LU Phone: 0141 320 0620 Email: communications@abellio.co.uk Website: www.abellio.com/uk Rail Professional Industry Reference Book 2020 Page 65


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Holding companies

Arriva UK Trains Arriva is a major train operator in the UK with over 14 years’ experience in providing passenger rail services

A

rriva runs two rail franchises, one rail concession and one open access contract.

CrossCountry CrossCountry is one of Great Britain’s largest long-distance passenger operators. Stretching from Aberdeen to Penzance, Manchester to Bournemouth and from Stansted Airport to Cardiff, it calls at more than 120 stations. Based in Birmingham, CrossCountry connects seven of Britain’s ten largest cities, delivering almost services every weekday that equates to over forty million passenger journeys a year. CrossCountry has been awarded five stars under the EFQM ‘Recognise for Excellence’ accreditation and the coveted UK Excellence Award by the British Quality Foundation. CrossCountry’s pioneering service offering the opportunity to purchase discounted Advance tickets or seat reservations on the day of travel, subject to availability, continues

to benefit customers with over 1.2 million bookings made in 2019. This award-winning service has now been replicated by several other train companies. Chiltern Railways Chiltern Railways provide scheduled passenger services along the M40 corridor between London Marylebone and Birmingham Moor Street, to Aylesbury via Amersham. Following an investment of £250 million, Chiltern Railways opened the first mainline railway between two major UK cities in over one hundred years when it linked Oxford and London Marylebone. As of August 2019, Chiltern has been named by passengers as the best operator between the Midlands and London and between Oxford and London and enjoys passenger satisfaction levels of ninety per cent. Grand Central Grand Central is an established long-distance

train company carrying around 1.5 million passenger journeys a year. Grand Central operates under an Open Access licence and reaches the parts of the country other services don’t – directly linking cities and towns in Yorkshire and the North East with London. Based in York, Grand Central operates 18 services a day on two routes with an industry leading customer satisfaction rating. Grand Central was voted the best long distance operator for the ninth time and best for value for money in the latest National Rail Passenger Survey (Autumn 2019). The company has confirmed its plans to operate a brand new service between Blackpool and London from Spring 2020. London Overground Arriva Rail London operates the London Overground network under contract to Transport for London (TfL). The seven and half year concession commenced in November 2016, with the network linking 23 of London’s 33 boroughs. Working in partnership with TfL, Arriva Rail London plan to deliver further improvements for customers through more frequent services, new trains and improved interchanges, as well as developing stations and lines to meet increasing passenger demand. Arriva TrainCare Arriva TrainCare provides maintenance depots and servicing facility for electric and diesel trains. In recent years, Arriva TrainCare has grown following substantial investment in developing heavy maintenance work. Operating from five depots in strategic locations across the country, Arriva TrainCare currently provides overnight and heavy maintenance services to several train operating companies and ROSCOs, along with post production support for new train manufacturers.

KEY PERSONNEL Arriva CEO: Manfred Rudhart Managing Director UK Trains: Chris Burchell

CONTACT INFORMATION Address: Arriva plc, Admiral Way, Doxford International Business Pk, Sunderland SR3 3XP Phone: 0191 520 4000 Email: enquiries@arriva.co.uk Website: www.arriva.co.uk Rail Professional Industry Reference Book 2020 Page 67


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Holding companies

First Group First Group owns and operates multiple transport modes across the world – in the United Kingdom’s it owns three TOCs and operates two routes directly

F

irst is an experienced operator of all types of passenger railways – intercity, commuter, regional and sleeper services and as one of the most experienced operators in the UK. First have proposed and delivered over £650 million capital investment into the franchises since 2006. Since they began running rail operations, they have introduced more than 740 additional vehicles across various franchises, which has also led to the creation of new depot facilities and jobs. The customer app for First operating companies has been downloaded more than one million times; First is working with councils to introduce smart ticketing and has led one of the largest roll outs of free Wi-Fi on the UK rail network. Owner First Group owns Great Western Railway (GWR) which operates the Great Western rail franchise area. This includes South Wales, the West Country, the Cotswolds, and

large parts of Southern England. First will run the franchise until at least April 2019. First Group also owns TransPennine Express which provides vital connections between key cities in the North of England and Scotland. TransPennine Express operates intercity services on three main routes: • North TransPennine • South TransPennine • North West and Scotland. The third TOC owned by First Group is South Western Railway, which the Group owns in a 70/30 share with MTR. South Western Railway operates almost 1,700 services per day across the network, providing commuter, inter-urban, regional and long-distance services to passengers in south west London and southern counties of England, as well as Island Line services on the Isle of Wight. Operator First operates the Tramlink service on behalf

of Transport for London and the Heathrow Connect service with Heathrow Airport. It also operates Hull Trains and has track access rights to operate the service until 2029.

KEY PERSONNEL Chairman: Wolfhart Hauser Chief Executive Officer: Matthew Gregory Managing Director - First Rail: Steve Montgomery Interim Chief Financial Officer: Nick Chevis Group Employee Director: Jimmy Groombridge

CONTACT INFORMATION Address: 395 King Street, Aberdeen, Scotland AB24 5RP Phone: 01224 650100 Email: contactus.fec@firstgroup.com Website: www.firstgroupplc.com Rail Professional Industry Reference Book 2020 Page 69


Holding companies

Go-Ahead Group The Go-Ahead Group is one of the UK’s leading public transport providers with over one billion journeys made on its bus and rail services each year

S

ince foundation in the 1980s, Go-Ahead has transformed from a small bus operator in northeast England to a FTSE 250 company. It employs 28,000 people in the UK and overseas, who work hard to deliver safe, reliable and value-for-money services for passengers. Go-Ahead has a devolved approach to the management of its bus and train operating companies. They are run autonomously, are locally-branded, and the management teams are empowered to respond directly to the needs of the local communities they serve. Working in this way ensures Go-Ahead retains strong local expertise and can focus on the needs of customers and adapt quickly to changing conditions in local markets. It is the largest operator of bus services in London, running around a quarter of London’s buses and outside of London, its regional bus services account for around eleven per cent of the UK market. Go-Ahead also runs bus services in Singapore and began running services in Ireland in 2018. Govia Go-Ahead’s UK rail operation (Govia) is a joint venture between Go-Ahead (65 per cent) and Keolis (35 per cent). In the years since the privatisation of rail operations, Go-Ahead’s rail division has

delivered profitability, strong cash flow and good returns on capital; and continues to do so. Govia Thameslink Railway (GTR) Govia Thameslink Railway (GTR) began operating in September 2014 with Great Northern and Thameslink routes. Southern and Gatwick Express routes were integrated in July 2015. It is the largest and busiest single rail franchise in the UK: in terms of passenger numbers (around 25 per cent of all train passenger journeys), trains, revenue and staff (6,500 people employed). The franchise encompasses King’s Lynn in the north and Brighton in the south, serving London as well as several important regional centres including Cambridge, Luton, Peterborough, Portsmouth and Southampton. It also provides direct links to major airports (Gatwick and Luton) as well as St Pancras International. Southeastern The Southeastern franchise was won in 2006 and in its first year the franchise achieved the largest ever improvement in customer satisfaction of any UK rail operator. The original franchise expired in 2014 and extensions have now taken it up to April 2020. Southeastern operates services throughout Kent, parts of East Sussex and southeast London. Since December 2009 Southeastern has also operated the UK’s first high-speed domestic service on HS1.

Page 70 Rail Professional Industry Reference Book 2020

Outside of the UK, Go-Ahead is now operating rail services in Germany and Norway.

KEY PERSONNEL CEO of Go-Ahead: David Brown Chief Financial Officer: Elodie Brian Chairman: Clare Hollingsworth Group Company Secretary: Carolyn Ferguson Group Commercial and Customer Director: Katy Taylor Managing Director Rail Development: Charlie Hodgson

CONTACT INFORMATION Address: The Go-Ahead Group plc, 4 Matthew Parker Street, Westminster, London SW1H 9NP Phone: 020 7799 8999 Email: Enquiries@go-ahead.com Website: www.go-ahead.com


Holding companies

Keolis Keolis operates public transport networks on behalf of three hundred transport authorities around the world. It is now present in 16 countries across four continents

K

eolis has operated in the UK since 1996, and today employs over 13,000 people. Through its joint ventures, it operates the iconic Docklands Light Railway, Manchester’s Metrolink and the award-winning urban light rail network in Nottingham, alongside some of the UK’s busiest rail franchises. These include some of the best-known brands in UK transport as well as the nation’s only high-speed rail network, HS1, and Transport for Wales Rail Services. Govia Govia is a joint venture between Keolis (35 per cent) and Go-Ahead Group (65 per cent). The brad operates two major rail franchises and is one of the UK’s busiest rail operators, currently providing around 25 per cent of all passenger journeys. It has introduced more new trains into service than any other operator since the UK’s rail network was privatised, and employs some 27,000 employees. Transport for Wales In 2018, Transport for Wales awarded KeolisAmey a 15-year franchise to operate and transform the 1,623km Wales & Borders network with a £5 billion investment. To date, the team has delivered a series of train upgrades and a 40 per cent increase in Sunday services, with plans to reduce average ticket prices from January 2020. The contract is set to create 600 new jobs, with 30 new apprenticeships created each year to

support delivery. The project also incorporates the development of the South Wales Metro, a new transport system that will transform mobility across the Cardiff Capital Region by providing faster, more frequent and integrated services across trains, buses and light rail. GTR GTR, which stands for Govia Thameslink Railway, is the largest train operating company in the UK and was created following the merger of Great Northern, Thameslink, Southern and Gatwick Express in July 2015. GTR now carries more passengers, people and trains than any other franchise in the country with 341 million passenger journeys each year across 800 miles of network. In addition, the franchise operates 516 trains, manages 235train stations and employs over 7,200 people. GTR is part of Govia. Tramlink Keolis is part of the Tramlink consortium responsible for the operation, maintenance and ongoing expansion of the Nottingham tram system. In December 2011, Tramlink entered into a PPP (Public-Private Partnership) agreement for 22 and a half years. Together Keolis, Trent Barton, Alstom and Vinci, are the industrial shareholders in the Tramlink Nottingham concession company. The network has undergone a major expansion programme opening two new

lines in August 2015, which saw the addition of an extra 10.8 miles of track and new vehicles, taking the total fleet to more than twenty trams. It achieved record passenger growth last year, growing the number of customer journeys by 5.7 per cent to more than 17.7 million, and rolled out a range of initiatives to boost operational performance. Joint venture with Amey Keolis and infrastructure consultancy Amey formed a joint venture in 2014 to capitalise on the benefits of closer integration between operations and infrastructure. In total there are three routes operated by KeolisAmey: • Metrolink • Docklands • Transport for Wales

KEY PERSONNEL Chairman of Keolis UK: Sir Derek Jones CEO: Alistair Gordon Chief Operating Officer: Nigel Stevens Finance Director: Virginie Merle

CONTACT INFORMATION Address: Evergreen House North, 160 Euston Road, London NW1 2DX Phone: 020 3691 1715 Email: comms@keolis.co.uk Website: www.keolis.co.uk Rail Professional Industry Reference Book 2020 Page 71


Holding companies

MTR Corporation MTR Corporation was established in 1975 with a mission to construct and operate an urban metro system for Hong Kong

I

n June 2000, it was re-established as MTR Corporation Limited and was listed on the Stock Exchange of Hong Kong in October 2000. In December 2007 the operations of the government-owned rail operator, the Kowloon-Canton Railway Corporation, were merged into MTR. The merged rail network comprises nine commuter railway lines, a light rail network and a highspeed airport express link with an average weekday ridership of more than 5.5 million passengers in Hong Kong. Globally, MTR delivers services for over 12.7 million people each day, more than 4.2 billion journeys every year. MTR is acknowledged as one of the world’s leading operators of metro, commuter and airport rail systems and has a successful international consulting business. It is also an acknowledged world leader in Rail + Property development, and manages shopping malls, retail units, apartments and other major buildings along some of its lines.

Global footprint MTR offers worldwide railway consultancy and contracting services. Clients served include metro companies, government authorities and rail system suppliers in the Mainland of China, India, Australia, the Middle East and Southeast Asia. In China, MTR operates the Beijing Metro Lines 4, 14, and 16 and the Daxing Line extension, Shenzhen Metro Longhua Line and the Hangzhou Metro Line 1. Further projects and concessions in development include Hangzhou Metro Line 5, and property projects along Shenzen Metro Longhua Line and Tianjin Metro Line 6. In Australia, MTR operates and manages the Melbourne Metro and in September 2014 the Northwest Rapid Transit Consortium, of which it is a shareholder, was awarded the Operations, Trains and Systems Public-Private Partnership (PPP) contract for the Sydney Metro Northwest project in Sydney. MTR also operates and manages Stockholm Metro, the MTR Express intercity service between Stockholm and Gothenburg and Stockholm Commuter Rail Systems in Sweden. United Kingdom MTR has operated in the UK for a number of years, running the London Overground network from 2007 until 2016. During its tenure London Overground had one of the highest right-time punctuality rates in the UK, and MTR’s extent of operations increased as the network was expanded. In 2015 the business was re-accredited by Investors in People (IiP) and was also

awarded five-star EFQM accreditation for excellence. MTR’s current footprint in the UK includes TfL Rail and South Western Railway. TfL Rail MTR was awarded the TfL Rail Trains Operating Concession in July 2014 and is currently running TfL Rail Services between Liverpool Street in London and Shenfield in Essex, as well as services between Paddington and Heathrow. London’s Crossrail concession will be known as the Elizabeth line when fully open. South Western Railway South Western Railway is a joint venture between FirstGroup and MTR Europe. With about 235 million passenger journeys a year, the South Western franchise covers urban, suburban, regional and long-distance routes between London Waterloo and southwest England, including Bristol, Exeter and Portsmouth. South Western Railway has some of the busiest routes in the country, operating nearly 1,700 services each weekday. First MTR South Western Trains was awarded the contract by the Department for Transport (DfT) in March 2017 and operations began in August 2017 for a seven-year period with the option for an eleven-month extension at the discretion of the DfT.

KEY PERSONNEL CEO Europe: Jeremy Long European Finance Director: Mike Nelson

CONTACT INFORMATION Address: Samuel House, 6 St Alban’s Street, London SW1Y 4SQ Phone: 020 7766 3500 Email: mtr@mhpc.com  Website: www.mtreurope.com Rail Professional Industry Reference Book 2020 Page 73


Holding companies

SERCO Serco has global expertise in the design, setting up, operation, and maintenance of heavy rail, metro and light rail operations across the globe

F

rom the turnkey operation of the Dubai Tram which is the first fully wireless system in the world and the Dubai Metro, one of the highest performing metro systems in the world, to redefining a luxury experience on the Scottish Caledonian Sleeper. Caledonian Sleeper Serco began operating Caledonian Sleeper in April 2015 after it was selected by Transport Scotland to manage the new 15-year franchise back in May 2014. Total revenue to Serco over the franchise period is estimated at up to £800 million, of which approximately £180 million will be in the form of franchise payments. In 2019, Caledonian Sleeper’s service was transformed when it debuted 75 new carriages across its Highlander and Lowlander routes – delivering on a commitment made when the contract was won. The fleet, built at a cost of £150 million, has been part funded by capital grants from Scottish Ministers and from the UK Government.

Commenting on the launch, Ryan Flaherty, Serco’s Managing Director for Caledonian Sleeper, said: ‘Our new trains have been years in the making and to see them make their debut is a huge moment for everyone involved in making this dream a reality. The overriding ambition has been to deliver on our vision of a Caledonian Sleeper service fit for today’s traveller, one that combines the modern facilities people expect with that feeling of nostalgia that comes from long-distance railway travel. We want guests to have a magical journey with us, whether they are travelling for business or for pleasure.’ Dubai Metro Serco first began operating and maintaining the initial ten stations on the Red Line from the official opening of the Dubai Metro in 2009. Expansion of the Metro has seen the Red Line grow to 29 stations, while the Green Line, opened in 2011, added an additional 20 stations. The Red Line expansion for Expo 2020 adds 15 kilometres and connects seven stations. At that point, the Dubai Metro will have a total network

length of 90 kilometres and over 120 trains running at peak times. Serco’s more than 2,000 employees on the Dubai Metro continue to deliver excellent operational performance and record numbers of passenger journeys. In March 2019 Serco signed a two-year contract extension with the Roads and Transport Authority (RTA) to continue operating and maintaining the Dubai Metro until September 2021. The contract extension includes the operation and maintenance of the Red Line expansion which is currently under construction; the test-run of the expanded service is expected to start in February 2020 in readiness for full operation ahead of Expo 2020 which begins in October. The total value of the fixed base fee for the contract extension is around AED680 million (£140 million).

KEY PERSONNEL Chairman: Sir Roy Gardner Group Chief Executive Officer: Rupert Soames OBE Chief Executive Officer, Serco UK and Europe: Kevin Craven Group Chief Financial Officer: Angus Cockburn Managing Director, Transport for the UK & Europe: John Whitehurst Group Human Resources Director: Anthony Kirby Group General Counsel and Company Secretary: David Eveleigh Group Strategy Director: Kate Steadman

CONTACT INFORMATION Address: Serco House, 16 Bartley Wood Business Park, Bartley Way, Hook, Hampshire RG27 9XB Phone: 01256 745900 Email: generalenquiries@serco.com Website: www.serco.com

Page 74 Rail Professional Industry Reference Book 2020


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INDEX

Passenger Operators Alliance Rail Holdings Avanti West Coast Blackpool Tramway Caledonian Sleeper Chiltern Railways CrossCountry c2c East Midlands Trains Edinburgh Trams Elizabeth line Enterprise Eurostar Gatwick Express Glasgow Subway (SPT) Govia Thameslink Railway Grand Central Great Northern Great Western Railway Greater Anglia Heathrow Express Hull Trains Keolis Amey Docklands (KAD)

London North Eastern Railway (LNER) London Overground London Tramlink London Underground Ltd Merseyrail Metrolink Northern Ireland Railways Nottingham Express Transit ScotRail South Western Railway Southeastern Southern Stagecoach Supertram Stansted Express Stourbridge Shuttle TransPennine Express Tyne and Wear Metro Venice Simplon-OrientExpress Wales and Borders West Midlands Metro West Midlands Trains

Rail Professional Industry Reference Book 209 Page 77


Passenger operators Holding company Arriva

Alliance Rail Holdings Arriva’s Alliance Rail business explores opportunities for open access passenger rail services to add to Arriva’s portfolio

A

lliance Rail has applied to the Office of Rail and Road (ORR)to operate three routes. In June 2018 Alliance Rail’s subsidiary Great North Western Railway (GNWR) secured access rights to operate a service of up to six return trips a day between London and Blackpool starting in 2019. Access rights for daily journeys to and from the Fylde coast to Nuneaton and Milton Keynes were approved by the Office of Rail and Road. The decision allows for five

return services per day from the Blackpool, Poulton-le-Fylde, Kirkham and Wesham to London with opportunity for a sixth return service. The route will be serviced by former Virgin Trains East Coast InterCity 225 trains. Other proposals Alliance Rail previously submitted a proposal for access rights to the East Coast Mainline under the Great North Eastern Railway (GNER) brand. In 2016 this proposal was rejected by the ORR who awarded it to FirstGroup and Virgin Trains East Coast. Alliance Rail submitted a proposal to the ORR to operate up to 18 trains per day between Southampton Central and London Waterloo on the South West Main Line under the Grand Southern brand. That proposal was rejected in August 2018.

KEY PERSONNEL Acting Managing Director: Richard McClean Head of Development: Chris Hanks

CONTACT INFORMATION Address: Northern House, 3rd Floor, Rougier Street, York YO1 6HZ Phone: 01904 628904 Email: info@alliancerail.co.uk Website: www.alliancerail.co.uk

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We are specialist suspended ceiling, claddingSilenzio & signage contractors, Panels Limited, 73 Swaisland Drive, Crayford, Kent, DA1 4HY working almost&exclusively on the London underground network We are specialist suspended ceiling, cladding signage contractors, t: 01322 557520 f: 01322 557330 e: sales@silenzio.co.uk working almost exclusively on the London underground network

We are specialist suspended ceiling, cladding & signage contractors, w: www.silenzio.co.uk working almost exclusively on the London underground network

Silenzio Panels Limited, 73 Swaisland Drive, Crayford, Kent, DA1 4HY t: 01322 557520 f: 01322 557330 e: sales@silenzio.co.uk w: www.silenzio.co.uk Page 78 Rail Professional Industry Reference Book 2020

Silenzio Panels Limited, 73 Swaisland Drive, Crayford, Kent, DA1 4HY Silenzio Panels Limited, 73 Swaisland Drive, Crayford, Kent,557520 DA1 4HYf: 01322 557330 t: 01322


Passenger operators Holding company First Trenitalia West Coast Rail Ltd

Avanti West Coast On 8th December 2019, Avanti West Coast officially took over the operation of long-distance train services on the West Coast Main Line

A

vanti West Coast is one part of the West Coast Partnership, a joint venture between FirstGroup and Trenitalia. Trenitalia is Italy’s primary rail operator and Avanti is Italian for ‘Forward!’. The Avanti West Coast logo, created by design agency forpeople, is a bright orange triangle, symbolising the geographic extent of the 400-mile long route that serves cities like Birmingham, Manchester, Liverpool and Glasgow as well as London and North Wales. Under the new West Coast Partnership, First Trenitalia is committed to delivering a range of passenger enhancements for InterCity West Coast services and passengers will benefit from more trains, more seats, simplified fares and more frequent services. The 56 Pendolino trains will be completely refurbished with 25,000 brand new seats, more reliable Wi-Fi and improved catering. By 2022, there will be 263 more train services every week to more places and a fleet of new trains introduced. Fares and ticket types will be simplified with mobile tickets and smartcards introduced. Stations will be improved with refreshed waiting rooms, better customer facilities, more car park spaces, and greater accessibility for those who need it. The other part of the Partnership is West Coast Partnership Development which will pave the way for a new era in high speed rail in the UK in the coming years, working with HS2 Ltd and the Department for Transport. New fleet First Trenitalia awarded a contract worth more than £350 million to Hitachi Rail to provide and maintain 23 new intercity trains (135 carriages), to be built at its County Durham factory. Bringing additional

capacity to services along the West Coast Main Line and in North Wales, these new, state of the art intercity trains will start operating in 2022. The trains will be a mix of ten seven-carriage electric trains and 13 five-carriage bi-mode trains, with the ability to switch seamlessly between electric and diesel power. The bi-mode trains will run for most of the journey using electric power only, switching to diesel power for those parts of the network that are not electrified – for example, the North Wales Coast Line to/from Holyhead. These are fast-accelerating 125mph trains which draw from their Japanese bullet train heritage. As a result of their modern design, passengers will enjoy a quieter journey compared to the diesel-only trains they will replace. The new trains will have better and more reliable free Wi-Fi, at-seat wireless inductive charging for electronic devices, plug sockets and USB slots; a brand-new catering offer and a real-time passenger information system that can advise customers of connecting rail services. There are 453 seats on a 7-car service and 301 seats on a 5-car service increasing compacity compared to the Class 221 Voyager trains they replace (which have 258 seats). The seven-carriage version of the electric trains will have similar numbers of seats to a nine-carriage Pendolino, owing to the longer 26 metre carriages of the Hitachi trains. North Wales Avanti West Coast will make significant improvements to rail services in North Wales including: a new fleet of quieter, more accessible and greener bi-mode trains in 2022 on the strategic Holyhead to London Euston

route that also serves Bangor, Colwyn Bay, Llandudno Junction, Prestatyn and Rhyl these new trains will have reliable, free Wi-Fi; at-seat wireless inductive charging for electronic devices, plug and USB sockets; a brand-new catering offer and a real-time passenger information system withdrawing the diesel Super Voyager trains and cutting CO2 emissions by more than 60 per cent more train services between North Wales and England including an additional service from Llandudno to London Euston from December 2020 from December 2022, new direct services from Gobowen (via Wrexham) to London Euston that provides a rail link for nearby Oswestry on the England-Wales border enhanced Welsh language provision for Welsh-speaking customers including announcements on Avanti West Coast train services in North Wales. KEY PERSONNEL Managing Director: Phil Whittingham Exec Director, Finance: Mark Whitehouse Exec Director, Commercial: Sarah Copley Interim Exec Director, Operations & Safety: Gus Dunster Exec Director, People: Natasha Grice Interim Exec Director, Customer Experience: Bob Powell Projects Director: Sarah Kendall Partnership and Strategy Director: Richard Scott Systems Director: Danilo Gismondi

CONTACT INFORMATION Address: Victoria Square House, Victoria Square, Birmingham, B2 4DN Phone: 0345 528 0253 Email: customer.resolutions@avantiwestcoast.co.uk Website: https://www.avantiwestcoast.co.uk Rail Professional Industry Reference Book 2020 Page 79


Passenger operators Holding company Blackpool Transport Services

Blackpool Tramway Home to mainland Britain’s first electric tramway, the Blackpool Tramway is the last surviving first-generation tramway in the UK

T

he oldest part of the tramway, along Blackpool Promenade, was opened on 29th September, 1885, originally using conduit collection. The electric supply was converted to overhead power four years later. Over 130 years later and 2017 was a redletter year for the Tramway as September saw the eightieth anniversary of the Brush Car tram and in October a collection of illuminated heritage trams paraded along the promenade for the first time in the tramway’s history. Modernisation Over five million passengers rode the Tramway in 2016 and in 2012 it underwent renewal efforts which saw modern light rail trams operating along the eleven miles of coastline. The £100 million redevelopment was completed in April 2012 and involved the relaying of track and the building of a new depot. Other upgrades included a brandnew fleet of Bombardier trams that have reduced journey times by up to 15 minutes. Bombardier’s trams have level boarding and step-free interiors as well as designated disabled/pushchair areas. The vehicles are 32 metres long, split into five sections and can accommodate up to 222 passengers. Heritage Heritage Blackpool is unique to the UK as it has the freedom to operate unmodified vintage trams throughout the year under its heritage brand, Blackpool Heritage Tram Tours. The Heritage Tram Tours have gone from strength-to-strength since 2014 and is a fine example of modern day voluntary working, with up to ninety per cent of its workforce being volunteers. There are twelve different types of car that have been used on the tramway over its 133-year lifespan, with some travelling around the world, like the iconic Boat car which was used in the USA during the 1970s. New upgrades The improvements previously made to the tramway received such a positive response from the public that at the end of 2018 Blackpool Transport alongside Blackpool Council began further upgrades. The existing tramway service operates between Starr Gate and Fleetwood Ferry from approximately 05.30am until 11.30pm, with

Page 80 Rail Professional Industry Reference Book 2020


Passenger operators

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Address: C/O Blackpool Transport Services Limited, Rigby Road, Blackpool FY1 5DD Phone: 01253 473001 Email: enquiries@blackpooltransport.com Website: www.blackpooltransport.com

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Managing Director: Jane Cole Finance Director: James Carney Director of People & Stakeholders: Sally Shaw

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a peak service every ten minutes. The tramway extension will leave the existing route at North Pier, via a two-way double track junction. The route will cross the Promenade highway and enter Talbot Square, which is being remodelled to provide segregation of trams and highway traffic. The existing pedestrian signals on the Promenade will be replaced by a signalled intersection. A new eastbound tram stop is to be located in Talbot Square, to allow interchanges with the existing North Pier tram stops. Beyond Talbot Square, a double track alignment continues eastwards in the centre of the highway. It is anticipated that the proposed tramway extension will be completed by 2022.

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Y

E

GREE

HF

N

LAN E

UT

ND

NE

RO

WAY

NCES PRI

Knott Endon-Sea

LA

.

SA

EN

K PA R

D WA Y

RD .

Fleetwood Well Being/ Walk in Centre

Y

AV E

NE

LA

NG

ND

N

L LI

Pilling Lane

SA

BROA

PI

Health

R O Centre AD

LA

DO

NK

ERE RO AD

K

DUD

R

Broadwater Crossing

ROSSALL

Rossall School

TE

Broadwater

Cardinal Allen School

W AY

WEST

LI

Fleetwood Market

1

ET

RE

AS

PA R

RA

ST

NC

S

ST

2C

ST.

N.

ET

CK

LA

2C

RO A D

River Wyre

R OSSA L L GATE

Rossall Hospital H

E

14

1 Freeport

Stanley Road

AV.

LARKH OLM LANE E

Larkholme Primary School

RO

TH

R O AD

1

S O U T H WAY

PARAD WA Y

Heathfield Road

14

Fleetwood High

W AY

M A R I NE D

E

1

UE

OOD

NORTH

F A I R W AY

UN

AVE NU

LD

A

Y

AV E N

TH

HAT FIE

RO AD AVE.

RE

DO

GRASM

QU

UR

E

HN

FLEETW

WOR C H AT S

NG

ST

RD

EN ’S QUE R. TE R

HB

JO S T.

C H UR CH R OAD

14

IA

Victoria Street London Street

Fisherman’s Walk

H IG

G RA

VIC TOR

LO

D ROA

LT O N

RD.

L ROS SAL LAN E

POU

DE

RO AD

WAR REN . AVE. NTH

ROA D

PEA RE

RD .

E GRA NG

.

’ S WA L K

SHA KES

BEA CH

Golf Club

DLEY

ANA

CAR R

LA I

H

Marine Hall ESPL

THE

M ANOR

Irish Sea

ESPLANADE

Knott Ferry End Fleetwood Ferry I L E H OLME Ferry Approach

NT H

Swim Sports Centre Marine Boating Lake

17

STREE T

BEAC H

11

Rail Professional Industry Reference Book 2020 Page 81


Passenger operators Holding company Serco

Caledonian Sleeper Since Serco took over the Caledonian Sleeper franchise in 2015, the overnight service between London and Scotland has gone from strength to strength

C

aledonian Sleeper runs on two routes – the Lowlander and the Highlander. The Lowlander route connects Scotland’s two biggest cities, Glasgow and Edinburgh, with the capital of the UK while the Highlander connects London with Aberdeen, Fort William and Inverness. Services run in both directions six nights a week, with the trains calling at dozens of other stations along the way.

Upgrades and investment In 2019, the service took a giant leap forward with the introduction of its new trains – 75 carriages debuting across the Lowland and Highland routes. The fleet, built at a cost of £150 million, has been part funded by capital grants from Scottish Ministers and from the UK government. Designed to accommodate the modernday traveller, the new trains offer accommodation ranging from completely new comfort seats for the budget traveller to

rooms with double beds and en-suites – for the first time in the history of Caledonian Sleeper. Accommodation includes: • completely new redesigned comfort seats with personal locker, reading light and charging point • Classic Rooms (solo or shared use with an option of interconnecting rooms, toiletries included) • Club Rooms (solo or shared use with en-suite, station lounge access, breakfast, luxury toiletries included) • Caledonian Double (double bed with en-suite, station lounge access, breakfast, luxury toiletries included) • Accessible Rooms (double or twin, toiletries included and directly adjacent to accessible toilet). Other new features are included on the new trains, such as a hotel-style keycard entry system, charging panels and Wi-Fi throughout the train. Commenting on the launch, Ryan Flaherty, Serco’s Managing Director for Caledonian Sleeper, said: ‘Our new trains have been years in the making and to see them make their debut is a huge moment for everyone involved in making

Page 82 Rail Professional Industry Reference Book 2020


Passenger operators

this dream a reality. The overriding ambition has been to deliver on our vision of a Caledonian Sleeper service fit for today’s traveller, one that combines the modern facilities people expect with that feeling of nostalgia that comes from long-distance railway travel. We want guests to have a magical journey with us, whether they are travelling for business or for pleasure.’ Global appeal In 2015, the sleeper train service was named as one of Lonely Planet’s Super Sleeper Journeys and in 2014 it was named one of the best six railway adventures in the world by Travel magazine. Both singled out the Highland route to Fort William, known as The Deerstalker, as ‘one of the world’s most unforgettable train adventures’ and that it ‘isn’t a train ride, it’s an escape’. More recently, in 2019 Caledonian Sleeper was ranked in Lonely Planet’s Ultimate United Kingdom Travelist which ranks the 500 greatest experiences across Great Britain, Northern Ireland and the Channel Islands. Accessibility Caledonian Sleeper has worked to ensure the best possible experience for guests with access needs. With a new range of accessible accommodation, the service is committed to ensuring accessible guests have the space they need to travel comfortably and safely between London and Scotland. KEY PERSONNEL Managing Director: Ryan Flaherty Operations Director: Magnus Conn Guest Experience Director: Graham Kelly Finance Director: Chris Gemmell

CONTACT INFORMATION Address: 1-5 Union Street, Inverness IV1 1PP Phone: 0330 060 0500 Email: enquiry@sleeper.scot Website: www.sleeper.scot Rail Professional Industry Reference Book 2020 Page 83


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Passenger operators Holding company Arriva UK Trains

Chiltern Railways Chiltern Railways began the franchise in 1996 following privatisation. The TOC is owned by Deutsche Bahn and is part of Arriva

A

t the end of 2017 passenger and freight train companies, Network Rail and their suppliers, launched a ‘single plan’ for Britain’s railway. Dave Penney, Managing Director of Chiltern Railways, said at the time: ‘Over the next 18 months alone, our investment plans will mean more trains, running more punctually, with value-formoney tickets that are easier to buy and use, and better information at people’s fingertips when things do go wrong.’ Late night trains A new Winter/Spring timetable came into effect on Sunday, 10th December 2017. Chiltern Railways put on more services and provided more seats over the festive period between Oxford, Bicester and London from December. Website and app Chiltern Railway’s new website has introduced several new features including a cheapest fare indicator and the ability to book season tickets, business upgrades and passengers assistance on a mobile. A new app was launched at the start of 2018.

their journey, removing the need to purchase a ticket. The trial will involve around fifty passengers between five stations: Oxford Parkway, Islip, Bicester Village, Bicester North and London Marylebone. Chiltern is also working on providing passengers with continuous Wi-Fi through a partnership with EE, the biggest, fastest and most reliable network in the UK. Arriva will use a planned, innovative project with EE as a test bed for possible rollout across other franchises including the new Northern Rail franchise. The partnership will involve EE adding extra network capacity and coverage through a wireless trackside network, making ‘no Wi-Fi bars’ onboard a thing of the past – even through tunnels.

The Hawthorns

KEY PERSONNEL Managing Director: David Penney Commercial Director: Eleni Jordan Engineering Director: Matt Prosser Customer Services Director: Alan Riley Operations Director: Gavin Panter HR Director: Rebecca Ward Finance Director: Alex Scott

CONTACT INFORMATION Address: Banbury ICC, Merton Street, Banbury, Oxfordshire OX16 4RN Phone: 0345 600 5165 Email: customer.service@chilternrailways.co.uk Website: www.chilternrailways.co.uk

Jewellery Quarter Birmingham Snow Hill

Smethwick Galton Bridge Rowley Regis

Birmingham Moor Street

Cradley Heath

Birmingham New Street

10 mins

Acocks Green

Stourbridge Junction

Olton Solihull

Kidderminster

Widney Manor Dorridge Lapworth Claverdon

Hatton Warwick Parkway

Bearley

Rolling stock Chiltern Railways also determined that additional DMU vehicles would be needed to account for the planned network growth. In 2015, it took nine Class 170 units on lease following the expiry of the contract between First TransPennine Express and the trains’ owners, Porterbrook. These units were cascaded to Chiltern on a phased approach and were converted into a Class 168 unit configuration to ensure full compatibility and integration with the other Chiltern DMU units. All nine units are now in passenger service bringing additional capacity to the fleet.

Warwick

Wilmcote Stratford-upon-Avon Parkway

Leamington Spa

Stratford-upon-Avon

Banbury Kings Sutton Bicester North Bicester Village

Aylesbury Vale Parkway

Haddenham & Thame Parkway

Oxford Parkway Oxford

Aylesbury Stoke Mandeville

Islip Monks Risborough

Princes Risborough

Little Kimble Wendover

Saunderton Great Missenden

High Wycombe Beaconsfield

Amersham

Seer Green & Jordans Gerrards Cross Denham Golf Club

Chalfont & Latimer

Denham West Ruislip

Chorleywood

South Ruislip

Technology In 2017 Chiltern trialled a ‘hands-free’ fares system for twelve months, partfunded by the Rail Safety and Standards Board (RSSB). New technology will identify devices in travellers’ pockets or bags using Bluetooth signals and deduct fares when they finish

Northolt Park

Rickmansworth

Sudbury Hill Harrow Sudbury & Harrow Road

Harrow-on-the-Hill

Wembley Stadium

London Marylebone Baker Street

5 mins

Rail Professional Industry Reference Book 2020 Page 85 Typical calling points on this line. Check timetable for details

London Underground interchange Midland Metro interchange


Passenger operators Holding company Arriva UK Trains

CrossCountry Since 2007 CrossCountry has provided passenger services to more parts of Britain than any other train operator, including the country’s longest passenger service from Aberdeen to Penzance

C

together to provide longer trains. These trains are the backbone of CrossCountry’s North-South long-distance services. The high-speed trains are formed of seven coaches and operate services on the Anglo-Scottish route via the East Coast and maintained by GWR at Laira Depot

rossCountry operates five highspeed trains, 58 Voyger trains and 29 Turbostar trains. The voyagers, built by Bombardier and maintained at their purposebuilt facility in Staffordshire, are formed of four or five coaches and sometimes couple

in Devon. All five are in the process of being updated to modern specifications for accessibility including powered external doors and controlled emission toilets. The Turbostars are formed of two or three coaches, operating in single or multiple formations dependent upon demand. They

CrossCountry routes Inverness

Aberdeen Fort William Stonehaven

Montrose

Dundee

Oban

Arbroath

Crianlarich Perth Leuchars Cupar

Ladybank

Helensburgh Gourock Wemyss Bay

Inverkeithing

Milngavie

Glasgow

Largs

Neilston

Ardrossan

Markinch

Kirkcaldy

Stirling Balloch

Dunbar

Haymarket

Edinburgh

Motherwell

Waverley

East Kilbride

Berwick-upon-Tweed

Lanark

Kilmarnock

operate between Cardiff and Nottingham, and Birmingham, Leicester, Cambridge and Stansted Airport. These are maintained by West Midlands Trains at Tyseley Depot in the West Midlands.

Alnmouth

Morpeth Stranraer

Newcastle

Carlisle

Sunderland

Chester-le-Street

Hartlepool

Durham

Middlesbrough

Bishop Auckland

Windermere

Darlington Scarborough

Barrow Heysham Port

Lancaster

Harrogate

Ilkley

Blackpool

Bradford Southport Bolton

Wigan

Airport Wilmslow

Macclesfield

Crewe

Change at one of these stations to avoid changing at Birmingham New Street.

Buxton Congleton

Pwllheli

Stafford

Shrewsbury

Stourbridge

New Street

Rhymney Ebbw Vale Parkway Lydney Chepstow Aberdare Caldicot

Merthyr Tydfil Treherbert

Swansea Maesteg

Cardiff

Newport

Weston-super-Mare

Taunton

Exeter St Davids

Par St Austell Looe

Camborne Falmouth Docks

Newton Abbot

Kettering

Cambridge

Milton Keynes Luton

Swindon

Exmouth Dawlish Teignmouth Torquay Paignton

Colchester

London Basingstoke

Southampton Central

Stansted Airport

Ipswich

Reading

Gatwick Airport

Guildford

Salisbury Winchester

Poole

Norwich

March Ely

Southampton Airport Parkway

Bournemouth

Okehampton

Totnes

Westbury

Peterborough

Stamford

Leamington Spa Northampton

Banbury

Bristol

Castle Cary

Tiverton Parkway

Oakham

Oxford

Temple Meads Barnstaple

Kings Lynn

Melton Mowbray

Coleshill Parkway

Gloucester

Bristol Parkway Bath

Central

Nottingham

Leicester

Stratford -upon-Avon

Cheltenham Spa

Carmarthen

St Erth

Skegness

Grantham

Coventry

Worcester

Gunnislake Bodmin Parkway Liskeard

Lincoln Newark

Nuneaton Birmingham International Rugby

Hereford

Milford Haven

Redruth Truro

Tamworth Water Orton

Birmingham

Fishguard

Newquay

Retford Chesterfield

Burton-on-Trent

Wolverhampton

Machynlleth

Grimsby Cleethorpes

Doncaster

Derby

Kidderminster

St. Ives

Matlock

Hull

Wakefield Westgate

Stoke-on-Trent

Aberystwyth

Penzance

Halifax

Manchester Huddersfield Piccadilly Liverpool Stockport Sheffield Manchester

Holyhead

York

Leeds

Preston

Brockenhurst

Portsmouth

Brighton Worthing

Weymouth

Plymouth

CrossCountry routes

Summer weekend services Please note: not all stations are shown

Page 86 Rail Professional Industry Reference Book 2020

Connecting services

Partnership promoting safety Working together to protect young children from harm on Britain’s railway and other transport modes, CrossCountry and the UK Scout Association have developed their Personal Safety Scouting badge into one of their most popular, with over 34,000 now awarded. The partnership’s achievement in promoting safe and responsible behaviour amongst Britain’s youth has also been recognised in several awards by rail industry and external organisations, including the International CSR Excellence and Peer Awards, against strong competition from some of the largest UK and European brands and businesses. Supporting the regions it serves CrossCountry continues its commitment to delivering actions that benefit the customers and communities that its services serve. A partnership with the Newcastle College Rail Academy is successfully supporting and aligning with their work in educating the students, by promoting the many diverse and widespread careers across the rail sector. CrossCountry has donated over £50,000 worth of IT equipment to the


Passenger operators

station buildings into enterprising and useful spaces such as station cafés. While a nationwide project in partnership with the Association of Community Rail Partnerships has seen the development of a socially enterprising toolkit to illustrate to locally based groups the best way to set up and sustainable and effective business to support the work that they do. KEY PERSONNEL Managing Director: Tom Joyner Commercial Director: Ben Simkin Human Resources Director: Karen Doores Finance Director: Gillian Ingham Safety, Security & Environment Director: Des Lowe Customer Service Director: Lee Paxton Planning & Performance Director: Sarah Kelley Engineering Director: Richard Morris

Academy as well as being a key contributor to college events helping students to get a better overview of the industry. CrossCountry also supports many Community Rail Partners along its network, working with each on a variety of activities to strengthen their work bridging the gaps between rail and the communities it serves. This has included award winning

collaborative projects such as ‘Dwell Time’ focused on raising awareness of mental wellbeing, featuring art, poetry and writing along the Penistone rail line as well as nationally and even internationally. Alongside transformative regeneration projects, such as the ‘Whistlestop café’, in partnership with the Derwent Valley CRP, transforming old and unused heritage

Supporting organisations in tackling the challenges and pressures they face with the highest standard of advice and tailored solutions

CONTACT INFORMATION Address: 5th Floor, Cannon House, 18 The Priory Queensway, Birmingham B4 6BS Phone: 0344 736 9123 Email: info@crosscountrytrains.co.uk Website: www.crosscountrytrains.co.uk

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Passenger operators Holding company Trenitalia

c2c On 9th November 2014, c2c commenced a new 15-year franchise, at that time it was owned by National Express but in February 2017 it was sold to Italian train operator Trenitalia

B

nationalisation in between. Trenitalia paid £72.6 million for c2c after being awarded a Pre-Qualification Questionnaire Passport enabling it to bid for franchises without needing to resubmit corporate data.

uilt and operated by the London Tilbury & Southend Railway in the 1850s, the current c2c rail service has operated under a number of different names and ownership during its 160-year lifespan. The line was once known as the Seaside line until spending a few unfortunate years nicknamed the ‘Misery Line’ in the 1990s after privatisation, with fifty years of

21st century service c2c currently serves 26 stations on the London, Tilbury and Southend Railway line from London Fenchurch Street to the

Fenchurch Street

Route Map

2

4

Limehouse

2

2

2

West Ham

2

2

4

2

2

4 Barking

2

4 Upminster

Step free access on the London bound platform only

Rainham

2

Zone 1–6 Travelcard and Oyster PAYG Validity Area

Liverpool Street

2

Tower Hill 150m Tower Gateway 200m Tower Millennium Pier 644m

Jubilee DLR

Stratford

2 Dagenham Dock

northern Thames Gateway area of southern Essex including Grays, Leigh-on-Sea and Southend-on-Sea. The main route from Fenchurch Street to Shoeburyness is 63 kilometres with a fastest journey time of 58 minutes. As c2c is mainly a London commuter railway and the typical journey is between 40 and 80 minutes, it does not offer First Class seating. Its Class 357s have standard high-density ‘3 + 2’ seating to meet high demand at peak times, however 17 trains were converted into a metro style with ‘two and two’ seating and grab handles. London Underground’s District line connects with c2c indirectly at Tower Hill (for Fenchurch Street) and directly at West Ham, Barking and Upminster. Tickets are fully interchangeable between the two operators. There are also interchanges at Limehouse and West Ham with Docklands Light Railway and at Barking and Upminster with London Overground.

Step free access Grays bound platform only

2 Purfleet

Zone 1–6 Travelcard and Oyster PAYG Validity Area

Chafford Hundred

2 2

Extended Oyster PAYG Validity Area

2 Ockendon

2 Grays

Extended Oyster PAYG Validity Area

Step free access by arrangement

2 West Horndon

2 Tilbury Town

Step free access on Southend bound platform only

4 Laindon 2 East Tilbury 4 Basildon 2 Stanford-le-Hope

Key Limited Service

2

2 Pitsea

2

4 Benfleet

2

4 Leigh-on-Sea

2

4 Chalkwell

2

4 Westcliff

2

4 Southend Central

Grays Service Southend Central via Grays Service

2

Shoeburyness via Southend and Basildon Service Number of Off-Peak Trains Per Hour More services run during peak hours from selected stations Step Free Access – (Street to Platform)

4 Southend East Step free access on London bound platform only

Connections with London Underground

Record breaking c2c holds both UK records for the punctuality of its train service: for annual punctuality, at 97.5 per cent; and for punctuality over a four-week period, at 98.8 per cent (set in August 2010). c2c has also led the rail industry in being the first company to introduce customer friendly new products such as Automatic Delay Repay for customers whose journeys are delayed, FlexiSeason tickets for part-time workers, and Personal Punctuality Reports which allow customers to track exactly how punctual the trains that they were on have been. During 2016 the number of c2c passenger journeys rose by eight per cent, boosted especially by the opening of the DLR station at West Ham in 2011 and the rise of Canary Wharf as a financial centre. In January 2020 research by independent passenger watchdog Transport Focus today concluded 87 per cent of c2c passengers were satisfied with the punctuality of c2c’s service.

PlusBus

London Overground

Ferry

DLR

Bus

National Rail

Page 88 Rail Professional Industry Reference Book 2020

4 Thorpe Bay No step free connection between platform

4 Shoeburyness

Technology A new app called c2c Live provides a one-stop-shop for c2c passengers with everything from personalised journey information to buying tickets, and even


Passenger operators

paying for car parking. Developed with IBM, this is the first app made by a UK rail company to include nationwide door-to-door public transport journey planning, enabling users to plan a route for any journey anywhere in the UK. Other developments include the new c2c Smart card which allows c2c season ticket holders to switch from paper tickets to an Oyster-style tap-and-go smartcard ticket they can use anywhere on the c2c route. Upgrades Late in 2016 c2c added 24 new carriages to its fleet and on 9th January 2017 it changed the timetable again (in cooperation with local passenger groups) to further increase capacity on the route. Nine new four-car trains were introduced in 2019, followed by four more by 2022 and four more by 2024. c2c’s fleet is maintained at East Ham Depot, although there is also a depot at Shoeburyness. On 1st April 2017, c2c introduced free onboard Wi-Fi and an entertainment service called Vista, partnering with Now TV to provide free television shows available to stream for c2c passengers.

Essex Wildlife Trust In September 2019 c2c met with the Essex Wildlife Trust’s Living Landscape Coordinator, John More, to discuss how the disused land around the railway can be used to promote the local wildlife in the area. c2c’s biodiversity site at Shoeburyness station was created by c2c’s Environment and Safety Team. Working with Railscape (using recycled track clearance waste) Mark Manser, Health, Safety and Environment Manager at c2c has created a beautiful and meandering lined and woodchip path throughout the 2,200-metre sq plot. In developing the plot, the new path has also opened up access to an abundance of fruit trees and blackberry bushes. The local Shoebury scout group have adopted the plot and and visit occasionally to practice woodcraft skills, ‘and probably (along with other members of the local community) to enjoy some scrumping’ Mark reports. Shoeburyness station, was opened on 1st February 1884 by the London, Tilbury and Southend Railway and it was built primarily to serve the military establishment whose

presence at Shoebury started in 1849 with a School of Gunnary followed by Barracks being built in 1863. The current station is pretty much as it was built with three platforms and wooden building, which is the original.

KEY PERSONNEL Managing Director: Julian Drury Engineering Director: Duncan Wilkins Delivery Director: Laura McEwen Finance Director: Dr Robert Taylor Commercial Director: Clare McCaffrey Business Change Director: Marc Sellis HR Director: Donna Thorpe

CONTACT INFORMATION Address: 2nd Floor, Cutlers Court, 115 Houndsditch, London EC3A 7BR Phone: 0345 744 4422  Email: contact@c2crail.co.uk Website: www.c2c-online.co.uk

ENVIRONMENTAL MONITORING P R OT E C T I N G L I F E I N H A Z A R D O U S E N V I R O N M E N T S KEY FEATURES: Providing tunnel ventilation and monitoring services to the rail industry since 1992, with schemes in accordance with BS6164 to maintain levels below the requirements of EH40

and airflow

RISQS approved supplier (Supplier ID 54155), 5 star rating

Works

800

700

600

per minute)

in Tunnel (feet

5

Works

700

Speed ft/min

No Fans Running

49 Boss Hall Road, Ipswich, IP1 5BN

Time

4

100

Location GT

Time 2

CO ppm

NO ppm

NO2 ppm

O2 %

C2 H2 %

40

Dust mg/m 1.090

0

0.6

30

0.112

0

0.5

0 38

1.320

0

0

0.7

20.9

0

47

1.480

0

0

0.4

20.9

0

00:00

02:30 03:00 03:30

0 0

20.9 20.9

0 0

32

1.660

0

0

0.7

20.9

0

45

2.040

0

0

0.7

20.9

0

1.490

0

0

0.2

20.9

0

40

04:00

31

2.080

2

0

0.2

20.9

0

04:30

25

1.870

0

0

0.1

20.9

0

300

Client

0.0

CO2

Tunnel

Date

WEL Exceeded

0.0

Network Rail

Contract

Work Site Evacuated

H 2S 0.0

400

VOC

Temp °C

Wind Chill

RH %

Speed ft/min

Noise dB(A)

1770

0.0

13.9

13.9

74.0

263

82

1860

0.0

13.8

13.8

71.0

283

80

1740

0.0

13.9

13.9

74.0

307

82

0.0

13.4

13.4

78.0

272

87

NO

0.0

VOC 1680

0.0

Speed 1590ft/min

0.0

13.6

13.6

76.0

311

89

0.0

1640

0.0

14.1

14.1

77.0

283

89

0.0

1550

0.0

13.8

13.8

75.0

270

87

0.0

1500

0.0

14.1

14.1

72.0

301

88

0.0

1580

0.0

13.8

13.8

72.0

246

87

05:00

12

1.620

0

0

0.2

20.9

0

0.0

1550

0.0

14.5

14.5

73.0

232

89

05:30

19

1.090

0

0

0.1

20.9

0

1530

0.0

14.8

14.8

69.0

279

89

06:00

10

0.873

4

0

0.2

20.9

0

200 0.0 0.0

1560

0.0

14.6

14.6

70.0

289

91

10:30

Outside

0.029

0

0

0.0

20.9

0

0.0

1080

0.0

16.9

15.3

70.0

434

80

20.9

0

11:30

37

0.063

1

0

0.0

20.9

0

12:00

38

0.052

0

0

0.1

20.9

1

11:00

1

500

01:30 02:00

23:30

20:00

19:30

19:00

18:30

18:00

17:30

16:30

16:00

14:30

14:00

13:30

13:00

12:00

11:30

11:00

Parts per million

10:30

06:00

05:30

05:00

04:30

04:00

03:30

03:00

02:30

02:00

01:30

01:00

00:30

3

3

01:00

00:30

0.2

Access Denied

Airflow Approaching zero

Tel: 01473 746400 Fax: 01473 747123

0.4

NO & VOC WEL

600

Environmental Monitoring Data Record Sheet

200 0.6

800

NO2

per minute)

300

Airflow Rate in Tunnel (feet

400

Airflow Rate

6

NO2 WEL

1.0

0.0

Powered air respirator hire service

Engineering

500 during Engineering NO,VOC and Airflow rate

0.8

Continuous air quality monitoring, pollution warning service and environmental condition reports

rate during

1.2

Parts per million

Fast deployment modular electric and self contained diesel engine fans

NO2 readings

1.4

34

0.057

0

0

0.0

100

0.0

1200

0.0

14.0

13.4

80.0

380

71

0.0

1180

0.0

14.1

13.6

79.0

408

74

0.0

1170

0.6

13.9

13.2

75.0

384

73

13:00

7

0.674

0

0

0.2

20.9

0

0.0

1590

0.0

16.0

15.7

74.0

192

80

13:30

20

0.526

0

0

0.1

20.9

0

0.0

1470

0.0

17.4

16.3

76.0

100

78

0.0

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0

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20.9

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309

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Comments:

11.7 11.7

Signature:

General Notes;

Print: Date:

factair 49 Boss Hall Road, Ipswich, Suffolk IP1 5BN UK. +44 (0) 1473 746400 enquiries@factair.co.uk

www.factair.co.uk

Rail Professional Industry Reference Book 2020 Page 89


Passenger operators Holding company Stagecoach

East Midlands Trains East Midlands Trains services parts of Yorkshire and the East Midlands, the current franchise is in its eleventh year

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470 train services daily, operating from 89 stations on a route of over 1,560 miles.

he Derby-based TOC has carried more than 235 million passengers over those ten years, with the franchise owner Stagecoach having invested £13 million to make improvements. These include more ticket machines, an extended on-train catering service and improved Wi-Fi. The TOC runs more than

Overhaul and upgrades To carry out improvements on the line and safety upgrades, around £100 million was spent in 2013 on rebuilding the railway around Nottingham; engineers laid six miles of new track, installed 143 new signals,

Our routes Scarborough

and replaced two level crossings with footbridges. In 2012, as part of a £90 million investment, East Midlands Trains completed the refurbishment of its entire fleet, beginning with class 158s in 2008 before moving onto HSTs, Meridians, class 153s and class 156s. The complete fleet upgrade included improved toilet facilities, new seating and carpets, extra luggage space, new lighting, air conditioning and CCTV. The franchise has been extended multiple times, with the 2016 agreement now ending in August 2019.

Leeds

How it works Companies send East Midlands Trains a list of staff and decide travel policy limits. The company receives their login details allowing them to log-in whenever they need to book their rail travel. All the available fares are displayed at their lowest prices. Simply choose a destination, date and time for travel. Once a journey has been selected the fare is paid by debit, corporate or company lodged card.

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Key East Midlands Trains Penalty Fare station

Fully accessible station with full time staff assistance

East Midlands Trains managed station

Airport

Other operator Penalty Fare station

Tram

Luton Luton Airport Parkway

London St Pancras International

Other operator managed station Limited services on this route

RMFULLV1.0 March 2017

Other operator services only

Page 90 Rail Professional Industry Reference Book 2020

Awards season In 2018, East Midlands Trains’ staff received three gold awards, one silver award and two bronze awards and employees were rewarded in the categories of safety, environment, community and customer service , with the team that responded to the fire at Nottingham Station among those recognised. Midland Main Line upgrade Network Rail reached a significant milestone in work to upgrade the line between London and Corby as overhead line masts for electrification were installed in November 2017. The improvements being delivered will enable fast, comfortable and green services, with more seats. The work is part of the biggest upgrade of the Midland Main Line since it was completed in 1870, which will see improvements up and down the route and an investment of over £1 billion. Electrification from Bedford to Kettering and Corby is due for completion in December 2019, with an extra track between Bedford and Kettering. It is planned to introduce an extra long-distance hourly train, likely to be a Corby service. The Midland Main Line Upgrade also includes installing new track south of Kettering; re-signalling, track and


Passenger operators

platform construction and line speed improvements in Derby; capacity and line speed improvements between Bedford and Market Harborough; and longer platforms and a more accessible station at Market Harborough. From 2020, passengers will benefit from smoother journeys, more seats and a modern and reliable railway. Those living near the railway will also benefit from reduced noise and emisisons with the introduction of a modern fleet of trains. During the summer of 2018, East Midlands Trains, in partnership with Network Rail and CrossCountry delivered a £200 million Derby Resignalling project. Derby Resignalling was a £200 million investment to upgrade the railway in and around Derby station. Although preparatory work started at the end of 2017, the main impact for passengers was the 79 day possession between 22nd July and 7th October. It was extremely complex, with six separate phases and varying impacts on passenger journeys. Derby Resignalling was the biggest investment into the railway in Derby for decades and an important opportunity for the industry to show it can deliver major planned investments.

Rolling stock East Midlands Trains operates a fleet of 27 Class 222 Meridian DEMU’s, which run on services from Sheffield to London St Pancras via Derby and Nottingham, and have been maintained under a technical services agreement by Bombardier since 2007. Excluding its Class 222 fleet, all of the TOC’s trains – Class 43 HST, Class 153 Super Sprinter, Class 156 Super Sprinter, Class 158 Express Sprinter – are diesel-powered. It inherited Midland Mainline’s InterCity 125 and Meridian diesel-electric trains, along with some of the Sprinter diesel units (classes 153/156/158), which were formerly operated by Central Trains. Staff and passengers East Midlands Trains employs more than two thousand people working in various customer facing and support roles. In 2017 the TOC launched a 24/7 Customer Contact Centre which links through to every station on the network via a specially installed help-point. The TOC is one of the biggest employers in the region and has topped various lists of the best employers from across the UK. A separate independent passenger survey stated that 89 per cent of people were satisfied with their East Midlands Trains service, a ten per cent improvement since the

start of the franchise. The company remains Britain’s most punctual long-distance train operator and improvements promised in the Direct Award agreement have been introduced, including a £13 million package of improvements for passengers. KEY PERSONNEL Operations Director: Ian Smith Stagecoach Group Chief Executive: Martin Griffiths Managing Director (The Rail Group): Tim Shoveller Managing Director (EMTrains): Jake Kelly Commercial Director: Lawrence Bowman HR Director: Kirsty Derry Finance Director: Timothy Gledhill Safety Director: Paul Rushton Customer Experience Director: Sarah Turner

CONTACT INFORMATION Address: Prospect House, No 1 Prospect Place, Millennium Way, Pride Park, Derby DE24 8HG Phone: 01332 867000 Email: getintouch@eastmidlandstrains.co.uk Website: www.eastmidlandstrains.co.uk

Samuel Taylor Limited Precision engineering since 1899 — — — —

Precious metal contact rivets Rolled inlay contact strip Tape welding High speed presswork and stampings — Full design and tool build in-house — Prototype to mass production

Email sales@samueltaylor.co.uk www.samueltaylor.co.uk Rail Professional Industry Reference Book 2020 Page 91


Passenger operators Holding company Transport for Edinburgh

Edinburgh Trams Edinburgh Trams began operating in May 2014, achieving profitability in 2016 which was a full two years ahead of schedule

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uring its first year of service the network carried nearly five million passengers – more than 360,000 ahead of its prelaunch target. This had grown to almost 5.5 million by its second year which contributed to the TOC making a profit so soon. Edinburgh Trams’ 8.7 mile network has 16 stops that stretch from Edinburgh Airport in the west to York Place in the east. Ticketing Regular users of trams and buses in the city can use the Ridacard, which gives the best value travel whenever it’s used. Fully contactless, one-week, four-week and annual

tickets can be stored on the card, with the latter two offering savings on the weekly rate. Passengers are also able to use their smartphones for travel by using Edinburgh Trams’ free app. It provides users with live information on the quickest way to reach their destination and enables m-tickets to be downloaded and activated as needed. A new feature was added to the app in November 2015 that for the first time allowed users to ‘share’ tickets, so tickets can be sent through the smartphone’s native sharing technology such as Bluetooth, AirDrop, e-mail, social media or text. Edinburgh Trams, and its sister company Lothian Buses, also partnered with Google

Maps from the beginning of 2016 to provide real-time travel information. Awards Edinburgh Trams picked up an award for ‘Excellence in Travel Information & Marketing’ at the prestigious Scottish Transport Awards. The operator of the city’s tramway was awarded the top accolade for its commitment to driving its patronage at Edinburgh Airport and enhancing the customer experience. Edinburgh Trams demonstrated how a successful digital and offline marketing campaign had helped increase patronage at the capital’s airport by almost 60 per cent in only three years. Furthermore, the popularity of the tramway was supported by partnerships with major airlines and travel comparison websites. Five year anniversary Five years in and residents have embraced Edinburgh’s new transport kid with a steady growth in users totalling 27.7 million customer journeys since 2015. Year-on-year they have reported increasing patronage, with a total growth of 40 per cent between 2015 and 2018. In 2018, carrying 7.3 million people to work, college, on much-needed holidays or just to enjoy all the capital has to offer. Keeping up with demand, Edinburgh Trams strove to improve the existing timetable and soon increased services by 23 per cent offering more trams and more seats, and reducing the travel time between Edinburgh Airport and the City Centre to less than 30 minutes. As a result, there has been significant growth in those choosing Edinburgh Trams to travel to and from

Page 92 Rail Professional Industry Reference Book 2020


Passenger operators

the first UK system to allow bikes on board, supporting the city’s desire for integrated transport and active travel. Making the system truly accessible, Edinburgh Trams permitted mobility scooters on board, allowing those who need that bit more support able to travel safely and confidently. KEY PERSONNEL

airport, with these journeys increasing by 56 per cent between 2015 and 2018. The look of the trams have changed in the last five years and it’s not unexpected to see a clown’s face or an octopus holding Christmas presents gliding along Princes Street. In 2017 the City of Edinburgh Council transferred the advertising rights to Transport for Edinburgh and Edinburgh Trams, and the first commercial agreement took place with CR Smith who had 18 trams

within the fleet branded with various scenes from across Scotland. 2018 saw Edinburgh Trams advertising at full occupancy thanks to new partnerships with Diageo, Parabola, Aberdeen Standard Investments, Qatar Airlines and others as well as small-tomedium local businesses and complimentary advertising for local charities. Not one to rest on their success Edinburgh Trams have continued to push the boundaries on industry norms by being

Managing Director: Lea Harrison Chairman: Charlene Wallace Chief Executive - Transport for Edinburgh: George Lowder Operations Manager: Sarah Singh Engineering Manager: Colin Kerr Customer Experience Manager: Dean Anderson Finance Manager: Tom Neil Safety & Standards Manager: Michael Powell HR Manager: Sue Bucher

CONTACT INFORMATION Address: 1 Myreton Drive, Edinburgh EH12 9GF Phone:  0131 338 5780 Email: customer@edinburghtrams.com Website: www.edinburghtrams.com

Call our specialist sales team on 0191 489 8231 / 0191 4280146 or visit www.mhsouthern.co.uk

TIMBER IMPORTERS AND SAWMILLERS Specialists in large sectional Timber & Long Lengths • Douglas Fir • EKKI • OPEPE • German Whitewood We Offer a Full Machining, Drilling & Cutting Service. Also, Strength Grading & Pressure Treatment! National Delivery Service With HI - AB We Are FSC & PEFC Certified & Rail Approved Suppliers Green Lane Sawmills, Felling, Gateshead NE10 0JS

Rail Professional Industry Reference Book 2020 Page 93


Fibre Reinforcement for The Rail Professional

IGNIS®

Durus® Macro

Adfil Construction fibres has helped to revolutionise the passive fire resistance of concrete in the rail and tunnel industry over the last 20 years. Our branded Ignis micro fibre has been used both in the UK and Globally. These projects include the channel tunnel rail link, Dublin port tunnel, Follobanen in Norway and many more. Building on our international reputation we now have a world class Macro synthetic fibre Durus. This product has been used as a replacement for traditional steel mesh reinforcement for metro track slabs such as a recent one in Bucharest, Romania and many track slabs for urban tramways, good examples of which are the Midland Metro in England and Tallinn in Estonia.

Tunnel Linings

Passive fire resistance. IGNIS® Micro Synthetic Fibres Significantly reduces explosive spalling in concrete.

Precast Tunnel Segments

Durus® Macro Synthetic Fibres for structural precast reinforcement Passive fire resistance. from IGNIS® Micro Synthetic Fibres.

Train & Tram Tracks

Durus® Macro Synthetic Fibres are used in these projects to speed up construction, enhance durability, & reduce potential issues caused by steel reinforcement.

UK Office: Adfil Ltd Devonshire House, 60 Goswell Road, Barbican, London. EC1M 7AD UK Customer Services Tel: +44 (0)1482 863777

www.adfil.com


Passenger operators Holding company MTR Corporation

Elizabeth Line The Elizabeth Line will stretch more than 60 miles from Reading and Heathrow in the west through central tunnels across London to Shenfield and Abbey Wood in the east

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enamed and rebranded as the Elizabeth line in 2016, the first new Class 345 trains entered passenger service in June 2017 between Liverpool Street and Shenfield. But that was only phase one. The trains will be rolled out over five phases, phase two saw TfL running trains from Heathrow and Hayes & Harlington to Paddington in May 2018. From December 2019, TfL Rail will run trains between Paddington and Reading. All of these services will run in anticipation of the opening of the Elizabeth line through central London as soon as practically possible in 2021 â&#x20AC;&#x201C; which is phase three. When the central section opens trains will run from Paddington to Abbey Wood before full through services, including journeys to Heathrow Terminal 5 launching as soon as possible after this. When it reaches full service, the Elizabeth line will be over 60 miles long, linking Reading in the west to Shenfield and Abbey Wood in the east. More stations Ten new stations are being built to complement the 31 existing stations that have been redeveloped to allow for the increased traffic the new line will bring. New stations have been built at Paddington, Tottenham Court Road, Whitechapel and Canary Wharf amongst others. The line is split between above ground and underground tracks, with 13 miles of twinbore tunnels having been dug under London. The existing Network Rail stations in outer London,

Berkshire and Essex will have been upgraded and connected to the newly built tracks. In total, there are fifteen existing London Underground, London Overground and DLR stations that will be serviced by the Elizabeth line. Accessibility Lifts will also have been installed at every Elizabeth line station to ensure step-free access from the street all the way to the platform. The enhancements to the older stations have included improving accessibility at the ticket office windows and wider entrances to ticket halls. Better trains The new trains are 200 metres long and can carry up to 1,500 people. The trains will use up to 30 per cent less energy by tapping into the electricity produced whilst braking and then pumping that back into the power supply, just like a Formula One car. The trains have three double doors per side which open onto a clear area which allows for easier access to the metro-style and bay seating within. Other features include multiple wheelchair dedicated areas and mixeduse seating that can be flipped up to accommodate wheelchairs. Manufactured by Bombardier Transportation, the Elizabeth line will operate seventy of the EMUs (electric multiple units) and carry half a million people across London every single day.

Shorter journeys The Elizabeth line will be fully integrated into the existing London transport network, reducing travel times across the board. Londoners will see their commuting times tumble as Canary Warf to Liverpool Street, a trip which used to take 21 minutes, will take just six minutes. Other journeys like Paddington from Tottenham Court Road will take just four minutes, compared to twenty minutes currently. British companies won 96 per cent of the contracts for the project. The Elizabeth line, which was originally called Crossrail, is managed by TfL. Crossrail Limited is constructing the new railway and the project is jointly sponsored by the Department for Transport and TfL.

KEY PERSONNEL Managing Director for MTR Elizabeth Line: Steve Murphy Operations Director for the Elizabeth Line (TfL): Howard Smith

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 0000 Email: Contact via website Website: www.tfl.gov.uk/elizabeth-line

Rail Professional Industry Reference Book 2020 Page 95


Passenger operators Holding company Iarnród Éireann (IE) and NI Railways (NIR)

Enterprise Enterprise is the cross-border intercity train service between Dublin Connolly in the Republic of Ireland and Belfast Central in Northern Ireland

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was dissolved and its assets and liabilities ointly operated by Iarnród Éireann were split between Córas Iompair Éireann (IE) and NI Railways (NIR) (CIÉ) and the Ulster Transport Authority Enterprise operates on the Belfast (UTA) – the predecessors of Iarnród Éireann to Dublin line. (IÉ) and Northern Ireland Railways (NIR) The Great Northern Railway respectively. Following the (Ireland) (GNR(I)) introduced completion of the Belfast the service as the ‘Enterprise BELFAST CENTRAL Central Line Project, the Belfast Express’ in August 1947 in an terminal moved to Belfast attempt to compete with air Central station in 1976. travel which was challenging LISBURN The service was upgraded the railways as Swissair and in September 1997 with a new Pan Am both began using timetable and new coaching Shannon Airport as a stop-off LURGAN stock from French train makers on transatlantic flights in the De Dietrich Ferroviaire (now Spring of that year. Alstom DDF). At this point the The initial service ran PORTADOWN service, which had operated between Belfast Great under either the IÉ or NIR Victoria Street station and brands, was branded separately Dublin Amiens Street station, NEWRY as Enterprise. which was renamed Dublin The service has suffered Connolly in 1966. Customs disruption, particularly during checks were limited to the DUNDALK the Troubles, when it was Belfast and Dublin terminals regularly halted by bomb to reduce journey times by threats. Since the Northern ensuring that journeys were DROGHEDA Ireland peace process, however, non-stop. such disruption has diminished. In October 1950 the Renewed investment in recent service was extended DUBLIN years has seen the line upgraded beyond Dublin to Cork. This to continuously welded track proved unsuccessful and capable of ninety mph running ceased in September 1953 along the southern part of the route, as part when the governments of the Republic of of Iarnród Éireann’s rail network upgrades. Ireland and Northern Ireland nationalised The Northern Ireland section of the line was the GNR as the Great Northern Railway also upgraded to run at speeds of ninety Board (GNRB). In October 1958 the GNRB

mph on many sections of the line. The Enterprise brand aims to be politically neutral, there are no Irish Rail or NI Railways logos inside or outside the train, only Enterprise specific branding, all announcements are made in English and not in Irish, and purchases are dual priced in Pounds Sterling as well as in Euros. Operating eight services in each direction, Monday to Saturday and five journeys in each direction on Sundays, the journey takes just over two hours. If an Enterprise set is unavailable, either a NIR or an IÉ set can be used. Both NIR and IÉ have equipped a number of their DMUs to each other’s specifications so they may be used in the event of a breakdown. Strategic Development Plan Enterprise put out a document titled the ‘Strategic Development Plan’ in June 2018, detailing the projected population growth along the Dublin-Belfast corridor and how both Northern Ireland and the Republic of Ireland plan to develop the railway. The three initiatives laid out in the plan are: • Introduction of an hourly service frequency between the two cities • Infrastructure enhancements to improve journey times and connections • Electrification through investment in infrastructure and rolling stock. The long-term goal of electrification set out in the plan recommends replacing the existing rolling stock with electrically powered units by 2035. A new fleet of nine train sets would be required to permit an hourly service.

KEY PERSONNEL CEO: Jim Meade Director Infrastructure Manager: Don Cunningham Chief Financial Officer: Aidan Cronin Director Human Resources: Ciaran Masterson Commercial Director: Gerry Culligan

CONTACT INFORMATION Address: Enterprise c/o Iarnród Éireann HQ, Connolly Station, Amien Street, Dublin 1, D01 V6V6 Eire Phone: +353 1 836 6222 Email: info@irishrail.ie Website: www.irishrail.ie/Enterprise

Page 96 Rail Professional Industry Reference Book 2020


Passenger operators Holding company Eurostar International Ltd

Eurostar Eurostar celebrated 25 years of carrying passengers across the Channel Tunnel in 2019

2

018 saw an increase in passengers on the Eurostar, especially during the summer months. The TOC reported a seven per cent rise in full year passenger numbers to eleven million over the same period in 2017. Sales revenues increased by twelve per cent versus 2017, with strong growth in business and US travellers. Leisure traffic last year was boosted by the success of Eurostar’s new service between London and Amsterdam. The high-speed rail link between London and the Netherlands, which marked its first anniversary in April 2019, saw over a quarter of a million passengers travelling since launch in April 2018. To meet consumer demand, Eurostar put tickets on sale for a third daily service starting in June 2019 and committed to introducing additional services as soon as the governments have put border controls in place for the Amsterdam-London leg of the journey. Community and environment From the early days of operation, Eurostar has championed the environmental benefits of high-speed rail and encouraged the switch to sustainable modes of transport for short haul international travel, with a Eurostar journey emitting 80 per cent less carbon than the equivalent short-haul flight. The 17 new e320 trains carry 20 per cent more passengers, which is twice as many as a jumbo jet, and they are 17 per cent more efficient per seat than its original fleet. Eurostar is committed to giving young people opportunities and offers work experience and mentoring programmes aimed at providing a combination of advice, support and first-hand experience to help them gain skills. For those looking to

start a career, there is a long established engineering apprenticeship programme, and a new customer service apprenticeship programme across its stations, its contact centre and onboard. Eurostar supports the communities in which it operates and has forged partnerships with organisations ranging from honey clubs, which produce honey for some of the deserts on board its trains, to local schools and Kent Walk to School, a scheme that takes more than 250,000 car journeys off Kent’s roads. Third-star from the Sustainable Restaurant Association In recognition of its commitment to serving sustainable, responsibly sourced food on board, Eurostar has been awarded the highest rating of three stars from the Sustainable Restaurant Association (SRA), having held a two-star rating since 2012. The SRA three-star accreditation demands a very high standard of sustainability with ingredients that are seasonal, Fairtrade or organic, not air-freighted and sourced from farmers with high environmental and welfare standards. Rolling stock On 14th November 2019, Eurostar celebrated 25 years of service, during which time it has revolutionised cross-Channel travel. Since it began operating in 1994, the journey time from London to Paris has been slashed from three hours to two hours and 15 minutes and passenger numbers have grown from just under three million in the first full year of service to eleven million in 2018. Plastic-free service As a mark of its commitment to eco-

responsible travel, on 14th November 2019 Eurostar ran its first ever plasticfree train between London and Paris. This service, from which single-use plastics have been eliminated, was a demonstration of Eurostar’s environmental ambitions for its onboard experience. The train featured new wooden cutlery, recyclable cans of water, glass wine bottles, alternative paper-based coffee cups and environmentally friendly packaging for food served to customers. KEY PERSONNEL Chair: Dominique Reiniche Chief Executive Officer: Mike Cooper Chief Financial Officer: James Cheesewright Director of Communications: Mary Walsh Chief Operating Officer: Philippe Mouly Chief Customer Officer: Marc Noaro Strategy Director and Company Secretary: Gareth Williams Chief Information Officer: Laurent Bellan Business Optimisation Director: François Le Doze Customer Engagement Director: Richard Sherwood Customer Experience Director: Amber Kirby

CONTACT INFORMATION Address: Eurostar International Ltd, Times House, Bravingtons Walk, London N1 9AW Phone: 0343 218 6186 Email: traveller.care@eurostar.com Website: www.eurostar.com Rail Professional Industry Reference Book 2020 Page 97


Passenger operators

Burnham Market

Wells-next-the-Sea

Hunstanton

e.

Dersingham

Fakenham

Sandringham

King’s Lynn

Holding company Govia (Go-Ahead Group/Keolis)

Watlington

Gatwick Express

Wisbech

Downham Market Littleport Ely

to Yorkshire, the North East and Scotland

to Norwich and Ipswich

Waterbeach

Gatwick Express has existed since 1984 and is the only non-stop train service between central London and Gatwick Airport Peterborough

to the West Midlands, North West and Scotland

Cambridge North

St. Ives

Huntingdon

to the East Midlands and South Yorkshire

St. Neots

G

Bedford

Milton Keynes Central

to Newmarket and Ipswich

Cambridge

to Stansted Airport and London

Foxton Shepreth

Sandy

Meldreth atwick Express operates 160 Flitwick Royston Biggleswade services carrying around 13,000 Ashwell & Morden Harlington Arlesey Baldock travellers a day and covers Leighton Buzzard Letchworth Garden City Leagrave Hitchin around 1.6Dunstable million miles a Luton year. Running between London Stevenage Watton-at-Stone Tring Luton Knebworth Luton Airport Parkway Hertford North Airport Victoria station and Gatwick Airport, the Welwyn North Bayford Harpenden airport train service departs every 15 Welwyn Garden City Berkhamsted Cuffley Hatfield minutes, enabling passengersSt.to reach the Albans City Welham Green Crews Hill airport, which is located directly beneath Hemel Hempstead Brookmans Park Radlett Gordon Hill the train’s south terminal, in around 30 Potters Bar Enfield Chase minutes. Watford Junction Elstree & Borehamwood Hadley Wood Plans were unveiled in December 2014 Grange Park New Barnet Mill Hill Broadway to redevelop Gatwick Airport train station, Oakleigh Park Winchmore Hill Hendon Harrow & Wealdstone New Southgate with Network Rail and Gatwick Airport Palmers Green Bowes Park both contributing £30 million,Cricklewood and the Alexandra Palace Government £50.5 million, to the £120.5 West Hampstead Hornsey Thameslink Wembley Central million upgrade. Harringay Finsbury Park Bletchley

On Mondays to Saturdays from December 2018 until further notice, buses will replace trains between Stevenage and Hertford North and between Stevenage and Watton-at-Stone. For more information visit: greatnorthernrail.com/railreplacement

Kentish Town

Shepherd’s Bush

London St. Pancras International

Oyster and contactless to Paddington payment can be used in the yellow shaded area

pia)

Drayton Park Highbury & Islington Essex Road Old Street Moorgate

London King’s Cross

Farringdon City Thameslink

Eliz

abe

London Blackfriars

th

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London Bridge

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South Bermondsey

E AM

London Victoria

pton

ER

TH

Elephant & Castle

RIV

Battersea Park to London Waterloo

to Clapham Junction

Brockley

Clapham Junction

North Dulwich West Dulwich

Tulse Hill

Wandsworth Common Balham

Gipsy Hill

Streatham

Haydons Road Tooting

Wimbledon

edon Chase

Dartford

Carshalton

on Common

West Sutton Sutton Cheam Ewell East

Greenhithe for Bluewater Beckenham Hill to Ebsfleet International and London

Ravensbourne

Penge West

Higham

Shortlands

Anerley

Strood

Bromley South

Beckenham Junction

Birkbeck

Horsley

Bickley

Chatham

St. Mary Cray Swanley

Gillingham

Banstead

Coulsdon Woodmansterne Town Reedham

Epsom Downs

Merstham

Kingswood

Reigate

to Dorking

to Reigate

Crawley Littlehaven

Faygate*

Ifield

Nutfield Godstone

Earlswood

Edenbridge Town

Horley

Lingfield

Hever

Gatwick Airport

Dormans

Cowden

East Grinstead

Ashurst

Ashington Washington

Burgess Hill

Penshurst

Tonbridge

to Kent Coast

Doleham*

Ore to London

Cooksbridge*

Preston Park Glynde Berwick Polegate

Moulsecoomb

g e e a g n k g London a g g te ea -Se rthin rthin rthin ancin by-Se thwic rsga rtslad ingto Hov erin -by-S Road e o r o -on L g Po Brighton (Brighton) Wo ast W Sou Fish am Ald rin ton est W reh Go E ing W r r Sho Du

Falmer Lewes

to France

Southease

Hastings St. Leonards Warrior Square Bexhill Collington Cooden Beach Normans Bay Pevensey Bay* Pevensey & Westham

Hampden Park Eastbourne

Newhaven Town Newhaven Harbour

Bishopstone Seaford

Page 98 Rail Professional Industry Reference Book 2020

Chief Executive Officer: Patrick Verwer Chief Operating Officer: Steve White Chief Financial Officer: Ian McLaren Engineering Director: Gerry McFadden Infrastructure Director: Keith Jipps Operations Planning Director: Scott Brightwell Business Improvement Director & Deputy COO: Alex Foulds Head of Safety: Mark Whitely Human Resources Director: Andy Bindon Acting Communications and Marketing Director: Myriam Walburger Passenger Service Director: Angie Doll

Three Oaks

Uckfield

gm

Appledore

Winchelsea

Buxted

Plumpton

Hassocks

Ham Street

Rye

Crowborough

Wivelsfield Southwater

Leigh

Eridge

Balcombe Haywards Heath

Horsham

International Europe

Hurst Green Edenbridge

Three Bridges

Ockley

Christ’s Hospital Billingshurst Pulborough Amberley Arundel

Caterham

Salfords

Dorking

Tha Maidstone East wil mesli to Canterbury l op nk and Ramsgate era serv te fr ice Bearstead om s on to Dec this em Dover ber route 201 Ashford and 9 to London

to London

Oxted

Redhill

Tadworth Tattenham Corner

West Malling

Sevenoaks

Woldingham Whyteleafe Whyteleafe South

to Margate and Ramsgate

Borough Green

Bat & Ball

Upper Warlingham

Coulsdon South

Chipstead

Holmwood

Warnham

Purley Kenley

to North Kent

Otford

Riddlesdown

Purley Oaks

Rainham

Eynsford Shoreham

to Sevenoaks

Belmont

Box Hill & Westhumble

Dorking Deepdene

Orpington

South Croydon

KEY PERSONNEL

Rochester

Petts Wood

East Croydon

Sanderstead

Bookham

Effingham Junction

to Guildford

West Croydon

Carshalton Beeches

Ashtead Leatherhead

Waddon

Wallington

Swanscombe Northfleet Gravesend

Kent House

Norwood Junction

Epsom

An

Stone Crossing

Forest Hill

Hackbridge

St. Helier

Clandon

Crystal Palace

Mitcham Junction

orden South

ad d)

Slade Green

Selhurst

Mitcham Eastfields

outh Merton

ES

Bellingham

Penge East

Streatham Common Norbury Thornton Heath

d

018

AM

Sydenham

West Norwood

Streatham Hill

er 2

TH

Westcombe Park

Honor Oak Park

Sydenham Hill

mb

Catford

East Dulwich

Herne Hill

ece

Charlton Tha wil mesli Woolwich Arsenal l op nk era serv te fr ice om s on Plumstead Dec this em ber route 201 Abbey Wood 9

Crofton Park

Nunhead

Loughborough Junction

sD

ER

Maze Hill

New Cross Gate

Peckham Rye

Denmark Hill

pen

RIV

Greenwich

to Highbury & Islington

Queens Road Peckham

harf

Deptford

The final £10 million was secured in February 2015, giving the green light to the project that will include doubling the size of the concourse to reduce congestion; putting in a new roof; and installing more escalators and lifts to make it easier to reach all platforms. The new station will increase the number of rail passengers using the station every year by around five million to around twenty million before 2025. On top of the new station, new Britishmade trains were brought in at a cost of £145 million, allowing more First Class seats and more tables in Express Class as well as onboard Wi-Fi and dedicated luggage racks in every carriage.

Produced by

23.3.2018 (GTR All Brands Diagram)

www.fwt-london.co.uk

CONTACT INFORMATION Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 850 1530 Email: customerservices@gatwickexpress.com Website: www.gatwickexpress.com


Passenger operators

Glasgow Subway The Glasgow Subway carries 13 million passengers each year, and is currently undergoing its biggest modernisation programme in more than 30 years

T

he 15 stations of the Subway are distributed over a six mile circuit of the West End and City Centre of Glasgow, with eight stations to the North of the River Clyde and seven to the South. There are two lines: an outer circle running clockwise and an inner circle running anticlockwise. Upgrades The full-scale upgrade will ensure that the highest quality of service is delivered to the 40,000 passengers who use the Subway every day. The Glasgow Subway is 120-yearsold and is the third oldest underground system in the world behind London and Budapest. A £288 million funding package for the work is being supported by the Scottish Government and rebuilding work is happening right across the network. Modernisation In 2011/12, Strathclyde Partnership for Transport (SPT) secured funding from the Scottish Government to fully upgrade and modernise the Subway. This included the refurbishment of all 15 stations, a strand of work which will be completed in Spring 2020. In 2013, SPT also introduced a new Smartcard ticketing system as part of the modernisation programme which has revolutionised ticketing options across all forms of transport in the region with train and bus operators all developing smart ticketing options. With more than 230,000 Subway Smartcards now in operation, SPT

continues to work with transport operators and Transport Scotland to develop more integrated ticketing opportunities across the region. In 2016, SPT announced a significant step forward in the modernisation programme with the award of contract for the new rolling stock, signalling and equipment to the Stadler Bussnang AG / Ansaldo STS (now Hitachi) Consortium. The contract worth £200 million will include the 17 new Subway trains which are of the same length and size as existing rolling stock but made up of four-car sets as opposed to the current three-car sets. They also feature open gangways to maximise the space available. The first of the new trains was on show at InnoTrans 2018, the international Trade Fair for transport technology in Berlin, by leading manufacturer Stadler. The first of the three new trains have now been delivered to Glasgow with dynamic testing due to begin offsite in 2020. As well as the new trains, the Subway’s signalling equipment, control systems and control centre will all be replaced bringing improved availability and reliability to passengers. The system will include new platform screen doors, which will be ‘half height’ to preserve as much space and openness within the stations as possible while still maintaining passenger safety and security. Once the new full system is in place – trains, signalling, operational control centre, platform screen doors – and has been fully tested, the Subway will move from its current partially automatic trains to Unattended Train Operations (UTO).

Transport Focus survey The 2018 Transport Focus survey reported overall passenger satisfaction reached 97 per cent, whilst 95 per cent of surveyed passengers said that they were satisfied with the Subway’s level of punctuality. 80 per cent said that they were satisfied with the value for money the service provides.

KEY PERSONNEL Chief Executive: Gordon Maclennan Assistant Chief Executive: Valerie Davidson Director of Subway: Antony Smith Director of Finance & HR: Neil Wylie

CONTACT INFORMATION Address: Broomloan Depot, Robert St, Lanarkshire, Glasgow G51 3HB Phone: 0141 332 6811 Email: enquiry@spt.co.uk Website: www.spt.co.uk

Rail Professional Industry Reference Book 2020 Page 99


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Govia Thameslink Railway Govia Thameslink Railway (GTR) began operations in September 2014. It oversees Thameslink, Great Northern, Southern and the Gatwick Express airport services

G

Siemens has taken over the complete long-term servicing and maintenance for this new fleet of trains. ‘Thameslink is now a Class 700-only route marking a significant milestone in our journey of modernisation towards a new high-frequency service through central London’ said GTR engineering director Gerry McFadden. This means that the trains running on

TR is a subsidiary of Govia, a joint venture between the British GoAhead Group and French company Keolis.

Rolling stock All the trains on the Thameslink route are now new Class 700 Siemens trains, with the entire fleet being replaced and brought into service in 2017.

Burnham Market

SERVICES AND FACILITIES

Gatwick Express

REGULAR SERVICE

Wells-next-the-Sea

Hunstanton

This is a general guide to the basic daily services. Not all trains stop at all stations on each coloured line, so please check the timetable.

Dersingham

LIMITED SERVICE

Fakenham

Sandringham

King’s Lynn

Great Northern Southern

Watlington

Thameslink

Wisbech

Other train operators may provide additional services along some of our routes.

Faygate*

Other train operators’ routes Bus links Limited service stations on our network Interchange stations Interchange with London Underground Interchange with London Overground Interchange with London Tramlink Interchange with Eurostar Interchange with other operators’ train services Interchange with Airports Ferry service routes Hovercraft service routes

Downham Market Littleport Ely

to Yorkshire, the North East and Scotland

to Norwich and Ipswich

Waterbeach Peterborough to the West Midlands, North West and Scotland

Cambridge North St. Ives

Huntingdon

to the East Midlands and South Yorkshire

Bedford

Milton Keynes Central

Biggleswade Arlesey

Leighton Buzzard

Meldreth Royston Ashwell & Morden Baldock

Hitchin

Luton

Luton Airport Parkway

Shepreth

Letchworth Garden City

Leagrave Dunstable

Tring

Stevenage Luton Airport

On Mondays to Saturdays from December 2018 until further notice, buses will replace trains between Stevenage and Hertford North and between Stevenage and Watton-at-Stone. For more information visit: greatnorthernrail.com/railreplacement

Watton-at-Stone

Knebworth

Hertford North

Welwyn North Harpenden

Berkhamsted

Bayford

Welwyn Garden City

Cuffley

Hatfield

St. Albans City

Welham Green

Hemel Hempstead Radlett

Brookmans Park

Elstree & Borehamwood

Hadley Wood

Crews Hill Gordon Hill

Potters Bar Watford Junction

Enfield Chase Grange Park

New Barnet

Mill Hill Broadway

Oakleigh Park Hendon

Harrow & Wealdstone

Kentish Town London St. Pancras International

Oyster and contactless to Paddington payment can be used in the yellow shaded area

Kensington (Olympia)

Farringdon

Palmers Green Bowes Park

Hornsey Harringay Finsbury Park Drayton Park Highbury & Islington Essex Road London King’s Cross Old Street Moorgate

City Thameslink

Eliz

abet

London Blackfriars

h Li

ne

open

KEY PERSONNEL

sD

London Bridge

ER

TH

Elephant & Castle

RIV

Battersea Park to London Waterloo

Denmark Hill to Clapham Junction

Brockley

Clapham Junction

North Dulwich West Dulwich

Tulse Hill

Wandsworth Common Balham

Gipsy Hill

Streatham

Haydons Road Tooting

Wimbledon

Wimbledon Chase

Carshalton

Sutton Common

West Sutton Sutton Cheam Ewell East

to London

to Reading

Southampton Airport Parkway to Dorking rne to Portsmouth itte Eastleigh *B ton ools *W g olin *Sh tley m e a r le h *N mb ste a Fare rtche on *H led ick Po sham urs Co *B wanw S Hilsea n to London to Channel Islands, Fratton pto nt m France and Spain a h va Ha ngton h Bed Portsmouth & Southsea ort e rbli Wa Emsw ourn e thb urn Sou utbo sham e N Portsmouth Bo ourn b ter Harbour Fish iches ham Ford Ch Barn to Gosport and Isle of Wight

Bognor Regis

Littlehampton

Horsley

West Croydon

Carshalton Beeches

Penge West

Higham

Shortlands

Strood

Bromley South

Beckenham Junction

Birkbeck

Bickley

Rochester Chatham

St. Mary Cray Swanley

Petts Wood

Woodmansterne

Coulsdon Town Reedham

Gillingham

to Dorking

to Reigate

Caterham

Faygate*

Horley

Lingfield

Hever

Gatwick Airport

Dormans

Cowden

East Grinstead

Ashurst

Ifield

Ashington Washington

to Kent Coast

Doleham* Three Oaks

to London

Buxted

Preston Park Glynde Berwick Polegate

Moulsecoomb

g n London g ea ve de ea ea ng ick ate ing ing erin -by-S n-S orth orthin orth Lanci -by-S uthw ersg ortsla ringto Ho Road g P n-o W Brighton (Brighton) W ast W So am Ald rin Fish gto West reh Go E rrin Sho Du to France

Falmer Lewes Southease

Appledore

Winchelsea

Cooksbridge*

gm

Ham Street

Ore

Uckfield

Plumpton

Hassocks

to Isle of Wight

Tonbridge

Rye

Crowborough

Haywards Heath Burgess Hill

Leigh Penshurst

Eridge

Balcombe

Hastings St. Leonards Warrior Square Bexhill Collington Cooden Beach Normans Bay Pevensey Bay* Pevensey & Westham

Hampden Park Eastbourne

Newhaven Town Newhaven Harbour

Bishopstone Seaford Produced by

Page 100 Rail Professional Industry Reference Book 2020

Chief Executive Officer: Patrick Verwer
 Chief Operating Officer: Steve White
 Chief Financial Officer: Ian McLaren
 Engineering Director: Gerry McFadden
 Infrastructure Director: Keith Jipps
 Operations Planning Director: Scott Brightwell
 Business Improvement Director & Deputy COO: Alex Foulds Passenger Service Directors: Stuart Cheshire
 Head of Safety: Mark Whitely Human Resources Director: Andy Bindon
 Communications and Marketing Director: Collette Dunkley

International Europe

Hurst Green

Edenbridge Town

Wivelsfield Southwater

Tham Maidstone East will eslin to Canterbury oper k se and Ramsgate ate rvic Bearstead from es on to Dec this em Dover ber route 2019 Ashford and to London

to London

Edenbridge

Three Bridges Crawley

Littlehaven

West Malling

Sevenoaks

Oxted

Nutfield Godstone

Earlswood

to Margate and Ramsgate

Borough Green

Bat & Ball

Woldingham Whyteleafe Whyteleafe South

Salfords

Dorking

Otford

Upper Warlingham

Redhill Reigate

Horsham Christ’s Hospital Billingshurst Pulborough Amberley Arundel

Purley Kenley

Rainham to North Kent

Shoreham

to Sevenoaks

Riddlesdown

Merstham

Kingswood Tadworth Tattenham Corner

Ockley Warnham

South Croydon

Eynsford

Coulsdon South

Chipstead

Box Hill & Westhumble

Dorking Deepdene

Orpington

East Croydon

Purley Oaks

Banstead Epsom Downs

Swanscombe Northfleet Gravesend

Kent House

Anerley

Belmont

Holmwood

An

to Ebsfleet International and London

Ravensbourne

Sanderstead

Bookham

Effingham Junction

to Guildford

Waddon

Wallington

Epsom

Leatherhead

Clandon

Greenhithe for Bluewater

Norwood Junction

Ashtead to London

London Road Guildford (Guildford)

Stone Crossing

Beckenham Hill

Hackbridge

St. Helier

Southampton Central St. Denys*

Crystal Palace

Mitcham Junction

Morden South

to Bournemouth

Dartford

Selhurst

Mitcham Eastfields

South Merton

Slade Green

Forest Hill

Penge East

Streatham Common Norbury Thornton Heath

to Guildford

Abbey Wood

Bellingham

Sydenham

West Norwood

Streatham Hill

ES

Charlton Tham will eslin Woolwich Arsenal oper k se ate rvic from es on Plumstead Dec this em ro ut ber 2019 e

Honor Oak Park

Sydenham Hill

AM

Catford

East Dulwich

Herne Hill

2018

TH

Westcombe Park

Crofton Park

Nunhead

Loughborough Junction

ber

ER

Maze Hill

New Cross Gate

Peckham Rye

ecem

RIV

Greenwich

to Highbury & Islington

Queens Road Peckham Imperial Wharf

Deptford

South Bermondsey

A

London Victoria

West Brompton

S ME

Modernisation In May 2018 passengers saw a transformation in services, much of it delivered through the £7 billion Thameslink Programme, which introduced brand new, reliable timetables, extended routes, additional services and new trains. The programme is being sponsored by the Government and will add capacity into London for 35,000-40,000 more passengers in each three-hour peak across the whole GTR network. Alongside the new trains, there will be new links to Gatwick Airport, Eurostar at St Pancras and an interchange at Farringdon for Elizabeth line Crossrail services across central London from December 2019. Other benefits include the return of cross-London Thameslink services at London Bridge – up to twelve trains per hour at peak times, including Bedford to Brighton services.

Alexandra Palace

West Hampstead Thameslink

Wembley Central

Winchmore Hill

New Southgate

Cricklewood

Shepherd’s Bush

to Stansted Airport and London

Foxton

Sandy

Flitwick Harlington

Bletchley

to Newmarket and Ipswich

Cambridge

St. Neots

the off-peak services between Brighton, Gatwick Airport and London Bridge are now up to three times longer. From May next year hundreds of thousands of new passengers from Sussex, Cambridge and Peterborough will be plugged into the crossLondon route when the Thameslink network expands.

23.3.2018 (GTR All Brands Diagram)

www.fwt-london.co.uk

CONTACT INFORMATION Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 026 4700 Email: customerservices@thameslinkrailway.com Website: www.thameslinkrailway.com


Tel: 01280 823355 www.buckinghamgroup.co.uk

Total Construction Solutions for the Rail Industry

Multi-disciplinary rail construction services include: Rail engineering; civil & structural engineering Depots & trainwash facilities Stations and passenger area construction and refurbishment Station car parks; at grade, decked & multi-storey Platform construction and extensions Permanent way, construction, raising & lowering Bridge structures & retaining walls, including piling Lineside structures, foundations, culverts Earthworks, embankments & cuttings Embankment construction, stabilisation & protection Railway track beds & ballast operations Major re-signalling schemes Troughing route

Buckingham Group hold a full, Network Rail approved, Principal Contractors Licence (PCL) and all appropriate, audited and verified RISQS RICCL / Product Codes


Passenger operators Holding company Arriva UK Trains

Grand Central Grand Central Rail is an independent open-access operator and a subsidiary of Arriva UK Trains, part of the Arriva Group, which is owned by Deutsche Bahn

T

he company has operated passenger rail services on the East Coast Main Line from Sunderland to London King’s Cross since December 2007; and from Bradford Interchange to London King’s Cross since May 2010. In August 2014, Grand Central was granted an extension of its operating rights until December 2026. Routes Grand Central connects Yorkshire and the North East to London with two routes. Five daily services on the North East to

London route run between Sunderland and London King’s Cross calling at Hartlepool, Eaglescliffe, Northallerton, Thirsk and York. This route is known as the North Eastern service. Four daily services which run on the Yorkshire to London route operate between Bradford Interchange and London King’s Cross calling at Halifax, Brighouse, Mirfield, Wakefield Kirkgate and Doncaster. Some services also call at Pontefract Monkhill. This is known as the West Riding or West Yorkshire service. In May 2018 Grand Central commenced operating services on the West Coast Main Line from London Euston to Blackpool after the Office of Rail and Road granted fellow Arriva subsidiary Alliance Rail Holdings access rights for ten years. E-ticketing Grand Central Rail introduced e-ticketing towards the end of 2017, allowing customers to buy tickets online and display them on their mobile or tablet device. Instead of queuing at stations or waiting for tickets to be delivered, customers can now pay for their fare online. Available on desktop and mobile devices, tickets stay available until ten minutes before departure and after purchasing customers receive an email with a downloadable PDF that features a barcode scanned by crew and ticket gates. Richard McClean, managing director of Grand Central Rail, said: ‘We are always Page 102 Rail Professional Industry Reference Book 2020

striving to improve our customer experience and we listen to our passengers. Not only is [e-ticketing] environmentally friendly, but it offers our passengers a fast and efficient way of storing their ticket.’ New fleet The six Class 43 (HST) trains that Grand Central operates were withdrawn at the end of 2017. The TOC had leased five more Class 180 units cascaded from Angel Trains to replace its HST trains and increase its overall fleet size.

KEY PERSONNEL Managing Director: Richard McClean Chief Operating Officer: Sean English Fleet Director: Dave Hatfield Commercial and Customer Policy Director: Louise Blyth Finance Director: Mark Dale Head of HR: Angela Newsome Revenue Manager: Nick Clarke

CONTACT INFORMATION Address: Grand Central Rail, Northern House, 9 Rougier Street, York YO1 6HZ Phone: 0345 603 4852  Email:  customer.services@grandcentralrail.com Website: www.grandcentralrail.com


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Great Northern The Great Northern Franchise operates trains between London and the east of England, including Cambridge, Peterborough and King’s Lynn

S

New rolling stock In May 2018 a Siemens team of approximately 200 people began work on delivering the manufacturing, commissioning and testing phase of a fleet of twelve newly built Class 717 Desiro City trains.

ince 2016 Great Northern has invested in new trains and increased services. It has doubled overall capacity on the Cambridge to London route and installed new air-conditioned trains from Cambridge to King’s Lynn.

Wells-next-the-Sea Burnham Market Hunstanton Dersingham

t all trains stop at e timetable. y the general pattern.

Fakenham

Sandringham King’s Lynn Watlington

Cambridge

l

Huntingdon

to Newmarket and Ipswich

Cambridge North St. Ives

Cambridge Foxton

St. Neots

Underground Overground erators’ train services

to Stansted Airport and London

Shepreth Sandy

Meldreth Royston

Biggleswade

Ashwell & Morden Arlesey

s ms ow

844 co.uk

Waterbeach

Peterborough

tes

ce, so we ask you l always try to offer eceive, the less time n you receiving

to Norwich and Ipswich

Littleport Ely

g some of our routes.

step-free access to y be unsuitable for s or other reasons.

Downham Market

Wisbech

to Yorkshire, the North East and Scotland

Hitchin

Baldock Letchworth Garden City

A full fleet of 25 trains is currently being phased into service on Great Northern suburban services from Welwyn Garden City, Hertford and Stevenage to and from Moorgate in the City of London. The Class 717s will replace the existing Great Northern fleet of Class 313 trains, built in the late 1970s. The 25 six-car trains, financed by Rock Rail Moorgate, (a joint venture between Rock Rail Holdings and Aberdeen Standard Investments), represent the first fleet of trains to be introduced into the UK using a new model for financing rolling stock. For the first time financing has been provided through direct long-term investment from pension and insurance companies. Great Northern gave passengers a sneak preview of the new £240 million airconditioned train fleet on 28th September. New services An extra 200 services will be introduced each weekday on Thameslink and Great Northern from Monday 10th December. There will be an additional 32 peak and 170 off-peak services operating. Additional peak services will operate across the network from Cambridge, Peterborough, Brighton, St Albans, Horsham, Rainham, Luton, Orpington, East Grinstead, Bedford and on the Wimbledon loop.

Stevenage Knebworth

Watton-at-Stone Hertford North

Welwyn North

Bayford

Welwyn Garden City St. Albans

Cuffley

Hatfield Welham Green

Crews Hill

Brookmans Park

Gordon Hill

Potters Bar

Enfield Chase

Hadley Wood

Grange Park

New Barnet

Winchmore Hill

Oakleigh Park New Southgate

Palmers Green Bowes Park

KEY PERSONNEL Chief Executive Officer: Patrick Verwer Chief Operating Officer: Steve White Chief Financial Officer: Ian McLaren Engineering Director: Gerry McFadden Infrastructure Director: Keith Jipps Operations Planning Director: Scott Brightwell Business Improvement Director & Deputy COO: Alex Foulds Passenger Service Directors: Stuart Cheshire Head of Safety: Mark Whitely Human Resources Director: Andy Bindon Communications and Marketing Director: Collette Dunkley

Alexandra Palace Hornsey Oyster and contactless payment can be used in the yellow shaded area

Harringay Finsbury Park Drayton Park Highbury & Islington Essex Road Old Street London King’s Cross Moorgate

CONTACT INFORMATION Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 026 4700  Email: customerservices@greatnorthernrail. com Website: www.greatnorthernrail.com Rail Professional Industry Reference Book 2020 Page 103


Passenger operators Holding company First Group

Great Western Railway Great Western Railway (GWR) carries over a hundred million passengers across South Wales, the West Country, the Cotswolds, and large parts of southern England every year the IETs have up to 24 per cent more seats per train. Following completion of Network Rail’s electrification to Newbury new Electrostar, suburban commuter, trains have also been able to run to the town for the first time having been rolled out across London and the Thames Valley during late 2017 and 2018.

New trains and more seats Before Christmas 2018 GWR took delivery of its final Class 800 Intercity Express Train (IET) from manufacturer Hitachi, with a further 127 (Class 802) carriages – 15 trains – still to be rolled out during 2019. Replacing 40-year-old High Speed Trains,

Landmark electric trains On Sunday 5th January 2020 GWR ran electric trains to and from South Wales for the first time. Over the Christmas and New Year period, Network Rail engineers worked around the clock from 24th December to 2nd January 2020 to switch on the

Mobile assistance At the end of 2019 GWR launched a mobile Customer Assistance Team to help those with reduced mobility to be able to travel with confidence. GWR’s new ten-member mobile team means that a member of staff can travel with the passenger, taking care of the entire journey experience and ensuring continuity of service. Launched in December 2019 the team has now helped over 500 customers.

Worcester Foregate Street

3 Severn Tunnel Junction

Worcestershire Parkway Rail Station At the end of 2019, construction was completed at the brand-new, landmark Worcestershire Parkway station - the first station to be opened in the county for

Worcester Shrub Hill Pershore

Malvern Link Great Malvern

Pilning

Severn Beach

electricity running through the overhead line equipment between St Brides, Newport and west of Cardiff Central station, ahead of a final stage of testing. ​Final testing took place in the Cardiff area, enabling GWR’s Intercity Express Trains to run on electric between Cardiff Central and London Paddington from Sunday 5th January.

Honeybourne Evesham

Yate Patchway St Andrews Road

Filton Abbey Wood

Avonmouth

Shirehampton Sea Mills Carmarthen

Moreton-in-Marsh

Cheltenham Spa

Kingham

Gloucester

Shipton

Route operated by Great Western Railway Great Western Railway Summer/Limited Service

Keynsham

Cam & Dursley Neath

Airport Detailed view available

Radley

Kemble

Culham Appleford

Didcot Parkway

Bridgend

Bristol Bedminster

Avonmouth

Cardiff Central

Oldfield Park

Bristol Airport

Hungerford

Bath Spa

Melksham

Calstock

Kintbury

Winnersh Wokingham

Frome

Highbridge & Burnham

Minehead

Ash

4

Wanborough Guildford Shalford

Warminster

Chilworth

Betchworth Dorking Reigate West Redhill Dorking Gomshall Deepdene

Gatwick Airport

Menheniot Bridgwater

St Keyne Wishing Well Halt

Sandplace

St Germans

St Budeaux Victoria Road Keyham Dockyard Devonport

St Budeaux Ferry Road

Castle Cary

Salisbury

Chapelton Umberleigh

Plymouth

Looe

Bruton

Barnstaple

Saltash

Causeland

Taunton

Portsmouth Arms

Thornford Yetminster

Tiverton Parkway

Lapford Feniton

Morchard Road Copplestone

Sampford Courtenay

Okehampton

Polsloe Bridge Exeter Central entral

Axminster

Havant

Shoreham-by-Sea

Barnham Chichester

Hove

Brighton

Worthing

Fratton Portsmouth & Southsea

Exeter Airport Dorchester West

Digby & Sowton Topsham Lympstone Commando Lympstone Village

Upwey

Exmouth

Weymouth

Dawlish Warren

Wadebridge

Cosham

Portsmouth Harbour

2

Starcross Padstow

Hedge End Botley

Fareham

Maiden Newton

Yeoford

Central Exeter St Exeter Davids St James Park

Eastleigh

Southampton Central

Chetnole

Honiton

Whimple

Pinhoe

Crediton

Mottisfont & Dunbridge Eastleigh Romsey

Southampton Airport Parkway

Yeovil Pen Mill Crewkerne

Eggesford

Holsworthy

Dean

Southampton Airport Parkway Yeovil Junction

Kings Nympton

Bude

London Paddington

Farnborough North North Camp

Basingstoke

Bere Ferrers

Coombe Junction Halt

Ealing Hayes & Broadway Harlington Heathrow Airport

Crowthorne Sandhurst Blackwater

Bramley

Dilton Marsh Liskeard

Windsor & Eton Central

Reading Rea

Theale Aldermaston Midgham Thatcham Mortimer

Pewsey

Westbury

Bere Alston

Greenford

Tw Twyford

Newbury Racecourse

Newbury

Bedwyn

Brad Bradford-on-Avon Freshford Avoncliff Trowbridge

4

Slough Maidenhead Tilehurst

Reading West

Keynsham

Yatton Worle

Bourne End

Marlow Henley-on-Thames

Chippenham

Nailsea & Backwell

Weston Milton Weston-super-Mare

Gunnislake

Cholsey

Goring & Streatley Pangbourne

Bristol Temple Meads

Cardiff Airport

1

Swindon

Parkway

in

St Andrews Road Severn Beach Avonmouth Clifton Down Redland 3 Shirehampton Patchway Yate Montpelier Sea Mills

al

Severn Tunnel Junction

Newport

m

Port Talbot Parkway

Te r

Swansea

Bus Link

Oxford

ro w

Penally

Station served by Great Western Railway

Stonehouse Stroud

Llanelli

Pembrey & Burry Port

Station managed by Great Western Railway

th

Tenby

Nailsea & Backwell

Heyford Tackley

ea

Kidwelly

Kilgetty Saundersfoot

Charlbury

Ascott-under-Wychwood Combe Finstock Hanborough

Bedminster Parson Street

Ferryside

Lamphey Pembroke Manorbier

Bristol Parkway

Redland Montpelier Stapleton Road Lawrence Hill

Great Western Railway Network Map

Kings Sutton Ashchurch for Tewkesbury

Tewkesbury

Bristol Temple Meads

Narberth

Pembroke Dock

Ledbury

Clifton Down

Whitland

Banbury

Colwall

Hereford

H

A

utumn 2017 was a busy season for GWR, with the end of the year approaching the company launched its brand new Intercity Express Train, marking the next stage in the biggest fleet upgrade on the Great Western in forty years. ​The new Class 800, ten-carriage train has been built in Britain by Hitachi, it carried passengers for the first time on 16th October 2017, carrying early risers on the pre-dawn service from Bristol Temple Meads to London Paddington. In 2018 GWR extended the fleet to serve Devon and Cornwall. A further 36 Intercity Express Trains – (known as Class 802s) have also been ordered from Hitachi’s factory in Pistoia, Italy to improve services between London Paddington and Exeter, Plymouth and Penzance.

Dawlish

Newton Abbot

Gunnislake

Newquay Quintrell Downs

Calstock

Bodmin

Cornwall Airport Newquay

Bodmin Parkway Roche Lostwithiel Bugle St Columb Luxulyan Road Eden Project

St Austell

Par

Liskeard Menheniot Causeland Sandplace Looe

1

Saltash

Newton St Cyres

Bere Alston

4

Torre Torquay

Bere Ferrers Totnes

St Budeaux

St Germans Devonport

Teignmouth

Marlow

Paignton

Pinhoe

Plymouth

Exeter St Davids

St James’ Park

Henley-on-Thames

Polsloe Bridge

Exeter Central St Ives Lelant Lelant Saltings

Carbis Bay

Truro

Redruth Camborne

Hayle St Erth

Exeter St Thomas

Perranwell

Penmere

Penzance

Digby & Sowton

Twyford

Falmouth Docks Falmouth Town

Topsham

Furze Platt

Taplow Maidenhead

Shiplake Wargrave

Newcourt

Penryn

Bourne End Cookham

Whimple

Ivybridge

Greenford South Greenford Ealing Castle Bar Park Drayton Green Broadway West Drayton Hayes & Hanwell Acton Langley West Harlington Main Ealing Slough Southall Line Iver

Burnham

Windsor & Eton Central

Heathrow Airport

Helston Culdrose

2

Exton Lympstone Commando

Produced by Kadfire Ltd. Updated by GWR Publications. Correct as of May 2017 Contains Ordnance Survey data © Crown copyright and database right 2016

Page 104 Rail Professional Industry Reference Book 2020


Passenger operators

and Oxford Station. ​This work forms part of the £200 million Oxford Corridor Project, which will deliver a series of enhancement schemes to increase capacity and improve reliability for passengers and freight operators.

KEY PERSONNEL

over 100 years. Worcestershire County Council confirmed that the ‘Entry into Service’ process is also nearing completion. This is the process where all the new equipment and facilities are being tested and commissioned. As such this is very complex, involving a wide range of stakeholders. ​The station will benefit from the introduction of the new Cross Country and GWR timetable, the latter covering all GWR services across Western England and South Wales, representing the greatest change on the GWR network for over 30 years. Some key peak services to and from London will take less than two hours, with a fastest time

of one hour 49 minutes, and passengers will be able to get to Cardiff in one hour 23 minutes, to Nottingham in one hour 49 minutes. Oxford upgrades In the Summer of 2017 work which enabled improvements in line speeds to ease congestion on the railway into and out of Oxford was completed. More than one hundred Network Rail engineers worked through each shift, putting in more than 32,750 people-hours in total during the nine-day closure to renew around just under two miles of track between Hinksey Lakes

Managing Director: Mark Hopwood Engineering Director: Simon Green Customer Service and Transformation Director: Richard Rowland Commercial Development Director and Deputy MD: Matthew Golton Director of Sales and Marketing: Phil Delaney Director, Compliance, Sustainability & Environment: Joe Graham Finance Director: Ben Caswell Director of HR: Ruth Busby

CONTACT INFORMATION Address: Milford House, 1 Milford Street, Swindon SN1 1HL Phone: 01793 499400 Email: GWR.feedback@GWR.com   Website: www.gwr.com

Rail Professional Industry Reference Book 2020 Page 105


Passenger operators Holding company Abellio/Mitsui

Greater Anglia Abellio first won the Greater Anglia franchise in 2012, it re-won the franchise in October 2016

I

n early 2017 40 per cent of Abellio was sold to Japanese company Mitsui. The 150-year-old company operates in a diverse array of sectors and is the first Japanese company to take a stake in a British TOC. At the time of the sale, which had been announced three months earlier in December, Abellio managing

director Dominic Booth said the ‘longstanding objective of running the franchise as a sixty-forty joint venture’ had been fulfilled by the sale. Operational history Greater Anglia began operating in 2012 under Abellio, the international arm of the state-owned railway of the Netherlands.

It operates commuter services between London Liverpool Street and destinations such as Essex, Hertfordshire, Cambridgeshire, Suffolk and Norfolk, the Stansted Express, intercity services between Norwich and London, as well as many of the regional services across East Anglia. Investment and advancement With the inception of the new franchise in October 2016, Abellio announced it would invest £1.4 billion in fleet replacement which resulted in 33,000 new train seats at morning and evening peak travel times. Heavy investment has been made in the new trains with 665 carriages being built by Bombardier in Derby and 378 by Stadler in Switzerland, as well as advancement in the passenger experience. A mobile app was introduced which features live travel updates, service information and multiple ticket purchasing options. Other steps forward include seasonal smart card tickets and the Delay Repay scheme. New trains On 21st January 2020 Brand new longer Page 106 Rail Professional Industry Reference Book 2020


Passenger operators

will run into Liverpool Street from Essex, Cambridgeshire, Hertfordshire and Ipswich has also been delivered, ready for testing on the network. KEY PERSONNEL

trains went into passenger service on Greater Anglia’s Sudbury-Marks Tey route. Made by Swiss manufacturer, Stadler, the new trains have more seats, USB and plug points, free fast Wi-Fi, air conditioning, better passenger information screens and improved accessibility including a retractable step at every door which bridges the gap between the train and the platform, making it easier to get on and off with a wheelchair, buggy or heavy luggage. They are much greener than

Greater Anglia’s old diesel trains, with lower emissions, and modern brakes which release less brake dust into the environment. Also in January 2020, Greater Anglia started running the first of its new intercity trains on the Norwich-London route. By Easter all its old intercity trains will have been replaced with brand new trains, also made by Stadler. The first of the company’s 111 new electric commuter trains, made by UK manufacturer, Bombardier, which

Managing Director: Jamie Burles Train Service Delivery Director: Jay Thompson Engineering Director: Colin Dobson Commercial and Customer Services Director: Martin Moran Franchise and Programmes Director: Ian McConnell Asset Management Director: Simone Bailey HR Director: Katy Bucknell Finance Director: Adam Golton Business Readiness Director: Andrew Goodrum

CONTACT INFORMATION Address: Head Office, 11th Floor, One Stratford Place, Montfitchet Road, London E20 1EJ Phone: 020 3356 2650 Email: contactcentre@greateranglia.co.uk Website: www.greateranglia.co.uk

Rail Professional Industry Reference Book 2020 Page 107


Passenger operators Holding company Heathrow Airport

Heathrow Express Heathrow Express’ electric trains provide 18,000 passengers a day with a sustainable choice and the fastest route between the UK’s hub airport and London Paddington

W

ith 150 services running every day and a journey time of just 15 minutes between Paddington and Heathrow Terminals 2&3, Heathrow Express offers exceptional customer service and great value fares. Heathrow Express tickets start from just £5.50 each way every day of the week when booked in advance. An agreement with the Department for Transport announced in March 2018 confirmed the Heathrow Express service – a wholly-owned subsidiary of Heathrow Airport Holdings – will run until at least 2028. Under a management contract announced at the time, Great Western Railway now operates Heathrow Express trains while Heathrow Express remains a non-franchised, non-subsidised private Train Operating Company with responsibility for the track access agreement, marketing, ticketing, revenues and overall customer experience of the service. The agreement will also see GWR introduce a specially converted, dedicated fleet of class 387 trains to the Heathrow Express service in 2020 complete with WiFi, at seat power, additional luggage space and the option of Business First. In October 2019 Heathrow Express launched a new airline style pricing system with fares from £5.50 available every day of the week complimenting the existing kids

go free offer. The fares came as part of a new multi-lingual website and app which speeds up booking and makes information such as live train times easier to find. Les Freer, Heathrow Express Director, said: ‘Rolling out our £5.50 one-way fare across the week means thousands more customers can travel for less with Heathrow Express. ‘Speed and convenience is crucial to Heathrow Express customers who have rated us top in the National Rail Passenger Survey three times in a row and our new website and app delivers on these too. ‘Complete with five additional languages, quick booking and an industry first ticket indicator our new platforms reflect our dedication to offering an industry leading customer experience from booking to travelling.’ Behind the scenes developments to the website will make booking a Heathrow Express ticket quick and simple for third party partners such as Travel Management Companies, airlines and GDS systems through an upgraded API system which also enables integration of Heathrow Express tickets into the booking of airline and travel tickets. Speed is everything to Heathrow Express customers and in the twelve months to November 2019, Heathrow Express’s train performance (PPM) showed that 93.4 per cent of HEx’s trains arrived within five minutes of the scheduled arrival

time. In addition, in the Spring 2019 National Rail Passenger Survey, customers scored Heathrow Express 96 per cent for punctuality and reliability. In the same survey (June 2019), Heathrow Express topped the UK’s National Rail Passenger Survey for the third time running with 95 per cent Overall Satifaction. The results were announced as Heathrow Express turned 21 having carried more than 110 million customers and the fleet of trains travelling close to 30 million miles since launch in June 1998. Passengers can now use Oyster, mobile devices and contactless bank cards to tap in and out at barriers at Heathrow stations and London Paddington, which further assists travellers to enjoy a seamless experience travelling to and from Heathrow.

KEY PERSONNEL Director: Les Freer Head of Train Services: Sophie Chapman Head of Pricing and Technology: Karan Suri Head of Commercial: Chris Crauford Head of Finance: Mick Leyden

CONTACT INFORMATION Address: The Compass Centre, Nelson Road, London Heathrow Airport TW6 2GW Phone: 0345 600 1515 Email: sales@heathrowexpress.com  Website: www.heathrowexpress.com

Page 108 Rail Professional Industry Reference Book 2020


Passenger operators Holding company First Group

Hull Trains Hull Trains operates long-distance services between Hull/Beverley and London King’s Cross. It is owned by FirstGroup

W

hen the UK’s smallest open access operator launched in 2000, it ran just three services and served just 80,000 passengers in its first year. Embedding Hull’s community values into its customer service and building a strong relationship with its customers, Hull Trains now runs more than ninety services a week, carrying over one million passengers a year between London King’s Cross and Beverley, East Yorkshire. A customer-focused ethos has been key to the success of Hull Trains – consistently demonstrating values which has seen it ranked highly among customers and winning awards along the way. In 2017, Hull Trains became the first East Coast Mainline

rail operator to be awarded Gold Standard Investors in People status in recognition of its excellent working environment.

journey. More than two thirds of the journey between Hull and the capital will be operated using electric power.

New trains On 25th November 2019 Hull Trains welcomed the first of five state-of-the-art, bi-mode trains into Paragon Interchange. Hull Trains has invested £60 million into the Paragon fleet, built by Hitachi Rail, which will transform train travel from Hull to London. Once fully operational, people will benefit from 5,500 extra seats a week, greater reliability and a quieter and smoother ride. The fleet of new high-speed trains are being rolled into passenger service, with the full Paragon fleet expected to be operational by early 2020. Hull Trains currently operates 92 services between Hull and London every week. The new trains operate on both diesel and electric traction, which means greater reliability across the rail infrastructure as well as a smoother and quieter

Breaking the glass ceiling Hull Trains is renowned for encouraging career progression within its team. Many of its team have worked their way up through the rail industry to be in the roles they are today. The operator invests in training its people in bespoke sessions which aim to further enhance service. Hull Trains is proud that 52 per cent of its staff are female, including nine train drivers and 13 on-board managers. This is in contrast to the rest of the rail industry, where only 16 per cent of roles are filled by women. Focusing on customers Hull Trains’ unique personable feel is evident through everyone working closely and intuitively together to ensure customers enjoy a high standard of service. The operator has also introduced the UK’s first 4G-enabled single sign-up Wi-Fi and the UK’s first on-board information screens fed by live real-time train running information to provide more for customers. As a result, journeys are increasing and Hull Trains continues to focus on innovation, people, market leadership and customer service to further increase passenger numbers and improve the customer experience. KEY PERSONNEL Managing Director: Louise Cheesman Production Director: Louise Mendham Finance Manager: Glenn McLeish-Longthorn Head of HR and People Support: Deborah Birch

CONTACT INFORMATION Address: 4th Floor, Europa House, 184 Ferensway, Hull HU1 3UT Phone: 0345 071 0222  Email: customerservices.hull@firstgroup.com   Website: www.hulltrains.co.uk Rail Professional Industry Reference Book 2020 Page 109


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Passenger operators Holding company KeolisAmey

KeolisAmey Docklands The (Docklands Light Railway) DLR began operating in 1987, with eleven trains serving 15 stations and in its first year of operation it carried 6.7 million people

K

eolisAmey Docklands, a joint venture formed between Keolis and Amey, was awarded the franchise in July 2014 to operate and maintain the Docklands Light Railway in London until 2021. It took over operation of the franchise from Serco Docklands in December 2014. Since it opened the DLR route has been extended six times while DLR trains themselves have grown from two to three cars. Today the railway has 45 stations, 25 miles of track and 149 carriages and during 2017, it carried a record-breaking 123 million passengers. The network currently has a 99 per cent reliability record – ranking it as one of the best performing railways in the UK. The DLR service Every station has step-free access to platforms and trains and the network has multiple connections with the Tube, buses, National Rail, Overground, river and coach services. Transport for London (TfL) sets the specifications for train frequency and overall performance and is responsible for fares and revenue. It also plans and funds improvements and extensions to the network. The DLR also connects with London’s cable car, the Emirates Air Line, at Royal Victoria. The service runs from 05:30 to 00:30 from Monday to Saturday and a slightly truncated timetable on Sundays, running from 07:00 to 23:30. All stations have level access to the trains along with lift or ramp access to the platforms. Accessibility TfL have introduced new-style priority seating stickers throughout the trains, better highlighting to all customers where the priority seats are located (eight per vehicle). This is an increase on the previous number of priority seats. TfL have also installed new escalators at the main entrance to the westbound DLR platform at Limehouse station making it easier to get around. The new escalators will help to ease congestion at peak times, improve the accessibility of the station and reduce the time it takes to change between the westbound DLR and c2c platforms. Rolling stock replacement The rolling stock programme will replace two-thirds of the existing fleet and provide ten additional trains to provide more capacity and support population and

employment growth across the network. DLR customers will benefit from more frequent and reliable journeys from 2023. With over 400,000 journeys made each weekday, the DLR is currently the busiest light railway in the UK. It operates across six opportunity areas in London, which have the potential to provide more than 124,000 homes and 200,000 jobs. The additional capacity the trains will deliver is essential to support further growth, particularly in parts of the Royal Docks and the Isle of Dogs where the DLR is the main transport option. The programme will deliver: A new design of trains with walk through carriages, real time travel information, air conditioning and mobile device charging points. An expansion of DLR’s main depot at Beckton. This will include modification of the existing layout to accommodate the extra trains and extension of the existing maintenance facilities to allow maintenance of the new design of trains. Supporting workstreams including an update to the signalling system for the new trains, an additional power supply to the depot and additional stair capacity at Blackwall station. The programme will: • Support population and employment growth across the network, especially planned development in the Royal Docks, the Queen Elizabeth Olympic Park and the Isle of Dogs. • Provide crowding relief through increasing capacity. • Improve resilience and reliability by replacing trains nearing the end of their design life with modern, reliable trains. History The origins of the Docklands Light Railway can be traced back to 1982 when the London Docklands Development Corporation (LDDC) was created to coordinate the redevelopment of the Docklands area. It was clear that a new transport system was needed. The railway opened in 1987 with eleven single-car trains and 15 stations. The original network comprised two routes – Tower Gateway to Island Gardens and Stratford to Island Gardens. Even before opening day, planning was underway for the first extension, to Bank, which opened in 1991. A further five extensions have since been completed, keeping pace with the growth of Docklands as an international

business and financial centre, and an increasingly popular place to live and visit. DLR was originally a wholly owned subsidiary of one of TfL’s precursors, London Regional Transport. In 1992 it transferred to the LDDC, sponsored by the Department of Environment. Olympic Games legacy The Docklands Light Railway was crucial to the success of the London 2012 Olympic and Paralympic Games. As well as the Olympic Park itself, the DLR also served competition venues in Greenwich and the Royal Docks, and some road events in central London. Significant enhancements were made to the network in preparation for the Games, including the Stratford International extension, the upgrade to support three-car train formation, a new signalling and control system, and improvements to key stations. During the Games DLR carried double its normal number of passengers, which helped the network reach one hundred million passenger journeys in the year 2012/13. Extension plans At the start of 2020 a public consultation was underway looking at plans to extend the Docklands Light Railway to Abbey Wood. The potential extension would run from Gallions Reach to Thamesmead, via the Thamesmead Waterfront site. Other proposals other proposals for stations along the line have included: • Thames Wharf, between Canning Town and West Silvertown. • Woolwich Reach, between King George V and Woolwich Arsenal. • Connaught between Prince Regent and Royal Albert. • Silvertown, between Pontoon Dock and London City Airport. • Tower Hill, on the Bank branch.

KEY PERSONNEL Managing Director: Abdellah Chajai Service Delivery Director: Marcus Jones

CONTACT INFORMATION Address: Castor Lane, Poplar, London E14 0BL Phone:  020 7363 9500  Email:  reception@keolisameydlr.co.uk Website: www.keolisameydocklands.info

Rail Professional Industry Reference Book 2020 Page 111


Passenger operators Holding company Department for Transport

London North Eastern Railway London North Eastern Railway (LNER) operates long-distance intercity services on the East Coast Main Line, which runs from London Kings Cross to North East England and Scotland

T

he company is owned by the Department for Transport (DfT). LNER took over the InterCity East Coast franchise in June 2018, after the previous privately owned operator Virgin Trains East Coast returned it to the Government following sustained financial difficulties. The DfT intend for the company to provide services until a new public-private partnership can be established in 2020. In November 2017, the Secretary of State for Transport, Chris Grayling, announced the early termination of the InterCity East Coast franchise in 2020, three years ahead of schedule, following losses on the route by operator Virgin Trains East Coast (VTEC), who had been due to pay more than £2 billion in franchise premiums to the Government over the last four years of its contract. This was brought forward in February 2018 to mid-2018. The Department for Transport (DfT) decided to either negotiate a deal with VTEC to continue to run the franchise on a temporary non-profit basis while a new franchise competition was conducted, or to arrange for VTEC be taken

Inverness Aviemore

Aberdeen

Kingussie

Stonehaven Montrose

Pitlochry

Arbroath

Perth

Dundee Gleneagles Stirling Falkirk Grahamston Glasgow Central

Motherwell

Leuchars Kirkcaldy Inverkeithing

Haymarket

Edinburgh Waverley Dunbar Berwick-upon-Tweed Alnmouth Morpeth Sunderland (Weekdays only)

Newcastle Durham Darlington Skipton

Harrogate

Keighley

Horsforth

Northallerton (Except Sunday)

Shipley Bradford Forster Square (Except Sunday)

Leeds Wakefield Westgate

York Selby Hull Brough Doncaster

KEY PERSONNEL

Retford

Managing Director: David Horne Commercial Director: Suzanne Donnelly Engineering Director: John Doughty Major Projects Director: Tim Hedley-Jones Marketing Director: Danny Gonzalez Customer Experience Director: Claire Ansley Safety and Operations Director: Warrick Dent People Director: Clare Burles Finance Director: Tim Kavanagh

Lincoln Newark North Gate Grantham Peterborough Stevenage St. Pancras International (for Eurostar)

CONTACT INFORMATION Address: East Coast House 25, Skeldergate, York YO1 6DH Phone: 0345 722 5333 Email: customers@lner.co.uk Website: www.lner.co.uk

One train per hour or more

over by the DfT’s operator of last resort. On 16th May 2018 it was announced that the latter had been decided and that LNER would take over from VTEC on 24th June

Page 112 Rail Professional Industry Reference Book 2020

London King’s Cross Less frequent service

2018. The DfT also announced that LNER would be the long-term brand applied to the InterCity East Coast franchise.


Passenger operators Holding company Arriva

London Overground London Overground runs services across a large part of London and Hertfordshire, with 112 stations on nine different routes

T

he London Overground turned ten years old in 2017, having grown by 470 per cent since it began operations. Launched in 2007 the London Overground, known to Londoners as the Orange Line, runs along a circular route around inner London, connecting 23 boroughs of the capital city and parts of southern Hertfordshire. In November 2016 Arriva Rail London took over London Overground network, and will support TfL in delivering further improvements for customers on the already hugely popular network. The vast majority of the London Overground network is operated on Network Rail tracks, which are also used by other rail operators, freight and maintenance services. 189 million journeys were made on the Overground in the year 2016/17, compared to just 33 million in 2007/8. One third of Londoners live within walking distance of

London Overground Cheshunt

a London Overground station and overall satisfaction scores were at 90 per cent on the 2017 National Passenger Survey.

Theobalds Grove

Highams Park

Edmonton Green Silver Street

Watford Junction

Upminster Emerson Park

TfL Rail

Southbury

Enfield Town

Romford

Chingford

Turkey Street Bush Hill Park

District

Romford to Upminster services end at 2141/2154 Mondays to Saturdays and 1941/1954 Sundays

Wood Street

White Hart Lane Victoria

Walthamstow Central

Bruce Grove

Watford High Street

South Tottenham

Bushey

Leyton Midland Road

Blackhorse Road

Harringay Green Lanes

Walthamstow Queen’s Road

Victoria

Carpenders Park Seven Sisters

St. James Street

Victoria

Hatch End

Crouch Hill

Wanstead Park

Stamford Hill

Headstone Lane

Leytonstone High Road TfL Rail Forest Gate 300m

Clapton

Woodgrange Park

Stoke Newington

Harrow & Wealdstone

Upper Holloway

Barking

Rectory Road

Kenton

Finchley Road & Frognal

Wembley Central

Gospel Oak

Jubilee 100m 100m Trains to Luton

West Hampstead Brondesbury

Highbury & Islington

Camden Road

Hampstead Heath

South Kenton North Wembley

Kentish Town West

Caledonian Road & Barnsbury

Victoria

Dalston Kingsland

Willesden Junction

Queen’s Park

Kilburn High Road

South Hampstead

Shoreditch High Street

Bethnal Green Bakerloo

Northern Victoria

Central Circle Hammersmith & City Metropolitan TfL Rail Trains to Southend and Stansted

Acton Central Central 100m

Shepherd’s Bush South Acton

Kensington (Olympia) Gunnersbury

River Thames

District

Rotherhithe District

Canada Water Peckham Rye

Imperial Wharf River Thames

Clapham Junction

Trains to Gatwick

Key to symbols

Clapham High Street Wandsworth Road

Denmark Hill

Jubilee

Surrey Quays Queens Road Peckham

New Cross New Cross Gate

Northern

Clapham North 100m

Brockley

Interchange stations

Honor Oak Park

Step-free access from street to train Step-free access from street to platform National Rail

Managing Director: Will Rogers Performance Director: Matt Pocock Finance Director: Steve Best Customer Experience Director: Stella Rogers HR Director: Oli Gant Concession Transformation Director: Alicia Andrews

DLR 100m

Shadwell Wapping

District line open at weekends and on some public holidays

West Brompton

Richmond

District Hammersmith & City

Whitechapel

District

Kew Gardens

KEY PERSONNEL

Liverpool Street

Bakerloo

Riverboat services

Highams Park No step-free access to the northbound platform until late May 2017

Crystal Palace West Croydon Trams

Norwood Junction

CONTACT INFORMATION

Forest Hill Sydenham

Anerley

Penge West Correct at time of going to print, March 2017

MAYOR OF LONDON

Rolling stock London Overground operates the Bombardier Electrostar Class 378 on its network, these are supported by 54 Class 710 trains. Bombardier signed a contract with TfL in 2006 for the maintenance of London Overground trains, in March 2018 that contract was extended to 2030 at an additional value of £106 million.

Hoxton

Cambridge Heath

Euston

Central Jubilee DLR TfL Rail Trains to Southend

Haggerston

London Fields

Kensal Green

Hackney Wick

Dalston Junction

Kensal Rise Harlesden

Stratford

Homerton Hackney Central

Canonbury

Brondesbury Park

Stonebridge Park

District Hammersmith & City

Hackney Downs

Night train London Overground night services started operating in December 2017 on Fridays and Saturdays along the East London route between New Cross Gate and Dalston Junction. In 2018 it was extended to Highbury & Islington. The service runs on weekends between Highbury & Islington and New Cross Gate.

Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: overgroundinfo@tfl.gov.uk   Website: www.tfl.gov.uk/overground

Rail Professional Industry Reference Book 2020 Page 113


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Passenger operators Holding company Transport for London (TfL)/First Group

London Tramlink Spanning a 17 mile long route, the London Tramlink runs through central Croydon from Wimbledon, Beckenham, Elmers End and New Addington

T

Trams 2030 Passenger numbers are expected to grow to nearly 60 million by 2030, Trams 2030 summarises TfL’s proposed 15-year plan to accommodate growing demand, improve reliability and support the regeneration of Croydon town centre. Trams 2030 sets out TfL’s ongoing works (including the Wimbledon line enhancement programme), the current proposals including major upgrades and expansions to the network, such as Dingwall Road Loop, and the longer term plan for trams in south London.

Integration Passengers can use a contactless bank card, device or Oyster card to pay for their journey, needing only to touch the yellow reader on the tram platform before boarding. London Trams are cashless with paper tickets no longer available at tram stops.

Cashless trams You can’t buy a paper ticket at tram stops but there are still a number of different ways to pay for your journey: • Pay as you go with contactless (card or device) or an Oyster card for £1.50 for a single adult journey • Travelcard including Zones 3,4 5 or 6 • Bus & Tram Pass on an Oyster card • One Day Bus & Tram Pass • Paper Day Travelcard including Zones 3,4 5 or 6

Trams Since 2000, the number of passengers on the network has increased from 14 million to around 30 million today, and this is expected to reach nearly 60 million by 2030. An upgrade to the trams network is acknowledged to be needed to accommodate this growth. Trams for Growth summarises TfL’s proposed 20-year plan to accommodate growing demand, improve reliability and support the regeneration of Croydon town centre and the wider south London.

KEY PERSONNEL General Manager, London Trams: Mark Davis Director of Rail and Sponsored Services at TfL: Jonathan Fox

Rolling stock The original fleet comprised 24 articulated low floor Flexity Swift CR4000 trams built by Bombardier Transportation in Vienna numbered beginning at 2530, continuing from the highest-numbered tram 2529 on London’s former tram network, which closed in 1952. In 2006, the CR4000 fleet was

Blackhorse Lane Bridge TfL is replacing Blackhorse Lane Bridge, a single span bridge that crosses two tram lines between Blackhorse Lane and

London Trams

refurbished, with the bus-like destination blinds being replaced by an electronic dot system. In 2009 the fleet was repainted into a new green livery. In January 2011, Tramtrack Croydon opened a tender for the supply of ten new or second-hand trams from the end of summer 2011. The trams will be used between Therapia Lane and Elmers End. On 18th August 2011, TfL announced that Stadler Rail had won a £16 million contract to supply six Variobahn trams. They entered service in 2012. In August 2013, TfL ordered an additional four Variotrams for delivery in 2015, for use on the Wimbledon to Croydon link, an order which was later increased to six. This brought the total Variotram fleet up to ten in 2015 and twelve in 2016 when the final two trams were delivered.

Addiscombe tram stops. Contractor Morgan Sindall was appointed to do the work and main construction work now underway is expected to finish in spring 2020. Work includes weight being removed from the bridge to ensure the safety of the tramway under it and demolition and reconstruction of both the bridge over the tram line and the bridge over Addiscombe Railway Park.

ramtrack Croydon Limited (TCL) was awarded a 99-year concession to build and run a tram system in 1996. The Tram system opened in 2000. As well as on street running, it made use of a number of disused railway alignments. Part of the line between Wimbledon and Croydon actually follows the route of the Surrey Iron Railway which first opened in 1803 with horse drawn trains, some 22 years before the much more famous Stockton to Darlington Railway. In June 2008, TfL bought out TCL, and set about refurbishing trams, track, and tram stops, which had received little investment since the system opened. In June 2012, six new trams were introduced, enabling services in central Croydon to be increased from eight to twelve trams an hour, and allowing a new route from Therapia Lane to Elmers End. A total of 34 trams run in a circle round Croydon and then carry on west and east for 39 stops. In April 2016, services between Wimbledon and Croydon increased from eight to 12 trams per hour, following the completion of works to build an additional tram platform at Wimbledon station.

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 000 Email: Contact via website Website: www.tfl.gov.uk/modes/trams/

Improvement works to track and stops may affect your journey. Check publicity at stops, visit tfl.gov.uk or follow @TfLTravelAlerts

Centrale

West Croydon

Addiscombe

Overground

Wellesley Road

Harrington Road

Woodside Blackhorse Lane

Arena

Reeves Corner Wimbledon District

Merton Park Dundonald Road

Phipps Bridge Morden Road

Belgrave Walk

Mitcham

Beddington Lane

Mitcham Junction

Therapia Lane

Ampere Way

Lebanon Road

Wandle Park

Waddon Marsh

Church Street

George Street

East Croydon

Sandilands

Coombe Lane Lloyd Park

Gravel Hill

Addington Village

New King Henry’s Addington Drive

Avenue Road

Birkbeck

Beckenham Junction

Beckenham Road

Elmers End

Fieldway

Version A · 02.2018

Rail Professional Industry Reference Book 2020 Page 115


Passenger operators Holding company Transport for London

London Underground Ltd Over 150 years ago the first trains ran on the first underground railway the world had ever seen, today the London Underground is the fourth largest underground network in the world

E

ach year the London Underground carries over one billion people across the nation’s capital, the same number as the United Kingdom’s National Rail network. The network is just under 250 miles in total length, with just over one station for every mile track there are eleven lines serviced by 270 stations. Opened in 1863, the first journey was on what is today the Circle, Hammersmith & City, and Metropolitan lines from Paddington (Bishop’s Road) to Farringdon Street. For the first one hundred years the Underground, nicknamed the Tube, was funded by private companies, the current operator, London Underground, is a wholly own subsidiary of Transport for London (TfL). Trend setting In the 1860s only basic signage – the station name and exit – was provided, in 1892 the first rail map was shown at stations on the District Line with the first free map being distributed to the public in 1908. That same year the world-famous roundel, the red circle logo featured at every station and all the Underground signage, first appeared. The London Underground made several advancements throughout the 19th Century, many of them coming before any other city in the world had even built its own underground line. The first tunnel was opened in 1880 with the first deep level electric line coming ten years later in 1890. By 1884 there were over

800 trains running on the Inner Circle every day, less than ten years later the Government

had approved five more underground lines. Six different lines had been opened before the turn of the century. The Oyster card was first introduced in 2002, other cities, like Hong Kong in 1997 with the Octopus card had brought in their own automatic touch ticketing cards. Others came later such as the SmartLink card in New York 2007 and the Opal card in Sydney which was expanded to include the city’s light rail in 2014. Modern organisation In order to keep up with the pace of growth London experienced at the turn of the new millennium, multiple changes were made to the Underground’s organisational structure and operating procedures. The first change came with the creation of TfL in the summer of 2000. For four years the Underground was reorganised into a public-private partnership (PPP) where private infrastructure companies carried out upgrades and maintenance work on the system. This arrangement was short lived however

Page 116 Rail Professional Industry Reference Book 2020


Passenger operators

and in 2003 the London Underground became a subsidiary of TfL.Of the two private companies that had been working on the Underground as part of the PPP scheme, one went into administration in 2007 and TfL assumed control of the other in 2010. Passenger fares account for 92 per cent of the current operational expenditure. Global brand The Underground is a world-famous brand, with ridership records broken almost every day during the 2012 London Olympics. The Tube carried athletes and spectators across the city during the sporting event and one year later was ranked as the most improved brand according to London’s Buzz rankings. In May 2017 TfL struck its first global licensing deal, looking to capitalise off the

iconic London Underground imagery with products like designer chairs using tube seat patterns and creating new designs using Harry Beck’s schematic underground network map. The classic aesthetic has been used unofficially for years, with various products like t-shirts adorned with the famous phrase ‘mid the gap’ embossed over the roundel sign and other fashion items incorporating the famous visuals. Customer experience On a working day, three million trips are taken using an Oyster card. Contactles bank cards are integrated with the same technology and so also allow passengers to travel seamlessly across the network. TfL continues to improve and expand the Tube. A huge signalling upgrade is currently being undertaken on the District, Circle, Hammersmith & City and Metropolitan lines. The £5.4 billion project will increase capacity by forty per cent and make journeys quicker and more reliable. A new extension is also being built to the Northern line. Mark Wild, Managing Director of London

Underground, said ‘This work is part of our record investment in the Tube, which will see over forty per cent of the network radically improved with more frequent trains, quicker journeys and better reliability and the first major extension to the Tube network since the 1990s.’ KEY PERSONNEL Managing Director: Mark Wild Finance Director: Tanya Coff Director of Renewals & Enhancements: Caroline Sheridan Director of HR: Jean Cockerill Director of Network Operations: Nigel Holness Director of Asset Operations: Peter McNaught

CONTACT INFORMATION Address: Palestra, 197 Blackfriars Road, London SE1 8NJ Phone: 0343 222 1234 Email: Contact via website Website: www. tfl.gov.uk/modes/tube/

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Passenger operators Holding company Abellio/Serco

Merseyrail The Merseyrail commuter network is a 50:50 joint venture between Serco and Abellio, run as a concession agreement with governing body Merseytravel

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he Merseyrail network has 68 stations and 75 miles of route, of which 6.5 miles are underground. Carrying approximately 110,000 passengers each weekday, or 34 million per year, it forms one of the most heavily used railway networks in the UK outside London. Serco and Abellio took over from Arriva Trains Merseyside in 2003, winning a 25year contract. The company operates a fleet of 59 trains and employs 1,200 people. The concession is formed of two lines of the National Rail network known as the Northern Line and the Wirral Line which run underground in central Liverpool. These are operated by Merseyrail and are electrified throughout using the third-rail 750 V DC system. A third line, separate from the electrified network, is known as the City Line, operated primarily by Northern with funding from Merseytravel. The City Line, shown in red on the Merseyrail map, is a term used by local

Local Rail Network Map

Merseyrail Northern Line

Merseyrail Wirral Line

City Line

Other Lines

transport authority Merseytravel to describe the suburban services which depart from Liverpool Lime Street on the Liverpool to

Trio, Railpass, Saveaway Tickets and Merseytravel Free Travel passes are valid in this area.

Railpass, Saveaway (All Areas) tickets and Merseytravel Free Travel passes are valid on rail only in this area. Bus links to Liverpool John Lennon Airport run from Liverpool South Parkway Rail to Rail Interchange Stations

Staffed Bus Station and Travel Centre

Page 118 Rail Professional Industry Reference Book 2020 © Merseyside Passenger Transport Executive 08-13

Wigan, Liverpool to Manchester Lines and Liverpool to Crewe line. Services are less frequent than those on the Northern Line and Wirral Line, generally half-hourly on weekdays. The electric trains are branded Northern Electrics on the services using the Class 319s. Rolling stock Brand new, state-of-the-art trains will be running on the Merseyrail network from 2020. The trains, built and maintained by Swiss-based manufacturer, Stadler, will replace the near 40-year-old fleet that currently runs on the network. The trains will be bought and owned by Merseytravel meaning that they are designed specifically to suit the network. The state-of-the-art trains will come into service from 2020 and replace the current Merseyrail fleet of 59 Class 507 and 508 threecar 750 V DC third-rail EMUs which date from 1978-80 – the oldest fleet in the UK. They will be safer – most notably in the ease in which everyone can get on and off, and will also make Merseyrail the most accessible traditional network in the country. They will be able to carry 50 per cent more passengers while retaining the same number of seats: will cut journey times and will have the capabilities to eventually run beyond the current Merseyrail boundaries to places like Skelmersdale, Wrexham and Warrington. The approval of the project, by the Liverpool City Region Combined Authority, marked the end of an extensive procurement process which formally began in October 2015 when the Merseytravel Committee gave permission for the project to go to tender after approving the business case for new trains.


Passenger operators

KEY PERSONNEL Managing Director: Andy Heath Commercial Director: Suzanne Grant Human Resources Director: Jane English Safety and Engineering Director: Mike Roe Operations Director: Zoe Hands Finance and Transformation Director: Paul Bowen

CONTACT INFORMATION

The Great North Rail Project The £140 million transformation of Liverpool Lime Street was completed with the full reopening of all ten of the station’s platforms in November 2018.

Liverpool Lime Street’s upgrade was part of the Great North Rail Project – a rail industry team effort to transform train travel for customers across the North through track and train improvements.

Address: Merseyrail, 9th Floor Rail House, Lord Nelson Street, Liverpool L1 1JF Phone: 0151 555 1111 Email: comment@merseyrail.org Website: www.merseyrail.org

Rail Professional Industry Reference Book 2020 Page 119


Passenger operators Holding company Transport for Greater Manchester (TfGM)/KeolisAmey

Metrolink Owned by Transport for Greater Manchester and operated by Keolis/Amey, the Metrolink tram system connects all major railway stations and tourist attractions within Manchester

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rams currently run every twelve minutes, but the frequency will be increased to every six minutes in early 2019. Since its opening in 1992 the network has tripled in size thanks to a £1.5 billion expansion programme and in 2017 carried 40 million passengers. Owned by Transport for Greater Manchester (TfGM), the sprawling tram network boasts 93 stops, and spans 60 miles across seven of the ten districts of Greater Manchester, with a fleet of 120 trams. Built in three phases over three decades, the network serves Bury, Oldham and Rochdale in the north, Ashton-under-Lyne in the east, Eccles and MediaCityUK in

the west, and Altrincham, Wythenshawe, Chorlton, Manchester Airport and East Didsbury in the south. Construction work on the transformational £165 million Second City Crossing (2CC) finished in late 2016 – the final phase of a £1.5 billion investment to expand the network. A section of the line opened between Victoria station and an award-winning new stop at Exchange Square in December 2015 thanks to fast-track funding from the European Regional Development Fund. Following three years of construction work, the final section of the Metrolink Second City Crossing, between Exchange Square and St Peter’s Square, was opened to passengers on 26th February 2017.

2CC allows Metrolink to run more services through the heart of the city on a new route running from St Peter’s Square along Cross Street to Victoria Station. It also gives Metrolink greater operational flexibility and improved service reliability. As part of the 2CC package TfGM has undertaken a programme of city centre stop expansions and improvement works. This culminated with an expanded newlook stop opening in St Peter’s Square in summer 2016, following a 14 month build programme which saw services run through the city on a single line of track. Get me there The Get Me There travelcard has been combined with a new app and an expanded service, allowing customers to purchase tickets for the bus and tram as well as the Metrolink service.

KEY PERSONNEL Head of Metrolink: Danny Vaughan Managing Director: Aline Frantzen

CONTACT INFORMATION Address: Metrolink Trafford Depot, Warwick Road, Stretford, Manchester M16 0GZ Phone:  0161 205 2000 Email: customerservices@metrolink.co.uk Website: www.metrolink.co.uk

Page 120 Rail Professional Industry Reference Book 2020


Passenger operators Holding company Translink

Northern Ireland Railways Translink operates public transport services across Northern Ireland, with the operations of NI Railways, Ulsterbus, Metro and Glider managed under a single integrated executive team

T

ranslink is working to deliver two major transport hub projects, one for Belfast, the other for Derry~Londonderry, which will encourage more people to use public transport as their first choice for travel in Northern Ireland. Belfast Transport Hub The Belfast Transport Hub is a multimillion-pound transport-led regeneration project, being constructed on an eighthectare city centre site currently partially occupied by Great Victoria Street train station and the Europa Bus Centre. It will comprise a modern, high quality integrated transport hub to enhance local and international connectivity with rail, bus and coach links across Northern Ireland and beyond. Funded by the Department for Infrastructure, it will also have a key environmental role in helping to attract more people to public transport, reducing congestion and air pollution in the region. The new station will facilitate greater capacity with an increase to eight railway platforms, 26 bus stands, as well as cycle and taxi provision for enhanced connectivity, comfort and capacity encouraging greener, active travel for a healthier city. As an important NI Executive Flagship Project, Belfast Transport Hub is set to be a key driver of economic growth and prosperity for Belfast and Northern Ireland, essential to delivering the ambitions of the draft Programme for Government and the Belfast Agenda. North-West Transport Hub New enhanced passenger facilities and platforms are now available at the North-West Transport Hub, located at the former Waterside Train Station in Derry~Londonderry, with NI Railway ROUTE MAP

services operating to and from the facility. Representing an investment of £27 million, funding for this major project has been secured from the EU’s INTERREG VA Programme, managed by the Special European Union Programmes Body (SEUPB) with support from the Department for Infrastructure and the Department of Transport, Tourism and Sport in the Republic of Ireland, as well as Derry City and Strabane District Council. The Grade B-listed Waterside train station, originally constructed in 1873 to a design by John Lanyon, has been restored and repurposed for use as a 21st Century transport facility, acting as a gateway to the city and the wider North-West region, as well as promoting active and sustainable travel, bringing together a wide range of transport modes and providing enhanced customer and staff facilities. The next phase of works, including an Bellarena

DERRY~ LONDONDERRY

Castlerock

KEY Derry~Londonderry Line Portrush Line

Airport Express 300 service to Belfast International Airport

Antrim City Hospital Mossley West Botanic

Airport Express 600 service to George Best Belfast City Airport

Holywood

Marino

Cultra

Seahill

Helen’s Bay

Carnalea

Bangor West

BANGOR

e rn n La ow T

Free Ulsterbus connections from Newry Station to Newry city centre and from Derry~Londonderry Station to Derry city centre.

Sydenham

ric

Rail passengers with a valid rail ticket can travel between Lanyon Place and Belfast city centre free of charge on Translink Metro and Glider services.

Titanic Quarter

(formerly Central Station)

e n rn lyn mo G ra he ag M rry ca lly Ba ad he te hi W re s hi gu ns w er Do kf

Free service into town

BELFAST LANYON PLACE

KEY PERSONNEL Group Chief Executive: Chris Conway Deputy Group Chief Executive: Gordon Milligan Chief Operating Officer: Phillip O’Neill Chief Financial Officer: Patrick Anderson Director of Engineering & Sponsorship: Clive Bradberry Director of Infrastructure & Projects: John Glass Director of Service Operations: Ian Campbell Corporate Communications Manager: Lynda Shannon

LARNE HARBOUR

ar wn C to rs pe lip lane C rs pe oo d Tr an isl en n re G ow st an rd y Jo be ab te hi W ate g rk Yo

de ai el Ad ral o lm Ba hy g na y Fi urr nm Du ghy a rri De eg b m La en

ild H urn sb Li

n ow ad rt

ew N

ss Po arva pa tz Sc yn ry Po

da he og Dr

k al nd Du

DUBLIN

ra oi an M rg Lu

Ulsterbus service 109a to Belfast International Airport

Ballymena

GREAT VICTORIA STREET EUROPA BUSCENTRE

Larne line

PORTRUSH

Cullybackey

Portadown/Newry Line Bangor Line

Dhu Varren

University

Ballymoney

Main Bus & Rail Interchange Dublin Line

COLERAINE

enhanced park and ride site, improved public realm, and bus turning circle, will be completed during the summer of 2020, marking the full completion of the project and making the Hub a key gateway for the entire North-West region. The North-West Transport Hub will allow for improved coordination between rail and local and cross-border bus services, as well as a Greenway link to the city centre and Foyle Street Bus Centre via the iconic Peace Bridge. The North-West Transport Hub also provides a unique and vibrant public amenity area, which is set to become one of the city’s best known venues.

CONTACT INFORMATION Address: 22 Great Victoria Street, Belfast BT2 7LX Phone: 028 9066 6630 Email: feedback@translink.co.uk Website: http://www.translink.co.uk

Rail Professional Industry Reference Book 2020 Page 121


Proven Capability Eldapoint specialise in the manufacture of Re-Locatable Equipment Building’s (REB’s) all manufactured to the BR1615D specification or bespoke to meet your specific requirements. We also manufacture Specialist Housings, Fire Rated Cabins, Blast Resistant Units, Welfare Units, Shower Blocks, Toilet Blocks, Canteen/Mess Units, Secure Stores, Changing Rooms, Modular Buildings, Sleeper Units and Portable Accommodation, all the above can be manufactured to our standard specification or your own corporate specifications. We are an accredited ISO 9001 2015 company and RISQS approved for the supply of REB’s to the Rail Sector.

www.eldapoint.co.uk

Charley Wood Road, Knowsley Industrial Park North, Knowsley, L33 7SG Tel: 44 (0)151 548 9838 Fax: 44 (0) 151 546 4120 sales.manufacturing@eldapoint.co.uk

Eldapoint, specialise in the manufacture of Re-Locatable Equipment Building’s (REB’s) all manufactured to the BR1615D specification or bespoke to meet your specific requirements.

We also manufacture Modular Equipment Housings (MEH’s) Specialist Housings, Fire Rated Cabins, Blast Resistant Units, Welfare Units, Shower Blocks, Toilet Blocks, Canteen/Mess Units, Secure Stores, Changing Rooms, Modular Buildings, Sleeper Unit and Portable Accommodation, all the above can be manufactured to our standard specification or your own corporate specifications. We are an accredited ISO 9001;2008 company and RISQS approved for the supply of REB’s & MEH’s to the Rail Sector.


Passenger operators

Nottingham Express Transit Award-winning network goes from strength to strength

F

ollowing the opening of two new extensions in 2015, Nottingham’s popular tram network now stretches 20 miles across the city and wider conurbation. From Hucknall and Phoenix Park to the north of Nottingham to Clifton in the south and Toton in the west, the network has a total of 51 stops including key locations such as Old Market Square in the heart of the city, Nottingham railway station, the Queens Medical Centre and the prestigious NG2 business park. The award-winning system first opened in 2004 and is now operated and maintained by Nottingham Trams Ltd (Keolis) on behalf of concessionaire Tramlink Nottingham. In December 2011, the consortium was awarded a 23-year concession by Nottingham City Council to manage the delivery of the NET Phase Two expansion project and the ongoing operation of a network which has fast become a real success story.

‘Most Improved System’ at the Global Light Rail Awards in recognition of its success in boosting patronage and customer satisfaction. The operator also scored highly in a benchmarking report by the highly respected Institute of Customer Services. It recorded an impressive 83 out of 100, compared to an average of 71 for the transport sector in the ICS’ UK Customer Service Index – research results which support previous independent and internal survey findings.

Patronage Since the opening of the lines to Clifton and Toton the network has consistently seen substantial growth in patronage and, in the year to 31 March 2019, it recorded nearly 19 million customer journeys – an increase of 5.6 per cent on the previous twelve months. The tram’s popularity has been driven by a range of innovative marketing campaigns, community engagement activities and an increasingly dynamic approach to customer communications. These measures have been supported by improvements in operational performance, with general reliability levels standing at around 97 per cent, leading to customer satisfaction feedback which consistently ranks amongst the best in the country for public transport operators.

Rolling stock The network operates a 37-strong mixed fleet of Bombardier Incentro AT6/5 and Alstom Citadis 302 trams, all maintained within its Wilkinson Street depot headquarters. NET took delivery of 22 Citadis models in preparation for the expansion of the network while the Incentro trams have been in operation since 2004 and are currently undergoing a major refurbishment programme. In addition to adopting a fresh, new look they are also benefitting from a full mechanical overhaul, replacement floors and new interior fittings aimed at boosting reliability, comfort and accessibility. All of Nottingham’s trams have been named in recognition of historic characters, well-known literary figures, scientists, community leaders, actors and sports stars related to the city.

Awards In October 2019, the network was named

Community activity With close links to many community partners, the network provides support for a range of groups and organisations in the neighbourhoods it serves. In 2019, employees voted to ‘adopt’ Macmillan Cancer Support as their charity of the year and, with pound-for-pound match funding from the company, they are on target to raise £10,000 within twelve months for their ‘adopted’ charity.

KEY PERSONNEL Director and General Manager: Paul Robinson Head of Operations: Mike Mabey HR Manager: Maria Dobney Customer Service Manager: Constantina Samara

CONTACT INFORMATION Address: NET Depot, Armstrong Way, Wilkinson Street, Nottingham NG7 7NW Phone: 0115 824 6060 Email: info@thetram.net Website: www.thetram.net Rail Professional Industry Reference Book 2020 Page 123


Passenger operators Holding company Abellio

ScotRail ScotRail is the national railway franchise of Scotland and has been operated by Abellio since April 2015

S

cotRail provides over 94 million passenger journeys each year, with over 2,300 intercity, regional and suburban rail services a day, more than 340 stations, and 1,016 trains serving Scotland’s railway. Record investment Figures published on 20th January 2020 revealed that record investment across Scotland’s Railway, including £475 million

on new and upgraded trains, is delivering a better service for customers. ScotRail completed its rollout of Class 385 trains into passenger service in December 2019, and the final addition to the 70 strong fleet of electric trains has brought the train operator’s total number of carriages across Scotland’s Railway to 1,016 – an increase of 28 per cent since the start of the Abellio

Page 124 Rail Professional Industry Reference Book 2020

franchise. Earlier in the year, ScotRail introduced the first eight-carriage Class 385 trains between Glasgow and Edinburgh. The roll-out of the state-of-the-art trains has been made possible by the Scottish Government funded electrification of the main line between Scotland’s two largest cities and the completion of platform extensions at Glasgow Queen Street station and Edinburgh Waverley delivered by Network Rail Scotland.


Passenger operators

​This follows the retirement of ScotRail’s Class 314 trains, which operated on routes across Strathclyde since 1979. The stateof-the-art Hitachi built Class 385 trains operate on routes across Central Scotland, and the completion of platform extensions at Glasgow Queen Street station by Network Rail has enabled ScotRail to operate eightcarriage Class 385 Express trains between Glasgow and Edinburgh via Falkirk High. ​ScotRail is also in the process of introducing 26 refurbished high-speed Inter7City trains to connect Scotland’s seven cities. When the Inter7City rollout is complete, it will allow the train operator to make better use of its existing trains, with even more carriages deployed to Fife and the Borders. New station Robroyston station was officially opened on 16th December 2019, the same day ScotRail launched its brand-new timetable. ScotRail said the new station will unlock further economic development in the area, with a proposal for a new 1,600 strong housing development, and connect Robroyston and Millerston residents to

KEY PERSONNEL

Scotland’s two largest cities. As part of ScotRail’s commitment to reducing carbon emissions, the new station will offer a free park-and-ride facility to take cars off the road and ease congestion in Glasgow city centre. The station will be served exclusively by brand-new class 385 electric trains. The construction of the new station was made possible by joint-working and funding by ScotRail, Network Rail, Transport Scotland, Strathclyde Partnership for Transport (SPT), Glasgow City Council, and Network Rail. The main contractor was AMCO.

ScotRail Alliance Managing Director: Alex Hynes ScotRail Alliance Communications Director: Sue Evans ScotRail Alliance Infrastructure Director (Scotland Route): David Dickson ScotRail Chief Operating Officer: Angus Thom ScotRail Finance Director: James Downey ScotRail HR Director (Interim): Jacqueline Hepburn ScotRail Sustainability, Safety and Assurance Director: David Lister ScotRail Commercial Director: Lesley Kane ScotRail Operations Director: David Simpson ScotRail Engineering Director: Syeda Ghufran

CONTACT INFORMATION Address: First floor, Atrium Court, 50 Waterloo Street, Glasgow G2 6HQ Phone: 0344 811 0141 Email: customer.relations@scotrail.co.uk Website: www.scotrail.co.uk

Rail Professional Industry Reference Book 2020 Page 125


Passenger operators Holding company First Group/MTR Corporation

South Western Railway South Western Railway was awarded the South Western franchise in March 2017, and took over from South West Trains on 20th August 2017

S

and at-seat power; and a full refurbishment of passenger accommodation using quality materials. The refurbishment of the Desiro fleet is part of a £110 million programme to refurbish five fleets in all by the end of 2020, equating to over 900 carriages. The final refurbished Desiro train, a Class 450, joined the existing Desiro fleet and entered passenger service on 9th January 2020. The refurbishment was completed by the trains’ original manufacturer, Siemens. The investment was financed by Angel Trains and is part of SWR’s wider £1.2 billion plan to offer customers more capacity and frequent trains, quicker journey times and better connectivity, together with station improvements and a better, smarter ticket buying experience.

was also commended for hitting its zero waste to landfill eight months early (since July 2018, a hundred per cent of its waste is diverted from landfill – it is either recycled or used to generate energy).

outh Western Railway is owned 70/30 by FirstGroup and MTR. The company operates commuter services from London Waterloo to south west London and suburban and regional services in Surrey, Hampshire and Dorset, as well as regional services in Devon, Somerset, Berkshire and Wiltshire. Its subsidiary Island Line operates services on the Isle of Wight. Sustainability Throughout 2018 South Western Railway increased its recycling to 3,900 tonnes of waste a year and diverted all of its other waste to generate energy. The company also arranged for old uniforms to be reused or donated to charities and has plans to roll out water fountains across more stations. In November 2018 this work was rewarded with a gold award in the Environmental Excellence category at the Green Apple awards. South Western Railway

Investment On 14th 2018 November South Western Railway’s first fully refurbished and reconfigured Class 444 train entered passenger service, offering additional seating capacity and high-quality improvements to passenger accommodation. The refurbishment and reconfiguration of the train is part of SWR’s £50 million Desiro interior upgrade programme. The project is being delivered by the trains’ manufacturer, Siemens Mobility and is designed to increase much needed seating capacity in standard class and bring the interior accommodation up to date with some state-of-the-art features including enhanced Wi-Fi; inductive charging tables

Stations On 15th October 2018 South Western Railway announced plans to invest £90 Milton Keynes, Birmingham and the North

London Victoria

London Waterloo

Watford Junction

Elmers End East Croydon

New Addington

te iga Re rth wo tch Be

Yarmouth

Liphook

Crawley

Three Bridges

Horsham

Liss

Billingshurst

Petersfield Rowlands Castle

Pulborough

Havant Bedhampton Chichester

Portchester Cosham

Hilsea

Redhill

Haywards Heath

Arundel Barnham

Bognor Regis

Worthing Hove Shoreham Littlehampton

Eastbourne, Hastings, Ashford International and the South East

Brighton

Fratton Gosport Cowes

Isle of Wight

Ryde Pier Head

Portsmouth & Southsea Portsmouth Harbour Southsea Hoverport

Ryde St. Johns Road Brading Sandown Lake Shanklin

Ventnor

Network Map Connections to:

Ryde Esplanade

Wootton

Page 126 Rail Professional Industry Reference Book 2020

Beckenham Junction

Gatwick Airport

Haslemere

Alresford

Fareham

Isle of Wight Steam Railway To Channel Islands & France

ld fie

Swanage

e yn Ra

Lymington Pier

Witley

The Watercress Line

Lymington Town

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l oo n W o t re ter es Mo rch Do outh S y we Up

Weymouth

Swanage Railway

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Maiden Newton

Swaythling Bitterne Hedge End Woolston Town Sholing Quay Netley Botley Hamble Bursledon Hythe Swanwick

) ing ne rk de Do eep (D ing rk Do est W

Yetminster Bournemouth Airport

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Thornford

Southampton Central

ok ro llb ge Mi brid st) re d Fo Re n ew tto (N To d rst oa hu u R st As lie ur au nh Be ke oc Br

Exeter Airport

Chetnole

all sh m Go th or ilw Ch d or alf Sh

Romsey

Kensington ick isw e (Olympia) Vauxhall Ch idg Br s h rne Queenstown ort Ba s w y s Road rne tne nd wn Ba Pu Wa To Clapham Junction

d oo kw oo Br

St. Denys

Exmouth

Dorchester West

Dean

Mottisfont & Dunbridge

Shepherd’s Bush

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Sherborne

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on nit Fe ple him k W oo br an Cr e ho Pin r ete al Ex entr C

Exeter St. Davids

Yeovil Pen Mill

Yeovil Junction

Tiverton Parkway

y ur sb ali

e rn ke ew Cr ter ins m Ax ton ni Ho

Yeovil Bus Station

Warminster

S ry bu Tis am gh llin Gi mbe co ple m Te

Bruton Castle Cary

ts n m ee ha rgare ond Sh en ick t. Ma ichm orth R N Tw S

Staines Ashford Feltham rk ord Pa llif on Ha ry ert ton ton ell er bu pp p mp e n mp lw Sh Up Fu Su Ke Ha

gh rou bo rn Fa

rk Pa

Frome Bristol Airport

Paignton, Plymouth and Penzance

Reading West

Newbury

Taunton

Okehampton and North Devon

Reading

y ur tb es W e idg br ow Tr dfor ad on Br n-Av o a Sp th Ba

am sh yn Ke

eld dfi Ol

Bristol Temple Meads

m ha Eg r ate W ia gin ss Vir cro ng le Lo da ing t nn co Su As

Bath, Bristol, South Wales and the West Country

n itto Wh

Wraysbury

w Ke

e idg Br

Mortlake Wimbledon Strawberry ck Hill Wi ton n ton ton ing sto p d g rbi d m Kin Te No Ha New Malden Hampton Court Berrylands Thames Ditton Chertsey Motspur Surbiton Reading to Gatwick Airport Esher Park Bagshot Hersham Addlestone Walton-onCrowthorne Thames Worcester Hinchley Camberley Park Wood Byfleet & Weybridge New Haw Stoneleigh Sandhurst Frimley Claygate Chessington Ewell West Byfleet South West Mortimer Blackwater West Woking Bramley Croydon Oxshott Epsom Farnborough North Worplesdon Fleet Ashtead Cobham & ad Ro ) Winchfield Stoke D’Abernon Ash Vale on ord y on mp nd f Ash nd Ca rsle Leatherhead Lo (Guild Ho Cla rth o N Box Hill & Basingstoke Wanborough Hook Effingham Bookham Westhumble Aldershot Guildford Junction Dorking Micheldever Farnham Chandler’s Ford Farncombe Winchester Bentley Shawford Godalming Southampton Eastleigh Airport Parkway Alton Milford

n ro He ns ell rti kn Ma ac m Br ha ing ok rsh e W inn W gle ian Tr y sh rle er Ea inn W

South Wales, Birmingham and the North

Sunnymeads

rd tfo en Br

Heathrow Airport

Datchet

Oxford, Birmingham and the North

ne La on th Sy or ew w Isl slo un Ho

Windsor & Eton Riverside

Smallbrook Junction

To France & Spain

Other services

London Underground

Bus links

London Overground

Ferry links and Hovercraft links

Tramlink

Heritage Railways


Passenger operators

the east of the Isle of Wight. The eightand-a half mile route runs Class 483 Electric Multiple Units. The Island Line has existed since 1864 and has been operated by South Western Railway since 20th August 2017. KEY PERSONNEL Managing Director: Andy Mellors Operations and Safety Director: Jacqui Dey Engineering Director: Neil Drury Performance and Planning Director: Steve Tyler Customer Experience Director: Alan Penlington Finance Director: Kenny McPhail HR Director: Sharon Johnston Commercial and Business Development Director: Peter Williams Communications Director: Yvette London Major Projects Director: Mac Andrade

million to improve station facilities. The investment will go towards fitting new ticket barriers at over twelve stations to improve safety and reduce anti-social behaviour. There will also be 280 new benches installed along with providing an extra 1,500 car parking spaces. Several stations will be made more accessible including Pokesdown and

Chessington South and there will also be significant enhancements to platform customer information screens displaying real time information from new trains about where vacant seats are available and where facilities can be found on the train. Island Line The Island Line runs north to south along

CONTACT INFORMATION Address: Friars Bridge Court, 41-45 Blackfriars Road, London SE1 8NZ Phone: 0345 600 0650 Email: Contact via website Website:  www.southwesternrailway.com

Padley & Venables Contractors’ Tools

ROCK DRILLING

– EXCELLENCE SINCE 1911 –

DEMOLITION

SALES@PADLEY-VENABLES.COM

CONTRACTORS’

TEL: +44 (0) 1246 299 100

WWW.PADLEY-VENABLES.COM

P&V TIE TAMPERS 4C 183x130mm.indd 1

Rail Professional Industry Reference Book17/05/2016 2020 Page12:44 127


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Southeastern Southeastern has operated regional and commuter services in south east London, Kent and parts of East Sussex since 2006, in 2019 its franchise was extended to April 2020

S

1

(Zone 2 & 3)

London Bridge

Deptford

Charlton

Woolwich Arsenal

Underground Interchange

Southeastern high speed route (HS1)

Abbey Wood

Plumstead

Belvedere

Erith

Southeastern high speed service routes

Slade Green

ad e he R y un N h a m ill ck k H Pe ar m en

D

(Zone 2 & 3)

Falconwood

Blackheath

Bexleyheath

Eltham

Step free access Limited station call

Southeastern high speed limited service routes

Welling

Pay as you go can be used between St Pancras and Stratford International. Specific fares apply on this route. Capping does not apply.

Barnehurst

Hither Green Mottingham

Bexley

Crayford For information about Oyster and Pay as you go fares visit: tfl.gov.uk/fares

New Eltham

Lee

Stone Crossing Ebbsfleet International

Greenhithe

fe li f ec

Se

a

Sw al

n-

&

-S te rs

ga

k

ai

ar

Pa r

st ad ro

B C

R

am

sg

D

at e

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Selling

Otford

an r te

Chelsfield

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Halling

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Kemsing

Bekesbourne

East Malling tle ) as

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Snowdown

rn

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Shepherds Well

ou

Chilham

gb li n

B

ol H

Folkestone Central

Harrietsham

Tonbridge

Lenham

Beltring

Marden

High Brooms

Wye

Headcorn

Ashford International

Pluckley

Ham Street

Frant

Appledore rd

s

Wadhurst Rye

tL tS

ro w C

W es

hu

rs

t

Etchingham

eo

na

Stonegate

Battle

Folkestone West

Charing Staplehurst

Tunbridge Wells

Robertsbridge

Kearsney Dover Priory

Wateringbury Yalding

Walmer

Aylesham

(fo

ds ai

te d

M

rs ea

Maidstone West East Farleigh

Ore Hastings St Leonards Warrior Square

Westenhanger

Deal

Adisham

Chartham

Aylesford Barming Sevenoaks

Paddock Wood

st er

Canterbury East

New Hythe

Hildenborough

M

St

Sandwich

West Malling (for Kings Hill)

Dunton Green

in

ur

Snodland

Borough Green & Wrotham Bat & Ball

ry

t

Knockholt

Maidstone Barracks

Page 128 Rail Professional Industry Reference Book 2020

on

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Cuxton

Shoreham (Kent)

ill

ut

Hayes (Kent)

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West Wickham

Orpington

G

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Eynsford

Petts Wood

C

R

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s

So

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Eden Park

Sole Street

B

B

Elmers End

Beckenham Junction

te -

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Longfield Clock House

Sh

4

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-o to n

B

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bl

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Meopham

er

Farningham Road

H

Swanley

ts

St Mary Cray

ne

Kemsley

Strood

hi

Chislehurst

ng

Sundridge Park Bromley North

ay

Swale

Higham

he

Kent House

New Beckenham

Queenborough

Gravesend

Elmstead Woods

t ti

Penge East

Sheerness-on-Sea

Northfleet

Si

Lower Sydenham

Swanscombe

C

Catford Bridge

Sydenham Hill

ne

Grove Park

West Dulwich

03/18

Dartford

Ladywell

(Zone 2 & 3)

ur

Catford

Albany Park

bo

Herne Hill

Sidcup

ha m Fa ve rs ha m

gh n ou io or c t h b Ju n

Kidbrooke Lewisham

Eurostar Interchange

Oyster pay as you go area

St Johns

Brixton

Ferry Link

London Travelcard Zones 1-8

Te yn

ug

Woolwich Dockyard

Maze Hill

New Cross

(Zone 1 & 2)

B el li n B g H ec ill ke ham nh av am en sb ou rn e

Lo

Elephant & Castle

Docklands Light Rail Interchange

Other operator routes

Southeastern limited service routes

Westcombe Park

Greenwich

Waterloo East

Crofton Park

3

Southeastern routes

7 8

Tramlink Interchange

Blackfriars

2

6

Cannon Street

City Thameslink

Victoria

5

Busy platforms Southeastern runs around two thousand metro, mainline and high-speed services each weekday from the southeast of England into London across 748 route miles, along twelve main lines. Its trains serve more London terminals than any other operator (London Victoria, London Charing Cross, London Blackfriars, London Cannon Street and St Pancras International) and some of its services also run through London Bridge – with one of the busiest train platforms in Europe.

Stratford International

Farringdon

Charing Cross

4

R

1

Post-Brexit investment Southeastern put its name to a set of proposals calling for a £50 billion investment in the region’s railways, which would help to deliver 5,700 new carriages by 2021 and 6,400 additional services per week. The action was prompted after a poll of business leaders in October 2017 revealed that 57 per cent think rail will be key to attracting inward investment after the UK leaves the EU. The proposals, outlined in the In Partnership for Britain’s Prosperity plan, include commitments to: • Strengthen rail’s contribution to the economy

3

2

Rail companies would double the number of apprenticeships offered over five years to twenty thousand with a total benefit of a hundred thousand new job opportunities in the rail supply chain by 2020.

W

St Pancras International

• Maintain customer satisfaction • Localise decision making and investment • Create more jobs and increase diversity.

5,000 extra seats.’ ‘Over this next extension period, our focus remains squarely on our passengers, delivering more improvements and continuing to improve the punctuality and reliability of our services.’

outheastern is operated by Govia, a joint venture between leading transport operators Go-Ahead (65 per cent) and Keolis (35 per cent). It is one of the busiest networks in the country and runs the UK’s first domestic high-speed service with Javelin trains. On 7th August 2019, The Department for Transport (DfT) confirmed a further extension to the current Southeastern franchise which will now run to 1st April 2020 rather than expiring on 10th November 2019. It also notified industry that the competition for the next South Eastern franchise has been terminated. David Statham, Southeastern’s Managing Director, said: ‘We’re proud to have delivered more than £80 million of improvements for passengers since we began a new Direct Award contract in 2014. Punctuality has improved by nearly ten per cent in two years, we’ve introduced free Wi-Fi on our trains and boosted capacity on board with

Sandling

Martin Mill


Passenger operators

Only twenty per cent of Southeastern passengers are leisure travellers, meaning eighty per cent are commuters. The TOC has introduced more early morning services to London and more late night services out of London. Over 75 per cent (1,400) of its daily services go into and out of London and its services are heavily geared to meet a huge and growing demand for peak hour travel. More employees have been deployed on gatelines at key stations and more customer service staff are on hand to help passengers with information and provide advice when and where it’s needed. Southeastern has improved the number of ticketing options available to its passengers, providing them with more options and better value for money payment methods. This includes the extension of Oyster to Dartford and Swanley, and between St Pancras International and Stratford International.  Southeastern has also been working to increase offpeak travel by bringing in Advance tickets and a Summer campaign was run to offer

passengers a twenty per cent online discount offer on off-peak tickets. Improvements The company has also committed to spend a further £4.8 million in station improvements, carry out a deep clean of all stations: install 63 more self-service ticket machines at stations and ticket gatelines at Folkestone Central and Canterbury East. One of the key factors of passenger satisfaction on the Southeastern network is information provision. This has been improved by the creation of a new and improved journey planning app called On Track and by installing customer information screens at 20 key stations across the network, the obligation was for only one or more. There are 21 operational information screens that sit within depots and rest rooms, providing employees with the most up-to-date information. An even bigger improvement has been delivered through the provision of tablets for train crew and gateline staff which

provide them with up-to-date information and put them in a better position to provide correct information to passengers during times of disruption. As well as this its inhouse Twitter team answers service enquires 24/7. The TOC has also repainted all of its 165 managed stations. Customer information systems have been upgraded and improvements carried out to the company’s eyewitness security system and CCTV monitoring service based in its Control Centre. London Bridge station was reopened on January 2 after ten days of major engineering work, marking the countdown to completion of the £1 billion redevelopment after more than five years of work. The final section of the huge, modern new concourse and the final five platforms opened for the first time, allowing Cannon Street trains to resume calling at the landmark new station. The vast new concourse, larger than the pitch at Wembley, unites all fifteen platforms for the first time and modern facilities make the landmark station fully accessible for all. There are two new entrances on Tooley Street, which will connect the north and south sides of the station, while the completion of the five new platforms will allow Cannon Street services to once again stop at London Bridge. The tracks through and around the station have been entirely remodelled to modernise the infrastructure and to allow more trains to travel through London, reducing delays and bringing more reliable journeys to more destinations than ever before. Work continued on the station concourse throughout the year, fuelling the reinvigoration of the area and improving the experiences of passengers every time they travel. KEY PERSONNEL Managing Director: David Statham Engineering Director: Mark Johnson Passenger Services Director: David Wornham Train Services Director: Ellie Burrows Commercial Director: Diane Burke HR Director: Scott Maynard Finance Director: Felix Beeson

CONTACT INFORMATION Address: Friars Bridge Court, 41-45 Blackfriars Road, South Bank, London SE1 8NZ Phone: 0345 322 7021 Email: Contact via website Website: www.southeasternrailway.co.uk Rail Professional Industry Reference Book 2020 Page 129


Passenger operators Holding company Govia (Go-Ahead Group/Keolis)

Southern Southern is the brand name used by the Govia Thameslink Railway (GTR) train operating company on the Southern routes of the Thameslink, Southern and Great Northern franchise in England

I

the majority of commuter services from its Central London terminals at London Bridge and London Victoria to South London and Sussex, as well as regional services in parts of Hampshire, Kent and Surrey. More than 3,000 trains a day run on the railway linking London and the Sussex Coast. It also provides services between Milton Keynes and Croydon via the West London Line. It also operates services from Brighton to Southampton and South Croydon to Milton Keynes Central.

t is a subsidiary of Govia, a joint venture between transport groups GoAhead and Keolis, and has operated the South Central rail franchise since August 2001 and the Gatwick Express service since June 2008. In July 2015, the franchisee was subsumed into GTR, but the Southern and Gatwick Express brand identities were retained alongside those of Thameslink and Great Northern. GTR has introduced 12 Class 171 vehicles for Southern. Southern operates

Burnham Market

SERVICES AND FACILITIES

Hunstanton

This is a general guide to the basic daily services. Not all trains stop at all stations on each coloured line, so please check the timetable.

Gatwick Express

REGULAR SERVICE

Wells-next-the-Sea

Sustaining rural rail lines The Sussex Community Rail Partnership (SCRP) is a not-for-profit partnership that works to promote rail travel along some of the branch lines on the Southern network. The partnership brings together a wide range of community stakeholders – Southern, local councils, passenger groups, community groups, plus education, business and leisure representatives. The station partnership is made up of a group of volunteers who come together to work with Southern on improving how one of the stations serves its local area.

Dersingham

LIMITED SERVICE

Fakenham

Sandringham

King’s Lynn

Great Northern Southern

Watlington

Thameslink

Wisbech

Other train operators may provide additional services along some of our routes.

Faygate*

Other train operators’ routes Bus links Limited service stations on our network

Downham Market Littleport Ely

to Yorkshire, the North East and Scotland

Interchange stations Interchange with London Underground Interchange with London Overground Interchange with London Tramlink

to Norwich and Ipswich

Waterbeach Peterborough

Interchange with Eurostar Interchange with other operators’ train services Interchange with Airports

to the West Midlands, North West and Scotland

Cambridge North St. Ives

Huntingdon

to the East Midlands and South Yorkshire

Bedford

Milton Keynes Central

Tring

Baldock Letchworth Garden City

Hitchin

Luton

Luton Airport Parkway

Ashwell & Morden

Arlesey

Leagrave Dunstable

Shepreth Meldreth Royston

Biggleswade

Harlington Leighton Buzzard

Stevenage Luton Airport

On Mondays to Saturdays from December 2018 until further notice, buses will replace trains between Stevenage and Hertford North and between Stevenage and Watton-at-Stone. For more information visit: greatnorthernrail.com/railreplacement

Watton-at-Stone

Knebworth

Hertford North

Welwyn North Harpenden

Berkhamsted

Bayford

Welwyn Garden City

Cuffley

Hatfield

St. Albans City

Welham Green

Hemel Hempstead Radlett

Brookmans Park

Elstree & Borehamwood

Hadley Wood

Crews Hill Gordon Hill

Potters Bar Watford Junction

Enfield Chase Grange Park

New Barnet

Mill Hill Broadway

Oakleigh Park Hendon

Harrow & Wealdstone

Kentish Town London St. Pancras International

Oyster and contactless to Paddington payment can be used in the yellow shaded area

Kensington (Olympia)

Farringdon

Palmers Green Bowes Park

Alexandra Palace

West Hampstead Thameslink

Shepherd’s Bush

Winchmore Hill

New Southgate

Cricklewood

Wembley Central

to Stansted Airport and London

Foxton

Sandy

Flitwick

Bletchley

to Newmarket and Ipswich

Cambridge

St. Neots

Ferry service routes Hovercraft service routes

Hornsey Harringay Finsbury Park Drayton Park Highbury & Islington Essex Road Old Street Moorgate

London King’s Cross

City Thameslink

Eliz

abet

London Blackfriars

h Li

ne

open

KEY PERSONNEL

sD

London Bridge

R IVE

TH

Elephant & Castle

R

Battersea Park to London Waterloo

to Clapham Junction

Brockley

Clapham Junction

North Dulwich West Dulwich

Tulse Hill

Wandsworth Common

Sydenham Hill

Haydons Road Tooting

Wimbledon

Wimbledon Chase

Carshalton

Sutton Common

West Sutton Sutton Cheam Ewell East

to London

to Reading

Southampton Airport Parkway

rne itte Eastleigh *B ton ools *W g olin y *Sh m etle ha ster *N mble a Fare rtche don k *H le Po sham ic urs Co *B wanw S to Channel Islands, France and Spain

to Portsmouth

to Dorking

Woodmansterne

Coulsdon Town Reedham

Strood

Bromley South Bickley

Rochester Chatham

St. Mary Cray Swanley

Petts Wood

Christ’s Hospital Billingshurst Pulborough Amberley Arundel

South Croydon

Gillingham

Purley Kenley

to Dorking

to Reigate

Faygate*

Caterham

Ashington Washington

Tham Maidstone East will eslin to Canterbury oper k se and Ramsgate ate rvic Bearstead from es on to Dec this em Dover ber route 2019 Ashford and to London

to London

Edenbridge Town

Horley

Lingfield

Hever

Gatwick Airport

Dormans

Cowden

East Grinstead

Ashurst

Ifield

Tonbridge

to Kent Coast

Winchelsea

Uckfield

Preston Park Glynde Berwick Polegate

Moulsecoomb

g n London g ea ve de ea ea ng ick ate ing ing erin -by-S n-S orth orthin orth Lanci -by-S uthw ersg ortsla ringto Ho Road P n-o W Brighton (Brighton) W ast W So am Ald ring Fish gto West reh Go E rrin Sho Du to France

Falmer Lewes Southease

CONTACT INFORMATION

Doleham* Three Oaks

to London

Cooksbridge*

gm

Appledore

Ore

Buxted

Plumpton

Hassocks

Ham Street

Rye

Crowborough

Haywards Heath Burgess Hill

Leigh Penshurst

Eridge

Balcombe

Hastings St. Leonards Warrior Square Bexhill Collington Cooden Beach Normans Bay Pevensey Bay* Pevensey & Westham

Hampden Park Eastbourne

Newhaven Town

Chief Executive Officer: Patrick Verwer Chief Operating Officer: Steve White Chief Financial Officer: Ian McLaren Engineering Director: Gerry McFadden Infrastructure Director: Keith Jipps Operations Planning Director: Scott Brightwell Business Improvement Director & Deputy COO: Alex Foulds Passenger Service Directors: Angie Doll Head of Safety: Mark Whitely Human Resources Director: Andy Bindon Communications and Marketing Director: Collette Dunkley

International Europe

Hurst Green Edenbridge

Wivelsfield Southwater

West Malling

Sevenoaks

Oxted

Nutfield Godstone

Earlswood

to Margate and Ramsgate

Borough Green

Bat & Ball

Woldingham

Three Bridges Crawley

Littlehaven

Otford

Upper Warlingham

Salfords

Dorking

to North Kent

Shoreham

to Sevenoaks

Whyteleafe Whyteleafe South

Rainham

Eynsford

Riddlesdown

Redhill Reigate

Box Hill & Westhumble

Dorking Deepdene

Orpington

East Croydon

Merstham

Kingswood Tadworth Tattenham Corner

Horsham

An

Higham

Shortlands

Coulsdon South

Chipstead

Swanscombe Northfleet Gravesend

Beckenham Junction

Birkbeck

Purley Oaks

Banstead Epsom Downs

Bookham

Effingham Junction

Warnham

Littlehampton

Penge West Anerley

Belmont

Ockley

Bognor Regis

Ravensbourne

Kent House

Sanderstead

Holmwood

Hilsea n to London Fratton pto t ham avan n H ngto h Bed ort e rbli Wa Emsw ourn e b rn th u u am tbo So Nu Bosh urne Portsmouth er bo Harbour Fish ichest ham Ford Ch Barn

to Isle of Wight

Horsley

Clandon

to Guildford

Portsmouth & Southsea

to Gosport and Isle of Wight

Leatherhead

West Croydon

Carshalton Beeches

Ashtead to London

Waddon

Wallington

Epsom

London Road Guildford (Guildford)

Greenhithe for Bluewater to Ebsfleet International and London

Hackbridge

St. Helier

Southampton Central St. Denys*

Stone Crossing

Beckenham Hill

Norwood Junction

Mitcham Junction

Morden South

to Bournemouth

Dartford

Forest Hill

Selhurst

Mitcham Eastfields

South Merton

Slade Green

Bellingham

Penge East Crystal Palace

Streatham Common Norbury Thornton Heath

to Guildford

ES

Sydenham

Gipsy Hill

Streatham

Westcombe Park

Honor Oak Park

West Norwood

Streatham Balham Hill

AM

Catford

East Dulwich

Herne Hill

2018

TH

Charlton Tham will eslin Woolwich Arsenal oper k se ate rvic from es on Plumstead Dec this em ber route 2019 Abbey Wood

Crofton Park

Nunhead

Loughborough Junction

ber

ER

Maze Hill

New Cross Gate

Peckham Rye

Denmark Hill

ecem

RIV

Greenwich

to Highbury & Islington

Queens Road Peckham Imperial Wharf

Deptford

South Bermondsey

AM

London Victoria

West Brompton

ES

Newhaven Harbour Bishopstone

Address: 1st Floor, Monument Place, 24 Monument Street, London EC3R 8AJ Phone: 0345 127 2920 Email: comments@southernrailway.com   Website: www.southernrailway.com

Seaford Produced by

23.3.2018 (GTR All Brands Diagram)

www.fwt-london.co.uk

Rail Professional Industry Reference Book 2020 Page 131


Passenger operators Holding company Stagecoach

Stagecoach Supertram Stagecoach Supertram has been serving the city of Sheffield since 1994 with four tram lines calling at 50 stops

T

he tram is owned by the South Yorkshire Passenger Transport Executive, which built the network at a cost of around ÂŁ240 million. It was opened in stages between 1994 and 1995 and was run by South Yorkshire Supertram (SYSL) until 1997, when Stagecoach bought the concession for ÂŁ1.15 million that gives it control until 2024. The tramway is served by eight park and ride sites enabling easy parking for car users wishing to complete their journey by tram. Four sites offer paid for parking and the other three sites have free designated parking. Railway Overhead Line Equipment (OLE) distributes electricity to trains at 750 volts DC, which is considerably more than the

power on most tram systems. Around 14.5 million passengers use the tram every year.

trains have been in public service since September 2017.

Tram Train innovation Tram train vehicles that can operate on both mainline rail and tram tracks rolled out on 25th October 2018, making it possible to make a single journey between tram stops and conventional rail stations. Three Tram Trains an hour travel on the Supertram network from Sheffield Cathedral to Meadowhall South, before proceeding over a new section of track linking the tram line to the rail track called the Tinsley Chord and on to the national rail network to Parkgate Retail Centre via Rotherham Central station. The Government funded programme is a partnership between South Yorkshire Passenger Transport Executive (SYPTE), Network Rail, Stagecoach Supertram and Northern Rail to pilot this pioneering technology. The seven Stadler built tram-

Staff Around 330 employees maintain and operate the trams from the Nunnery depot.

Page 132 Rail Professional Industry Reference Book 2020

KEY PERSONNEL Managing Director: Tim Bilby Corporate Communications Manager: Sian Freestone-Walker

CONTACT INFORMATION Address: Nunnery Depot, Woodbourn Road, Sheffield S9 3LS Phone: 0114 272 8282 Email: supertram.enquiries@supertram.com Website: www.stagecoachbus.com/supertram


Passenger operators Holding company Abellio

Stansted Express The Stansted Express ferries passengers from Stansted Airport to central London in just 47 minutes

S

tansted Express trains leave from a station directly below Stansted Airport every 15 minutes, reaching the London Underground station of Tottenham Hale in 36 minutes and London Liverpool Street in 47 minutes. The Stansted Express service is operated by Abellio Greater Anglia in a franchise that will last until 2025. Ticketing Unlike the Heathrow Express and the Gatwick Express, which require the purchase of premium tickets to use the services, normal rail tickets are valid on the Stansted Express. Customers can purchase tickets six months in advance and are able to access their ticket within the Stansted Express app. During the Summer months capacity on the service is expanded by 5,000 seats to accommodate increased holiday travel. This is made possible by increasing the number of

KEY PERSONNEL Managing Director: Jamie Burles

CONTACT INFORMATION Address: 11th Floor,1 Stratford Place, Montfitchet Road, London E20 1EJ Phone: 0345 600 7245  Email: contactcentre@greateranglia.co.uk   Website: www.stanstedexpress.com

carriages on the trains from eight carriages to twelve. Airport experiences A First-Class ticket on Stansted Express gives passengers access to airport security FastTrack. The same ticket also allows for unlimited luggage.

Transforming the Rail Sector’s Supply Chain

Mechanical

Fencing and Barriers

Tools and Consumables

Track and Rail Spares

Batteries

Electrical

Chemicals, Lubricants and Adhesives

Telecoms

Safety and Protective Equipment

Locks

www.tvsscs.com

OEM

rail@tvsscs.com

Rail Professional Industry Reference Book 2020 Page 133


Pre Metro Operations Ltd is the essential operator of the branch line or tramway, small or large. Our business model for operations at Stourbridge Junction is transferable to similar locations throughout the UK. Small is beautiful and our experience in increasing passenger numbers and reducing the operational carbon footprint of a transport mode is impressive. Let us advise you on how to do it. Be self-contained. The company is sub-contracted by West Midlands Trains to provide operations and Railcar maintenance facilities on the Stourbridge branch line in the West Midlands. Two rail vehicles are currently used both being Class 139 light Railcars built originally by Parry People Movers Ltd in the West Midlands but we are not tied to any one vehicle manufacturer. The Railcars are LPG/Flywheel hybrids with exceptionally low fuel consumption. The passenger services at Stourbridge have been operated since mid-2009 and achieve a consistent reliability of over 99.7%. Passenger numbers have increased each year and have now reached a total 5 million. Passenger satisfaction remains high. The company has demonstrated that less complicated vehicles and simple but robust operational practices can deliver cost effective rail based services. Tel: 01384 441325 Website: www.premetro.co.uk


Passenger operators Holding company Pre Metro Operations

Stourbridge Shuttle Pre Metro Operations, which operates Stourbridge Shuttle, is an open-access train operating company based in Stourbridge in the West Midlands and is the smallest train operating company in the UK

P

re Metro Operations (PMOL) was founded by Philip Evans and John Parry in 1999 as an independent train operating company, with the intention of running services on short branch lines across the UK using Parry People Movers (PPM) manufactured railcars. Between 2005 and 2006, a prototype Parry People Movers railcar, entered service on the Stourbridge Town Branch Line, the shortest branch line in the country, in order to test the viability of using PPMs on branch lines. Subsequently, it was decided to make the trial permanent. Following the trial operation on the Stourbridge branch line the company received depot and operating licences from the ORR and two Class 139 LPG fuelled/ flywheel hybrid railcars were constructed. Pre Metro Operations commenced operations in June 2009 taking over full operation of the Stourbridge Town Branch Line from London Midland. From the introduction of the service in June 2009 up until the franchise changed hands on 10th December 2017, the service

had been branded as the London Midland Stourbridge Shuttle operated on behalf of previous franchise holder London Midland, with units painted in their standard green, white and grey colours. During the current West Midlands Rail franchise period, which is scheduled to run until March 2026, the service will be operated on behalf of current franchise holder West Midlands Trains, and its two railcars are painted in the West Midlands Railway livery. Pre Metro Operations itself is not subject to franchising as it is an open-access operator. Using innovative technology, PMOL claims to be providing the best-ever service the line has seen in its 130-plus year history. The operation is clean, green, frequent, highly reliable, easy-access and the staff all live in the local area. Since commencing seven-day operation of the service in 2009, patronage has grown, frequency has increased, emissions have been cut, service operation costs have been reduced, and the Sunday service has been revived on the line for the first time since 1914. The Stourbridge Shuttle operates seven days a week with basic ten-minute frequency. Reliability of the service currently stands in the region of 99.6 per

cent having operated 450,000 miles and completed five million passenger journeys to date; up 50 per cent in seven years. PMOL was awarded ‘Highly Commended’ at the Global Light Rail Awards 2016 and 2017 in the ‘Operator of the Year’ category. The company is now looking to expand its operations elsewhere in the UK and is not tied to any one vehicle manufacturer. KEY PERSONNEL Managing Director & CEO: Philip R Evans Company Chairman: Geoff J Lusher Company Secretary: Steve Jasper Director: Professor Alan Wenban-Smith

CONTACT INFORMATION Address: 54-56 Hagley Rd, Stourbridge DY8 1QD Phone: 01384 441325 Email: premetro@aol.com Website: www.premetro.co.uk

Rail Professional Industry Reference Book 2020 Page 135


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Passenger operators Holding company First Group

TransPennine Express TransPennine Express (TPE) is an intercity operator that connects towns and cities across the North and into Scotland

L •

• •

aunched in April 2016 and continuing until at least 2023, the TPE franchise is managed by FirstGroup. The TPE network is: North TransPennine – including Newcastle to Manchester Airport, Middlesbrough to Manchester Airport, Scarborough to Liverpool and Hull to Manchester Piccadilly South TransPennine from Cleethorpes via Doncaster and Sheffield to Manchester Airport North West and Scotland – from Manchester Airport to Preston, Oxenholme, Carlisle, Penrith, Edinburgh and Glasgow Destinations served by TransPennine Express include Newcastle, Middlesbrough, Darlington, Northallerton, Thirsk, York,

Malton, Scarborough, Hull, Selby, Leeds, Huddersfield, Cleethorpes, Grimsby, Scunthorpe, Meadowhall, Doncaster, Sheffield, Edinburgh, Glasgow, Carlisle, Lancaster, Preston, Manchester, Manchester Airport and Liverpool. Major refurbishment In July 2018, TPE completed a £32 million overhaul of its existing Class 185 fleet working with manufacturing company Siemens and train owner Eversholt Rail to create a special and enhanced experience for customers. The modern trains have been completely transformed to like-new standards including brand new seats with leather in first class and practical benefits such as plug and USB ports at every pair of seats, bigger tables with more space for laptops and LED lighting.

Customers are also benefitting from fast, free Wi-Fi in both first and standard class which is now available on all TPE trains. Exstream entertainment TPE has now launched its complimentary onboard entertainment service across all routes. The service, named Exstream, gives customers access to more than 150 shows and films and also features the latest news plus popular magazine titles. Taking the North further As part of their commitment to local communities, TPE continues to work with local suppliers and businesses across its network, where possible. Yorkshire based Camira Fabrics have produced the Standard Class seat covers as part of the £32million Class 185 upgrade while Petards in Gateshead supplied the on-board CCTV system. For those in need of a snack while travelling, customers can also enjoy some seasonal, locally sourced products as part of TPE’s onboard catering offer. Nova – the countdown is on TPE is delivering a £500 million investment in three brand new fleets of Nova trains over the next two years which will completely transform the travelling experience for customers. The company is receiving 220 new carriages in total meaning 13 million extra seats for customers once the futuristic new trains are in service.

KEY PERSONNEL Managing Director: Leo Goodwin Commercial Director: Darren Higgins Fleet Director: Paul Staples Major Projects Director: Chris Nutton Operations Director: Paul Watson Customer Experience Director: Kathryn O’Brien Service Planning Director: Jerry Farquharson Strategy Director: Louise Ebbs Finance Director: Liz Collins

CONTACT INFORMATION Address: 7th Floor, Bridgewater House, 60 Whitworth Street, Manchester M1 6LT Phone: 0345 600 1671 Email: tpecustomer.relations@firstgroup.com Website: www.tpexpress.co.uk Rail Professional Industry Reference Book 2020 Page 137


Passenger operators Holding company Nexus - Part of North East Combined Authority (NECA)

Tyne and Wear Metro The Tyne and Wear Metro services Newcastle upon Tyne, Gateshead, South Tyneside, North Tyneside and Sunderland in the Tyne and Wear region

Airport

Bank Foot

Callerton Parkway

Fawdon

Kingston Park

Wansbeck Road

South Gosforth

Four Lane Ends

West Monkseaton

Northumberland Park

Benton

Longbenton

Regent Centre

Palmersville

Monkseaton

Shiremoor

Ilford Road West Jesmond

Whitley Bay

Cullercoats

Jesmond Newcastle City Centre

St James

Haymarket Monument

Chillingham Road Manors

Byker

Wallsend

Walkergate

Hadrian Road

Percy Main

Central Station

Gateshead Stadium

Felling

Pelaw Heworth

Jarrow Hebburn

Main Bus Interchange Rail Interchange Ferry (only A+B+C tickets valid) Airport Park and Ride

New trains In January 2020 Nexus awarded the £362 million contract to build new trains for the

North Shields

Simonside Bede

Chichester

Tyne Dock

Brockley Whins Fellgate

South Shields

East Boldon Seaburn

St Peter’s

Stadium of Light

River Wear

nexus.org.uk/metro 0191 20 20 747

T

Tynemouth

River Tyne

Gateshead

he local transport authority Nexus owns and operates the system, taking over from DB Regio Tyne & Wear Limited, a subsidiary of Arriva UK Trains, in April 2017. Nexus will operate the line for two years until a new operating contract can be agreed. The Tyne and Wear Metro was the first modern light rail system in the UK when it opened in 1980. It now has sixty stations on a 46-mile network that connects Newcastle Airport with South Hylton on the Green Line and St James with South Shields on the Yellow Line.

Meadow Well

Howdon

Sunderland City Centre

Pallion South Hylton

Tyne and Wear Metro to Stadler. The Swiss train builder was chosen by Nexus after an 18-month global search for the best manufacturing partner for 42 new trains to be delivered up to 2024. The company will work with more than 30 new supply chain partners in the UK advanced manufacturing, technology and construction sectors, half of them in North East England, creating and securing hundreds of skilled jobs. Stadler will also build and run a £70 million new maintenance facility at Metro’s current depot site in South Gosforth, Newcastle, as part of the deal, creating scores more jobs in construction and employing around 100 people directly. The Department for Transport has confirmed it is providing £337 million to Nexus towards funding the cost of the programme, as the Government invests in the North of England’s economy. The new trains will cut Metro’s high voltage power consumption by 30 per cent while providing 15 times better reliability than the current fleet. Metro’s 36 million passengers will benefit from modern features including WiFi, charging points, air conditioning and a stepchange in accessibility. Among new features will

Page 138 Rail Professional Industry Reference Book 2020

University Millfield

Sunderland

Park Lane

be an automatic sliding step at every door of the new trains, making travel easier for Metro’s 50,000 wheelchair passengers as well as people with children’s buggies, luggage or bicycles. The total value of the partnership between Nexus and Stadler, which will include decommissioning of the existing Metro fleet, could rise to £700 million over 35 years, through a contract to maintain the new trains for up to 35 years depending on performance. The Department for Transport will also provide revenue support to help meet the maintenance costs of the new trains.

KEY PERSONNEL Managing Director: Tobyn Hughes
 Director of Finance and Resources: John Fenwick Transport Strategy Director: Philip Meikle
 Metro Services Director: Chris Carson
 Customer Service Director: Huw Lewis

CONTACT INFORMATION Address: Nexus House, St James Boulevard, Newcastle upon Tyne NE1 4AX Phone: 0191 203 3333 Email: contactmetro@nexus.org.uk Website: www.nexus.org.uk


Passenger operators Holding company Belmond

Venice Simplon-Orient-Express In 2017, the Venice Simplon-Orient Express celebrated 25 years of rekindling the romance of the classic railway journey

O

perated by luxury travel company Belmond, the Venice Simplon-Orient-Express epitomises the glamour and elegance of the Golden Age of travel. Taking luxury seekers from London to Venice and stopping off at other places across the European continent at cities like Paris, Berlin, Budapest, Istanbul, Prague, Vienna and Verona. Seasonal service VSOE runs services between March and November. The journey is not intended as

a functional rail service taking passengers from A to B, but as a five-star experience in every sense of the word. Belmond operates 46 luxury hotels, restaurants, tourist trains and river cruises in 24 countries and that standard comes across in the accommodation, dining and overall experience of the VSOE. Trains The VSOE continental leg contains 18 carriages - twelve sleeping cars, three dining cars, a bar car and two former sleepers, which provide accommodation for the staff

and storage rooms for luggage and supplies. By day the twin-cabin rooms look out on the European countryside flying by and by night the rooms are transformed into bedrooms. The carriages were refurbished in 2017 to bring them up to date with modern standards of safety and comfort. In March 2018 the ‘Grand Suites’ were launched, each of these suites feature a private bathroom and living area fashioned after the 1920s ‘art deco’ style designed by Wimberly Interiors.

KEY PERSONNEL Executive Vice President and Chief Financial Officer: Martin O’Grady Vice President, Legal: Abigail Hunt Vice President, Trains & Cruises: Gary Franklin Director of Sales, Trains & Cruises: Lucy Clark

CONTACT INFORMATION Address: Shackleton House, 4 Battle Bridge Lane, London SE1 2HP Phone: 0845 077 2222 Email: reservations.uk@belmond.com Website: www.belmond.com Rail Professional Industry Reference Book 2020 Page 139


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Passenger operators Holding company KeolisAmey

Wales and Borders On 15th October 2018, Transport for Wales took over the operation of Wales and Borders. Branded as Transport for Wales Rail Services, the 15-year contract will be delivered by KeolisAmey

T

M AC HY NL

LE Ca TH er sw s

Dr e Ne new w yd to d w Y n W Tra el llw sh n po g ol

Y

Craven Arms

Pontlotyn Pontlottyn Tir-phil Brithdir Bargoed Ynysowen Gilfach Fargoed Merthyr Vale Pengam Mynwent y Crynwyr Hengoed Quakers Yard Ystrad Mynach Coryton Llanbradach Abercynon Yr Eglwys Newydd Eneu’r-glyn a Pharc Churchill Whitchurch Energlyn and Churchill Park Pontypridd Rhiwbina Llwynbedw Aber Trefforest Birchgrove Treforest Caerffili Caerphilly Tŷ Glas Ystad Trefforest Treforest Estate Llysfaen a Draenen Pen-y-Graig Lefel isel y Mynydd Tref Glynebwy Ffynnon Taf Taffs Well Lisvane and Thornhill Bychan Ebbw Vale Town Heath Llanisien Llanishen Low Level Danescourt

m ba ch

Ra dy r

Birmingham Rhyngwladol* Birmingham International*

Ra du r

Lla nd af

Lefel Uchel y Mynydd Bychan Heath High Level

ay s

Tyllgoed Fairwater

Ca th

Cw

Fe M Ab rn ou er hil nt pe Pe l ain nn nr hiw As ar h ce ib er Po rt h

Tr eh af od

Llw

yn yp ia

Tr Yn eo ys rc w iT en re or To ch n y Pe nt re ho nd da

Troed-y-rhiw

CAERDYDD HEOL-Y- FRENHINES CARDIFF QUEEN STREET

Parc Ninian Ninian Park

Ty w

Parcffordd Glynebwy Ebbw Vale Parkway

Llanhiledd Llanhileth Trecelyn Newbridge Risca a Phont-y-Meistr Crosskeys Risca and Pontymister Pye Corner Tŷ Du Rogerstone

Cheltenham Spa*

Caerloyw* Gloucester*

Lydney

Cas-gwent Chepstow

h

Cil-y-Coed Caldicot

Llanilltud Fawr Llantwit Major

Y Rhws Maes Awyr Caerdydd Rhoose Cardiff Airport

Bae Caerdydd Cardiff Bay

Heol Dingle Dingle Road

CA S NE NEW W Y PO DD RT

Grangetown Cogan Eastbrook Dinas Powys Tregatwg Cadoxton

Lla nh ar an Po nt yc lu n

Pe nc o

ed

Ph or t

a

Br e

Pe n-

Telford Canolog* Telford Central*

Lla Do nb lau ist er Ro ad Lla Cn ng w yn cla llo sK nu ck Tr la ef s yc la Kn wd ig d ht on Bu ck ne Ho ll pt on He at h Br oo m e

ilt h Ro ad Lla Lla nd ndr rin ind do od d W ell Pe s nyBo nt

h m er i

Ga rt

Cil

Bu

as Su -yga Bw r L lc o h Lla af Lla nw rt ng am yd m ar ch

Din

Church Stretton

Rhymni Rhymney

Parc Waungron Waungron Park

yn

M

Penalun Penally

Yr Eglwys Wen Whitchurch

Wrecsam Cyffredinol Wrexham General

Pentre-bach

To ny pa Din nd as y Rh on dd a

P Pe em Do b c nf Lla ro rok Pe nd Pe e D nfr yf oc o m ái br ae k La ok no m e rb ph ŷr ey M an or bie r

C C AE Gl an ARM RFY yff R Pe er ART DD m Cy i br HE IN dw Fe ey r N el an i K rys id d id Tr e Bu w eel rr gŵ ly yP yr o Ll G rt an AB ow er elli SW ER to AN TAW n Sg Ll SE E an Ca iw Ll A sa en st an m el Sk sa le l-n w t ew ed el en d Br Pa Ne ito r at Po cffo n h Fe rt rd rr Ta d y lb Po Bag ot rt lan Pa Ta PE rk lbo Nw t a YBO Y y NT Pil P y A BR R O le ID G GE W Ys tr ND R ad R

Arberth Narberth Cilgeti Kilgetty

Saundersfoot Dinbych-y-pysgod Tenby

Merthyr Tudful Merthyr Tydfil

Aberdâr Aberdare

Limited service

Shotton

yd de lan Po nt -y -p Be an tw t syco ed Ll Go an g rw No led st rt d L h la Ll nr an w rw st st

Do lw

Ab er e Pe rch ny ch in a ffo Cr in rd Po icci d e am rt hm th /f or ad Po og Pe rt m nr ei hy rio nd n eu dr Ll an aet h de cw Ta lsa yn rn au Ty gw yn Ha Ll rle an ch da nw g Pe ns ar n L Dy ffr lanb yn e Ar dr du dw Ta y lyb on Ab Ll t er a m na aw be r B M or arm fa ou M aw th dd ac Fa irb h ou rn Ll e w yn gw To ril nf an au Ty w y Ab Ab n er erd do y ve fi Pe y Pe nh nh ely el g ig M

Po Ab rthl er add gw Ab au Cl er ar n be ac gw st W aun o Cl di n Fi un g Ro s Fi de ad sh hgu rw gu a en ar rd H He d nd an arb yd gw Go our od yn w W ick hi tla nd

Johnston

Aberdaugleddau Milford Haven

Maes Awyr Manceinion* Manchester Airport*

llt sy er Gw

fi Dy n d tio rd nc ffo Ju Cy ey v Do

Hwlffordd Haverfordwest

Treherbert

Dwyrain Didsbury* East Didsbury*

g lo l no tra Ca Cen am m cs a re xh W re W

Pe na rlâ Bw g H Sho tto cle aw n B ar Yr Pen uc den Hô yff kle y o Ca b H rd o d Ce e fn rgw pe -y -B rle ed d

Pont Penarlâg Hawarden Bridge

y lsb He

Ll an fa Pe irfe nm ch ae an nm aw r Co nw y

Parcffordd De Lerpwl* Liverpool South Parkway*

Gwasanaeth cyfyngedig

C LL YFF AN O DU RDD DN L O LAN Ba JU D e Co NC UD lw TI NO yn O N Co Ab lw Ab er yn g er e Ba ge le y le a P an he d n Pe sa ns rn ar n

Fa li V Rh alle os y ne i Tŷ gr Cr oe s Bo do rg Ll an an fa irp Ba w ll ng or

LERPWL LIME STREET* LIVERPOOL LIME STREET*

sh od Fr

P Ro ont m Ru an fe Br ini id g ge

Y

Limited service Gwasanaeth cyfyngedig

* ad * Ro ad d o or R xf rd s* O xfo w n illo io O in ter -W ain n* yr orn n ce es -le Dw unc cor an ch ton ow n st R un M an o R ast rle M New gt y* E Ea rrin Qua * a W ank orn B nc Ru am

he Welsh Government is Bidston* Llandudno Caergybi responsible for the Deganwy Holyhead Upton MANCEINION PICCADILLY* management of the MANCHESTER PICCADILLY* Heswall new franchise. Neston Stockport* The Wales and Borders Glan Conwy Y Rhyl Rhyl Wilmslow* Prestatyn Alderley Edge* franchise covers most rail Tal-y-Cafn Blaenau Y Fflint Flint Dolgarrog CREWE* services in Wales, the new Ffestiniog CAER CHESTER Yr Heledd Wen franchise will invest around Nantwich Rheilffordd Ffestiniog Wrenbury Ffestiniog Railway £738 million to transform Stafford* the valley lines to Treherbert, Prees Pwllheli Wem Rhiwabon Ruabon Aberdare, Merthyr Tydfil, Yorton Y Waun Chirk Rhymney and Coryton, AMWYTHIG Gobowen SHREWSBURY electrifying around 107 Wellington* Borth Oakengates* Bow Street** miles of track and upgrading Aberystwyth infrastructure to enable Shifnal* Cosford* Cynghordy improved journey times and Albrighton* Llanymddyfri Llandovery Codsall* more trains every hour. Llanwrda Bilbrook* Llwydlo Llangadog From 2023, an £800 million Ludlow Wolverhampton* Llandeilo investment will ensure that Smethwick Ffairfach Llanllieni Galton Bridge* Leominster Llandybie 95 per cent of journeys are on BIRMINGHAM NEW STREET* Rhydaman Ammanford Henffordd new trains. More than half Pantyffynnon Hereford Pontarddulais the trains will be assembled Llangennech Y Fenni Abergavenny in Wales. By December 2023, Bynie Bynea Pont-y-pŵl a New Inn KeolisAmey is going to run Pontypool and New Inn Maesteg Maesteg (Heol Ewenni) an extra 285 (29 per cent) Maesteg (Ewenny Road) Cwmbrân more services every weekday, Garth Cwmbran Tondu including improvements on Sarn CAERDYDD CANOLOG Wildmill CARDIFF CENTRAL the Ebbw Vale, Cambrian and Heart of Wales lines and the North Wales Metro (WrexhamBidston). A new service will link Cardiff and Liverpool via Map o’r rhwydwaith Wrexham. Network map v8 Free end-to-end internet at all stations to promote onward travel by make stations more accessible and a new access will be available on 85 per cent of public transport and it will also fund and app allowing customers requiring assistance journeys by 2024. support all staff who want to learn Welsh. to ‘turn up and go’ will be introduced from These improvements are part of a April 2020. Stations and ticketing series of investments from a range of Stations and overhead wires will be TfW Rail Services is also investing £194 sources, including the Welsh Government, powered by 100 per cent renewable energy, million in station improvements and totalling £1.9bn that will be made over the with at least 50 per cent sourced in Wales. building at least five new stations. At 15-year contract period to bring about a The availability and quality of ticketing least 1,500 new car parking spaces will be transformation in rail travel for people and facilities will be transformed by 2023 and created and a new £15 million fund will communities the length and breadth of Delay Repay was Wales and its borders. introduced for delays of above 15 minutes from January 2019. More than 700 new KEY PERSONNEL customer information screens will be Keolis Amey Wales CEO: Kevin Thomas installed across the network and in other locations including CONTACT INFORMATION colleges, hospitals and workplaces. Keolis Amey Wales, St Mary’s House, Penarth To support an Road, Cardiff CF10 5DJ integrated network, Phone: 0333 321 1202 KeolisAmey are Email: comms@keolis.co.uk ensuring that there is Website: www.tfwrail.wales appropriate signage Cyffordd Twnnel Hafren Severn Tunnel Junction

Penarth

Dociau’r Barri Barry Docks

Y Barri Barry

Ynys y Barri Barry Island

Rail Professional Industry Reference Book 2020 Page 141


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Passenger operators Holding company MML (100% owned by West Midlands Combined Authority)

West Midlands Metro The West Midlands Metro is a tram line running on a 13-mile-long route between Birmingham and Wolverhampton via West Bromwich and Wednesbury

O

wned by the West Midlands Combined Authority (WMCA) and operated by Midland Metro (MML), the West Midlands Metro opened in May 1999 and ran on a previously unused section of line that was part of the Great Western Railway – the Birmingham Snow Hill to Wolverhampton Low Level Line. Rebrand and expansion MML was awarded a 15-year operations and maintenance contract for the Metro system by the WMCA starting on 24th June 2018. Working with Transport for West Midlands, it expects to grow the £12 million turnover to £50 million by 2030. It currently employs 200 staff and carries eight million passengers per year, it is expected this will grow to over 400 staff and 30 million passengers by 2030. The West Midlands Combined Authority and Transport for West Midlands is spearheading a £1.3 billion investment programme. The project will add new control, communications and passenger information systems and an upgraded depot, control room and maintenance facilities. Rolling stock Currently, there are 21 Urbos 3 model trams operating on the regional network. The first of those to be fitted with batteries was launched into operation in April 2018. The other 20 existing trams are being retro-fitted with batteries in a rolling programme designed to ensure passenger services remain unaffected. The battery technology removes the need for overhead electrical wires. This will help engineers meet various challenges constructing the new network extensions – for example, the battery-powered trams will

be able to travel underneath the Five Ways roundabout and the new Curzon St station. Once a supplier is awarded the contract, around May 2019, there will be a two-year design and development process. The first of the new trams are expected to be in action by Summer 2021. Extension project In 2016 the tram line was extended into Birmingham city centre. Work on five new stops started early in 2017 in a £150 million extension project, £60 million of which comes from the Department of Transport and the rest coming from Birmingham City Council and other local authorities and developers. The line is being extended by 1.2 miles from New Street station to Hagley Road and is currently predicted to start operations by 2021/22. In order to maintain the aesthetic of the buildings along the extension parts of the route will not have overhead lines and the trams will instead run on batteries. The single line currently stops at 26 stations with four more under construction. Brierley Hill On 20th November 2017, Prime Minister Theresa May announced a £250 million grant

which would create eight thousand jobs as part of the Government’s ‘Transforming Cities’ initiative. The total size of the fund is £1.7 billion, with £207 million of the grant being allocated by the West Midlands Combined Authority towards the extension to Brierley Hill. Preliminary works for this line are under way and it is expected to open to Dudley Town Centre in late 2022 and Brierley Hill in late 2023. The line will branch out from Wednesbury station and run for just under seven miles, mostly along a disused freight line. Services will operate every six minutes during peak times and every ten minutes at other times with a journey time of 24 minutes between Wednesbury and the terminus at Brierley Hill Town Centre. KEY PERSONNEL Mayor of the West Midlands: Andy Street Lead Member for Transport for the WMCA: Cllr Roger Lawrence TfWM Managing Director: Laura Shoaf TfWM Director of Customer Experience: Steve McAleavy TfWM Director of Integrated Network Services: Pete Bond TfWM Metro Programme Director: Phil Hewitt TfWM Director of Policy, Strategy and Innovation: Mike Waters TfWM Director of Programme Development: Sandeep Shingadia TfWM Director of Network Resilience: Anne Shaw TfWM Director of Rail: Malcolm Holmes CONTACT INFORMATION Address: 16 Summer Lane, Birmingham B19 3SD Phone: 0345 835 8181 Email: customerservices@westmidlandsmetro.com Website: www.westmidlandsmetro.com

Rail Professional Industry Reference Book 2020 Page 143


Passenger operators Holding company Abellio/Mitsui/JR East

West Midlands Trains West Midlands Trains is a TOC owned by Abellio UK, JR East and Mitsui. Abellio has a 70.1 per cent share with JR East and Mitsui owning the rest of the company in a 50/50 split

W

est Midlands Trains is one franchise that operates two brands. The first is West Midlands Railway which began operations on 10th December 2017, taking over from London Midland in a new franchise that will run until March 2026. The other is London Northwestern Railway which replaced London Midland’s West Coast services. London Northwestern Railway The West Midlands Railway brand was announced, after being created by the West Midlands Combined Authority. The introduction of two new, separate railway brands enable potential devolution of Department for Transport powers to the West Midlands Combined Authority. London Northwestern Railway would remain under the remit of the Department for Transport for future retender. Both London Northwestern Railway and West Midlands Railway offer fresh propositions for their customers. The two brands have a shared management board, while being closely aligned to their specific regional and route requirements. The changes are a part of the near £1 billion of investment into the network over the next six years by Abellio, JR East and Mitsui. This includes £700 million on new trains, produced by Bombardier and CAF and £70 million on new depots. Dominic Booth, Managing Director of Abellio UK, said: ‘We are delighted to bring the London Northwestern Railway brand to a whole new generation of passengers, and it seems apt during a time of record investment into the railways. ‘This is all part of the £1 billion of improvements we are delivering to the network over the coming years.’ More than £60 million is to be invested in station improvements delivering over a thousand new car parking spaces and over 2,500 cycle parking spaces. This is alongside new and refurbished waiting rooms, more seats at stations and feasibility studies into developing new stations in the West Midlands. Train improvements Bombardier and CAF will manufacture 413 new carriages, creating space for an extra 85,000 passengers on rush hour services in Birmingham and London. A total of 333 of the new trains will be produced by Bombardier at its facility in Derby. Dominic Booth said: ‘It is great news that so many of these trains will be produced in

Liverpool Lime Street Liverpool South Parkway Runcorn Acton Bridge Hartford

Network map

to Preston Lancaster Carlisle Glasgow

Winsford

to Macclesfield Manchester

Alsager Kidsgrove

Crewe

London Northwestern Railway West Midlands Railway

to Uttoxeter Derby

Stoke-on-Trent

Replacement bus service

Wedgwood

to Chester Bangor Holyhead

Route opens in 2018

Barlaston

Served by other operators

Stone

Step-free access to all platforms Norton Bridge

Interchange TfL services operate from this station

Stafford

Tram services operate from this station

Rugeley Trent Valley to Aberystwyth to Wrexham Chester

Shrewsbury to Hereford

Limited service

Rugeley Town

Oyster or contactless is valid between London Euston and Watford Junction

Hednesford Cannock Landywood

Wellington

Penkridge

Bloxwich North

Oakengates

Bloxwich

Telford Central

Walsall

Lichfield Trent Valley Lichfield City

Bescot Stadium

Shifnal

Blake Street

Tame Bridge Parkway

Butlers Lane

Hamstead

Cosford

Polesworth

Wylde Green

Perry Barr

The Hawthorns

Codsall

to Leicester Peterborough Cambridge Stansted Airport

Chester Road Jewellery Quarter

Bilbrook

Wolverhampton

Atherstone

Erdington

Witton

Gravelly Hill

Wilnecote

Nuneaton

Birmingham Snow Hill

Coseley

Aston

Tipton

Dudley Port

Smethwick Galton Bridge Langley Green

Smethwick Rolfe Street

Rowley Regis Old Hill

Adderley Park

Five Ways

Marston Green

Spring Road

Redditch

Worcester Foregate Street

Colwall Ledbury

Malvern Link

Great Malvern

Widney Manor Dorridge

Shirley

Earlswood

to Cheltenham Spa Gloucester Bristol Swindon

Claverdon

The Lakes

Wood End

Danzey

to Oxford Reading London Paddington

Rugby

Kenilworth Opens 2018

Wolverton

Milton Keynes Central

Lapworth

Wythall

Worcester Shrub Hill

Long Buckby

Coventry

Northampton

Solihull

Whitlocks End

Bromsgrove

Canley

Olton

Yardley Wood

Droitwich Spa

to Shrewsbury

Tile Hill

Acocks Green

Hall Green

Alvechurch

Hartlebury

Berkswell Tyseley

Barnt Green

Kidderminster

Hampton-in-Arden

Northfield Longbridge

Hagley

Coventry Arena

Birmingham International

Small Heath

Kings Norton

Blakedown

Bedworth

Lea Hall

Bordesley

Bournville

Stourbridge Junction

Coleshill Parkway

Stechford

Birmingham Moor Street

Selly Oak

Lye

Bermuda Park

Water Orton

University

Cradley Heath

Stourbridge Town

Duddeston

Birmingham New Street

Sandwell & Dudley

to Newport Cardiff Swansea

Tamworth

Four Oaks Sutton Coldfield

Albrighton

Hereford

to Burton-on-Trent Derby Nottingham Chesterfield Sheffield Leeds

Shenstone

Henley-in-Arden

Wootton Wawen Wilmcote

Stratford-upon-Avon Parkway

Stratford-upon-Avon

Bedford

Bedford St Johns

Kempston Hardwick

Leamington Spa

Stewartby

to Luton London St Pancras

Millbrook

Hatton Warwick Warwick Parkway

Bearley

to Leicester Nottingham Derby Sheffield

Lidlington

to Banbury Oxford High Wycombe London Marylebone

Bletchley Leighton Buzzard

Ridgmont

Bow Brickhill Fenny Stratford

Aspley Guise

Woburn Sands

Cheddington Tring Berkhamsted Hemel Hempstead Apsley Kings Langley

Watford Junction Bushey

Garston Watford North

How Wood

Bricket Wood

St Albans Abbey Park Street

Harrow & Wealdstone Wembley Central

London Euston

Operated by

West Midlands the UK. ‘As Trains a company, we are committed to working with the government to strengthen the British economy and deliver thousands of high-quality jobs over the coming years.’ The trains will provide improved information for passengers with audiovisual displays on all trains by the end of 2019 as

well as 800 new digital screens across the network. There will also be a greater choice of travel options for passengers thanks to the introduction of new Sunday services by 2021. This includes services from Birmingham to Shrewsbury and between

Rail Professional Industry Reference Book 2020 Page 145


Passenger operators

Bedford and Bletchley. Community engagement As part of the cash injection 900 new apprenticeships will be created over the lifetime of the franchise with existing staff beneffitting from a £13 million investment in staff training and development during that same period. There is also £1.25 million earmarked for investment in community rail initiatives. West Midlands hub Trains running only in the West Midlands area will be jointly managed by the Department for Transport (DfT) and West Midlands Rail Executive (WMRE), a consortium of 16 local councils.

This is the first time that West Midlands authorities have had such a level of influence in setting out what a train company needs to deliver for local passengers. A business case outlining the importance of a Midlands Rail Hub, was drawn up by the Midlands Connect partnership in collaboration with Network Rail. Key elements of the Midlands Hub study included: • Building the Bordesley Chord which will allow key services to access Moor Street station instead of New Street station and provide the potential for new stations at Moseley, Kings Heath and Hazelwell • Bringing additional platforms at Moor Street into use

Page 146 Rail Professional Industry Reference Book 2020

• Increasing the number of tracks from two to four through Water Orton to accommodate more passenger and freight services • £2 billion of economic benefits unlocking new jobs and supporting economic growth over the next ten to thirty years • Up to ten extra trains per hour in and out of Birmingham linking with other towns and cities in the Midlands including Leicester, Nottingham and Tamworth and Burton-on-Trent • Up to 26,000 lorries off the road every year. Cllr Mark Winnington, Vice Chair of WMRE and cabinet member for economic growth at Staffordshire County Council, said at the time: ‘The proposals in this Study would bring significant benefits for West Midlands passengers with more trains, more destinations and more capacity. ‘That is crucial when you consider there will be an estimated 24 million extra passenger train journeys being made in the Midlands each year by 2023.’

KEY PERSONNEL Managing Director: Jan Chaudhry-van der Velde Engineering Director: Neil Bamford

CONTACT INFORMATION Address: 134 Edmund Street, Birmingham B3 2ES Phone: 0333 311 0039 Email: Contact Via Website Website: www.wmtrains.co.uk


INDEX

Freight Operators Colas Rail Freight DB Cargo UK Direct Rail Services Freightliner Group GB Railfreight Rail Operations Group Victa Railfreight

Rail Professional Industry Reference Book 2020 Page 147


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Freight operators

Colas Rail Formerly known as Seco Rail, Colas Rail is a rail freight operator owned by French industrial group Bouygues

C • • • •

olas Rail is one of Europe’s leading suppliers of railway infrastructure services. The organisation is split into four different sections: Rail Infrastructure. Rail Services. Urban Rail. High-Speed Rail

The infrastructure section covers railway construction and maintenance activities, much of this work is done on behalf of Network Rail. The services section consists of freight activities and rail grinding and strategic plants services and the urban section is dedicated to urban rail construction and maintenance. Combined, the different sections of Colas Rail cover all aspects of rail infrastructure, high-speed and light rail as well as being a national freight operator. It currently has a freight haulage contract with Network Rail worth £90 million. That contract runs for the entirety of Network Rail’s Control Period Five which comes to an end in 2019. Rolling stock Colas Rail currently operates an extensive fleet of railway assets: 130 locomotives, 500 wagons and two track-laying trains. As well as three ballast clearing machines, 32 ballast tampers, three stabilisers, 13 ballast regulators, 55 road-rail vehicles, 15 loaders, and three concreting trains, across the 20 countries in which it operates. Included in this collection are several ‘Specialist Wagons’ including eight ‘Slinger’ rail delivery and recovery gantry wagons, one high capacity 125T Kirow crane KRC 1200 UK, 16 PEM LEM switch handling units (PEMs/LEMs) and two Track Relaying Machines (TRM). Following on from a shift away from freight operations towards rolling stock maintenance it expanded its rolling stock maintenance business in October 2016 by establishing a new French subsidiary, Ramfer. Site of the future In 2019, Network Rail and Colas Rail UK used solar lighting and power generation to prove the viability of a sustainable ‘Site of the Future’, achieving 97 per cent diesel-free operation in support of a major rail renewal project at Llanwern, South Wales. The joint Network Rail and Colas Rail initiative used solar and battery technologies from Prolectric Ltd instead of diesel generators to save 6,000 litres of fuel,

and more than 15 tonnes of CO2 during a 14-day project centred around a 72-hour possession over the May Day Bank Holiday weekend. The results are being viewed as a significant achievement that marks an environmental milestone towards clean, carbon-free off-grid working, in support of Network Rail’s target to reduce non-traction energy consumption by almost 20 per cent and carbon emissions by 25 per cent by 2024. Network Rail contracts In 2019 Colas Rail UK secured three major contracts with Network Rail, a Rail Systems Alliance contract, a Signalling and Telecoms Framework contract and a Rail Haulage contract. The first of these contracts involves the Rail Systems Alliance in the South. It was awarded to Colas Rail and AECOM to deliver rail system works including track renewals, signalling, electrification and civils works for the South of England worth an estimated £1.5 billion. The ten-year contract spans Control Periods 6 (2019-2024) creating an alliance between Network Rail, Colas Rail (installer) and AECOM (designer) covering the Anglia, South East, Wessex, Western and Wales routes. The second contract awarded to Colas Rail covers signalling and telecoms (S&T) frameworks for the western region, worth an estimated £75 million for Control Period 6, including stand-alone level crossing renewals, life extension works, telecoms renewals and related civil engineering works. Colas Rail will be involved from design to construction, testing and commissioning of signalling and telecoms works. Network Rail has also awarded Lot 1 and Lot 5 of the rail haulage and seasonal service contract to Colas Rail worth an estimated £12 million per year. Colas Rail will deliver haulage for bulk ballast and will be operating the snow and ice treatment trains. New tamping machines In 2019 Colas Rail welcomed four brand new Unimat 09-4X4/4S Dynamic Tamper Machines to its plant fleet. The purchase of these new machines allows Rail Services to support Rail Infrastructure in achieving higher hand-back speeds following track renewal works and saving time and money for its clients. The new machines boast quite a few impressive features some of which are listed below:

• Continuous action tamping for plain line track and turnouts. • Continuous treatment of turnouts using three rail lifting and four rail tamping. • Four independent tamping units with a total of 16 tamping tines. • Integrated track stabilising unit (DTS). • The outer tamping units on each side are positioned on telescopic jibs and can be extended for tamping the fourth rail. • Lifting and lining unit with hooks and roller clamps. • Smart ALC Automatic Guiding Computer. • DRP-8 Channel recorder. A conventional machine would need to stop and start as it ‘tamps’ the track; this machine however maintains constant movement. The tamping banks are in effect separate from the machine (Satellite system) itself making it more efficient and able to carry out tamping while the machine is still moving. Traditionally relay teams go in and re-lay the track, followed by tamper works, the track will be handed back to traffic at a reduced speed, during this time a train will slow down when it gets to that section of track as a speed restriction would have been put in place. After a few days a tamper will go back in to compact the ballast to bring the track up to line speed. Perhaps the most impressive feature of the machine, the integrated Dynamic Track Stabilising system (DTS) at the back of the machine can now treat the track with a downward pressure equivalent to one hundred freight trains. Compacting the ballast and allowing for hand-back at line speed.

KEY PERSONNEL CEO: Jean-Pierre Bertrand Deputy CEO: Stephens Haynes Rail Freight Director: Simon Ball

CONTACT INFORMATION Dacre House, Dacre St, Westminster, London SW1H 0DJ Phone: 020 7593 5348 Email: info@ colasrail.co.uk Website: www.colasrail.co.uk

Rail Professional Industry Reference Book 2020 Page 149


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Freight operators

DB Cargo UK DB Cargo UK is the largest rail freight haulier in the UK. It operates freight and infrastructure services, as well as passenger charter trains throughout the UK

T

he company was born in 1996 when assets from the former British Rail freight business were used to form English Welsh and Scottish Railway (EWS). In 2007 Deutsche Bahn AG acquired all shares in the company and in 2016 renamed it DB Cargo UK. Logistics In October 2018, UK manufacturing was given a major boost with the opening of DB Cargo UK’s new £6 million steel logistics centre in the West Midlands. Construction took more than twelve months and saw the German-owned freight operator more than double the size of its existing facility in Knowles Road, Wolverhampton, which receives imported steel from as far afield as Holland and Sweden. The £6 million project was one of the largest investments in rail freight in the past five years and seen as a major vote of confidence in the UK’s continuing ability to trade and attract inward investment postBrexit. The new state-of-the-art logistics centre is now used by some of the world’s biggest steel companies including ArcelorMittal, Tata Steel and SSAB; providing a major boost to local businesses that use their products in their manufacturing processes. Intermodal In April 2019 DB Cargo UK announced a major new agreement with road haulier Maritime Transport Ltd which saw two of the UK’s largest freight operators combine their expertise to increase railfreight capacity and competition in the intermodal market.

Under the terms of the proposed agreement: • DB Cargo UK was contracted to run Maritime Intermodal’s rail operations out of Felixstowe and Southampton • Maritime Intermodal took on responsibility for DB Cargo UK’s terminals in Trafford Park, Manchester and Wakefield in West Yorkshire, thus strengthening the road haulier’s national network of strategic hubs • Maritime Intermodal took responsibility for DB Cargo UK’s existing intermodal customers on its Felixstowe and Southampton services. The number of intermodal services being operated by Maritime Intermodal continues to grow, with two new services recently launched between London gateway and Trafford Park in Manchester. Track infrastructure renewals In August 2019, DB Cargo UK started work on a multi-million programme of investment to improve track and rail infrastructure at three key sites. The UK’s largest rail freight operator is replacing more than 20 kilometres of track at its depots

at Immingham in North Lincolnshire, Rotherham in South Yorkshire and Toton in Nottinghamshire. The investment will further improve the safety and reliability of services. Innovation in customer service In November 2018 DB Cargo UK launched an industry-leading new service that enables customers to view their rail freight deliveries in real time via an online tracking system. The new web-based portal allows DB Cargo UK customers to see the number and type of wagons on their service, as well as exactly what progress the loco is making at any given time. Responsive to all mobile devices the portal is easy to use and can be accessed on the go. The system was designed by customers for customers and is the product of collaboration with some of DB Cargo UK’s existing partners including Mendip Rail, British Steel, Tarmac and Puma Energy. Awards DB Cargo UK was awarded Rail Freight Operator of the Year at the Global Freight Awards 2018. KEY PERSONNEL Chief Executive Officer: Hans-George Werner Chief Financial Officer: Andrea Rossi Chief Operations Officer: Dirk Nolte Head of Sales: Roger Neary

CONTACT INFORMATION Address: Lakeside Business Park, Carolina Way, Doncaster, DN45PN Tel: 01302 575000 Email: Uk.dbcargo@deutschebahn.com Website: www.uk.dbcargo.com Rail Professional Industry Reference Book 2020 Page 151


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Freight operators

Direct Rail Services Direct Rail Services (DRS) was established in 1995 to aid the nuclear industry in transporting waste from power stations to reprocessing plants

D

RS continues to support the decommissioning activities of its parent company, but it has also extended its service offerings into a number of new rail market sectors. Such as: • Intermodal freight • Specialist freight • Rail network infrastructure support • Major infrastructure project support • Passenger and TOC support. Rolling stock 2014 saw the introduction of a new Class 68 locomotive, jointly developed with Vossloh in Valencia, Spain. As part of its drive for technical innovation, DRS has developed a fleet of IDA ‘Super’ Lowliner twin platforms. Offering an ultra-low platform height which results in reduced CO2 and increased fuel efficiency. This also allowed the company to increase its network access and gave it the ability to carry higher height ISO containers across the network. Intermodal – Tesco Working in partnership, DRS and Stobart

Rail combined their road and rail capabilities to help Tesco meet its commitment to be zero carbon by 2050. Switching to an intermodal delivery solution is set to save an estimated 26 million lorry miles every year, with a correspondingly dramatic reduction in CO2, as the full range of intermodal services come on line. On average, each rail journey takes 77 heavy goods vehicles off the UK’s congested roads. This results in dramatic fuel savings and can reduce CO2 emissions by up to eighty per cent depending on the route. DRS’ use of lowliner wagons allows for two additional containers to be placed on each train, further cutting costs and reducing CO2. Golden Whistle Winners 2017 DRS received the Golden Whistle Award for the fourth time running in London where it was officially declared The Best Performing Rail Freight Operator. Organised by the Institute of Railway Operators, the annual event celebrates operational excellence in the industry. The Golden Whistle is awarded on consistent arrival times at destination over

the previous twelve months during which DRS was declared more reliable than any of its competitors. Following the awards Head of Performance for DRS, Norman Egglestone said: ‘This is now the fourth time in a row DRS have received this prestigious award and we remain by far ‘The Best Performing Rail Freight Operator’. DRS are rightly recognised for our excellent levels of performance and service delivery. In order to achieve this is it needs coordination, planning and delivery across many parts of our business.’ KEY PERSONNEL Managing Director: Debbie Francis Chief Operating Officer: Chris Connelly

CONTACT INFORMATION Address: Head Office. Regents Court, Baron Way, Carlisle, Cumbria CA6 4SJ Phone: 01228 406600 Email: communications@drsl.co.uk Website: www.directrailservices.com

Rail Professional Industry Reference Book 2020 Page 153


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Freight operators

Freightliner Group Freightliner is an intermodal and bulk haulage rail freight company operating in the UK, Continental Europe and the Middle East

F

ounded in 1965 in the UK the company has since expanded across Europe and into the Middle East. After a few years operating only intermodal services from ports like Southampton and Tilbury to Birmingham, Manchester and others, Freightliner began operating infrastructure trains for Network Rail in 1999. In the first ten years after privatisation Freightliner trebled the number of services it ran. Freightliner and sister company Pentalver are owned by Genesee & Wyoming Inc. (G&W). G&W owns or leases 119 freight railroads worldwide organised in eight locally managed operating regions with 8,000 employees serving 3,000 customers. Intermodal Freightliner is the leading UK intermodal rail freight operator for the transportation of maritime containers with a comprehensive network offering the complete logistics package or trunk rail moves. Operating around a hundred services daily, Freightliner moves over 770,000 maritime containers per year from the deepsea ports of Felixstowe, Southampton and London Gateway to all major conurbations in the UK, offering total coverage of the UK network. The combined Pentalver/Freightliner road fleet consists of more than 350 modern tractor units and over 900 trailers to compliment the rail operations, providing a total logistics solution to their customer base. New Services In November 2019, Freightliner commenced its new bulk rail-haulage service for Mendip Rail Ltd. a joint venture between Hanson Aggregates and Aggregate Industries. Under the new contract, Freightliner will haul in excess of eight million tons per year of aggregate to terminals in London and the Southeast of England from quarries in Northern Somerset.

Freightliner CEO Gary Long said: “By adding one of the largest bulk haulage contracts in the UK, we are also adding to the foundation of our long-term bulk business as we have successfully replaced traffic losses caused by the collapse of the UK coal industry in 2015” Depot In September 2017 a rail depot contained within Freightliner’s existing Garston complex, which will take around 10,000 trucks off the roads every year, was opened by the Mayor for Liverpool City Region, Steve Rotheram and MP for Garston and Halewood, Maria Eagle. The operation, created by construction solutions provider Tarmac in partnership with rail freight operating company Freightliner and terminal handling business Rail Freight Services, will receive up to 300,000 tonnes of aggregates a year for onward supply to Tarmac customers across Merseyside and Cheshire. Rolling Stock The bulk of the fleet is made up of Class 66 locomotives, which were introduced in 1998. In 2009 Freightliner introduced 19 Powerhaul locomotives; these have the same haulage capacity of 1,800 tonnes and run at the same speed. In 2018/19, Freightliner added eight Class 59 locomotives to their fleet for the Mendip Rail contract. Steel supply chain In 2016 Freightliner was awarded the contract for British Steel’s rail haulage of raw materials to Scunthorpe Steelworks.

Since then, teams from Freightliner and British Steel’s Immingham Bulk Terminal and Ore Blending Plant have collaborated to improve the process flow, removing a massive bottleneck in the last stage of the supply chain feeding the steelworks, resulting in a more efficient operation which meets British Steel’s demanding delivery schedule to keep the furnaces fed with ore and coal. In order to achieve this, Freightliner consulted with British Steel to gain a thorough understanding of their precise requirements so that they could design a suitable train plan which has enabled British Steel to focus on producing steel as opposed to worrying about deliveries of raw materials. Freightliner commercial director, David Israel said: ‘The hard work and close working relationship between the British Steel and Freightliner teams has paid dividends. As a result, we have delivered a more efficient train plan which has directly contributed to the on-going success of the British Steel brand.’ KEY PERSONNEL CEO G&W UK/Europe Region : Gary Long Chief Financial Officer: Charles Noble Engineering and Operations Services Director: Tim Shakerley MD – Rail Services: Neil McNicholas Commercial Director - Bulk: David Israel Commercial Director - Intermodal: Clive Slayford Planning & Resources Director: Mike Leadbetter General Manager - UK Operations Projects: Jon Bunyan UK Engineering Production Director: Dave Curtis

CONTACT INFORMATION Address: 3rd Floor, 90 Whitfield Street, London W1T 4EZ Phone: 020 7200 3974 Email: enquiries@freightliner.co.uk Website: www.freightliner.co.uk

Rail Professional Industry Reference Book 2020 Page 155


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Freight operators

GB Railfreight GB Railfreight (GBRf) is the third largest rail freight operator in the United Kingdom, with turnover expected to have exceeded £200 million in 2019

G

B Railfreight is one of the fastest growing companies in the railway sector and transports goods for a wide range of customers including Drax, Network Rail, MSC UK, Aggregate Industries, British Gypsum, Liberty British Aluminium, Hanson UK and Tarmac. Intermodal Over the last twelve months, customers have turned to GBRf again and again, often at short notice, for reliable and much needed services.  GBRf are well respected for their ability to respond quickly to the need for new services which is highly valued by customers. GBRf trains are well equipped to deal with the shift to Intermodal. All GBRf trains operate at 610-metre trailing and are formed of 32 to 37 platforms. GBRf provide the best mix of wagons in the industry (IKA / FEA / FBA / FWA / ECO) to optimise length and customer requirements. New services include Solent Stevedores, Southampton, to Maritimes Terminal in Trafford, Manchester. The new service will run five days a week and is the third daily service GBRf offer from one of the UK’s leading deep-sea container ports. Additionally, at the start of the year GBRf started another Port of Felixstowe to iPort Rail in Doncaster service, this service will run five days a week. GBRf trains now carry one third of all containerised rail traffic to and from the Port of Felixstowe. 

New locomotives In June 2019, GBRf announced three Class 66 locomotives were to be leased from Beacon Rail Leasing and introduced to the UK rail network from Sweden. The locomotives mark GBRf’s continued growth and investment in its fleet. These locos are the most widely operated modern freight locomotives in the European market and will further strengthen GBRf’s already reliable fleet. GBRf have considerable experience bringing locomotives from Europe to the UK. Previous conversions include 66 747/8/9/5/51 from European to UK specification with the assistance of Electro Motive Diesels (EMD). Simulators GB Railfreight became the first rail operator in the UK to unveil a European Rail Traffic Management System (ERTMS) capable simulators, in their Peterborough training facility, at a cost of £850,000 last year. They are now being used by new and existing drivers for basic training, advanced training as part of the Driver rules exam, Mentor and Instructor training and post incident reconstruction. They will initially cover the journey from Kings Cross to Peterborough and are designed with a route building tool which will enable the addition of all other GBRf routes going forward. The new simulators have been built with the recycled remains of locomotive no. 66734, which was involved in a landslip derailment at Loch Treig back in 2012.

Lifetime Achievement Award for Managing Director John Smith, Managing Director of GBRf was awarded the Lifetime Achievement Award at the Chartered Institute of Logistics and Technology (CILT) Annual Awards for Excellence in October 2019 for his dedication and service to the rail industry. John has worked on the railways for the past 42 years, founding GB Railfreight in 1999, and working tirelessly to grow the business. Through strong leadership, taking the time to pass on his considerable knowledge to colleagues and generally being an approachable person, John has been an inspirational driving force and is highly regarded by those working alongside him. New ownership GBRf announced in September 2019 that EQT’s infrastructure portfolio company, Hector Rail Group, had sold the business to Infracapital – the unlisted infrastructure equity arm of M&G Prudential. John Smith, Managing Director at GB Railfreight, said: ‘We grew at an incredible rate under EQT. As a business we are now entering an exciting time with Infracapital – I look forward to working closely with our new owners to maintain and surpass our growth ambitions.’ KEY PERSONNEL Managing Director: John Smith Commercial Director: Lee Armstrong Engineering Director: Bob Tiller Production Director: Ian Langton Finance Director: Karl Goulding-Davis

CONTACT INFORMATION Address: LONDON HQ, 3rd Floor, 55 Old Broad Street, London EC2M 1RX Phone: 020 7904 3393 Email: info@gbrailfreight.com Website: www.gbrailfreight.com

Rail Professional Industry Reference Book 2020 Page 157


Freight operators

Rail Operations Group Delivering innovation and diversification, the Rail Operations group of companies provides a range of specialist services to the UK rail industry  

T

hese services are principally in support of the rolling stock leasing, manufacturing and engineering sectors and involve everything from project management through to the delivery and testing of new train fleets.

 

ln

Rail Operations (UK) Limited Rail Operations (UK) Limited is the ‘parent’ company. Apart from providing strategic direction to the group, it incorporates a Project Management Office (PMO) to deliver support to major projects, both within the group itself and to external customers. Examples of this include: • ERTMS support to Crossrail. • Train planning support to Orion. • Procurement of the UK’s first fleet of tri locomotives. mode class 93

Rail Operations Group (ROG) ROG is a specialist train operating company. It is the only one of its type in the UK. It is completely unique because it is dedicated to serving the rolling stock engineering sector. Because it is not distracted by having to run passenger, freight or civil engineering services, the entire business is able to specialise in the provision of a unique range of services to support: • New fleet deliveries. • New fleet testing, commissioning and fault free running. • Provision of Signal Protection Zones (SPZ). • Fleet transfers and cascade programmes. • Fleet movements for refurbishment and modification programmes. • Dynamic infrastructure testing. • Bespoke, tailor-made specialist train movements.

varying range of rolling stock servicing or maintenance regimes are provided.

ln

Orion Orion started trading in 2020. It is a new train operating company delivering high speed logistics services across the UK using re-purposed passenger trains employing bi-mode traction systems. Orion has already ordered the first class 769 ‘Flex’ units which will be used to convey light goods and parcel type commodities. These trains can operate over all UK rail routes and will serve national and regional logistics hubs, terminal, principal and regional stations and deep sea and inland ports.  

 

Traxion Traxion is a specialist rolling stock management company delivering services related to rolling stock storage and disposals. Today’s rolling stock storage programmes require suitable storage facilities, within which, a

Page 158 Rail Professional Industry Reference Book 2020

       

 

KEY PERSONNEL Managing Director: David Burley Chief Executive Officer: Karl Watts Production Director: Paul Orchard

CONTACT INFORMATION Address: First Floor, Wyvern House, Railway Terrace, Derby DE1 2RU Phone: 01332 343295 Email: info@railopsgroup.co.uk Website: www.railopsgroup.co.uk

       

 


Freight operators

Victa Railfreight Based in Kent and formed in 1995, Victa Railfreight provides a wide range of support services to rail freight customers, operators and suppliers, including freight handling, logistics services, staff provision and legislative advice for the freight sector

V

icta Railfreight is independent from key industry players but maintains a close relationship to all aspects of the rail sector. In 2014 it gained a UK wide Non Passenger Train Operators Licence that has enabled it to offer ‘last mile’ shunts, local tripping and feeder services and ‘short line’ capability as well as ground staff provision for freight operating companies and T3 possession operations. RFG Business of the Year Victa Railfreight was named The Rail Freight Group’s (RFG) Business of the Year in 2017. Victa Railfreight is one of the longeststanding members of the RFG. Victa’s success over the past few years has seen turnover and staff numbers grow from £400,000 and 23 in 2015 to £6.5 million and 130 in 2018. On Phase One of HS1 Victa’s partnership contract with the main contractor for track laying and overhead line works Amec-Spie followed on from the initial operational advice and included a full rail logistics

support package worth £5.6 million. This included management of the overall rail operation serving the 50 mile-plus long construction site, managing and operating a large railhead with 18.6 miles of track, dealing with 72 plus train movements per day plus ancillary shunting at its peak.

Experienced Victa’s Managing Director, Neil Sime, has worked in the rail freight industry for nearly 40 years. Crossrail Victa’s involvement with the fit out of the Crossrail tunnels under London was as one of a number of suppliers providing the operational manpower for the construction trains for ATC (Alstom, Costain & TSO). Training Victa provides a range of training and development courses not just for the UK market but also for companies with European interests. Collaboration with training providers such as the National College for High Speed Rail to provide the next generation operations and logistics professionals for construction projects is also on the Victa agenda. KEY PERSONNEL Managing Director: Neil Sime Contract & Resources Manager: Debbie Simmons Head of Operations & Safety: Kevin Langley Third Party Services Manager: Colette Ranford

CONTACT INFORMATION Address: Unit 1 The Viewpoint, Boxley Road, Boxley Road, Maidstone, Kent ME14 2DZ Phone: 01622 690978  Email: enquiries@victa-railfreight.com Website: www.victa-railfreight.com Rail Professional Industry Reference Book 2020 Page 159


INDEX

UK RAIL TODAY Civil Engineering

Personal Protective Equipment

Consulting

Piling

Depots & Fleet Maintenance

Real Estate

Electrification

Rope Access

Energy

Safety

Environmental

Scaffolding & Access

Fleet Manufacture & Rolling Stock

Station Design & Refurbishment

Flooring

Supply Chain

Franchising

Surveying

Freight

Sustainability

Geospatial

Technology

Geotechnical

The Digital Railway

High Speed

Track and Trackside

Infrastructure

Training and Skills

Legal

Women in Rail

Passenger Operations

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Civil engineering

Why choose Huck® Fasteners? Fasteners are an important engineering component; product reliability is key

H

uck fasteners are used in many tough engineering applications, although their function is simple – to hold components together – there are a wide variety of designs and sizes available. These fasteners have been designed to cope with extreme stress and vibration, providing strength and facilitating lighter, stronger, more durable structures. Huck Fasteners are commonly used in railcars, railway tracks, rolling stock, aerospace, truck suspensions and chassis, bridge construction, heavy defense vehicles and mining/quarrying applications. In fact, anywhere that fastener failure is not an option. Engineered for easy installation, and long, reliable life Direct-tension HuckBolt’s and structural blind fasteners can often be a faster, more cost efficient, and safer alternative to traditional processes. Fasteners are an important engineering component; therefore, product reliability is key. Due to the complex working environment, traditional bolted joints often experience self-loosening (gradual loss of preload) over their working life, which can cause a decrease in the structures strength and loss of joint integrity. The key difference between HuckBolts and conventional fastener installations is found in the structure of the threads

of each of the fastening systems. Instead of the deep threads required to achieve a tolerance fit between conventional nuts and bolts, the HuckBolt pin requires only shallow locking grooves into which the collar is swaged. The shallow design of the locking grooves allows for a much larger pin root radius, which contributes significantly to the fatigue strength – up to five times that of a conventional nut and bolt. Alternatives to welding For years, welding was seen as the only way to ensure the integrity of joints in demanding load-bearing or high-vibration structures. Today there are alternatives to welding, the direct-tension, swaged Huck BobTail® Lockbolt is a uniquely engineered fastener. It is a two-part fastening system that consists of a pin and a collar. This enables the structure to be easily preassembled by hand allowing for additional alterations and checks. The fastener is then installed using a direct tension technique, in which the pin is pulled and the collar is simultaneously swaged into the locking grooves of the pin, deforming the collar into the grooves and swaging the material forward. This action develops the high clamp force. The Huck BobTail has been designed to provide superior joining strength and offers fast, secure and simple installation. Even taking into consideration the need to drill holes, installing a Lockbolt is significantly

faster than welding a joint and a quick visual inspection is all that is required to confirm the accuracy and quality of the installation. HuckBolt’s can be effectively used with virtually any metal, and disparate metals with dissimilar coefficients of thermal expansion present no problems. Varying piece sizes in a joint are readily accommodated, and surface finishes are not harmed. Most importantly, HuckBolt’s are proven to hold up over years of service in demanding high-stress, high-vibration environments. Independently tested with third party approval The Huck BobTail 12,14,16, 20mm and one-inch diameters, after lengthy and vigorous independent testing, have gained the prestigious Allgemeine bauaufsichtliche Zulassungen (German national technical approval) from the world renowned DIBt (Deutsches Institut für Bautechnik) for use in both static and dynamic applications in civil engineering. The approval concludes that retorque/re-tension of an installed Huck BobTail LockBolt is not possible and also not necessary, and connections do not require maintenance regarding preload. Joints fastened together by BobTail large diameter LockBolts, within the range specified, are maintenance free. Technical support that will add value to your project Star Fasteners have been a Huck fastener distributor for over thirty years and are the UK’s largest stockists. Star Fasteners work closely with their customers to understand their applications and suggest new products that they may not have initially considered for a project. They can do this thanks to the knowledge and experience that they have within the market. Tel: 0115 9324939 Email: sales@starfasteners.co.uk Visit: www.starfasteners.co.uk

Rail Professional Industry Reference Book 2020 Page 161


Rail & Civil Engineers Reinventing Service where exceptional value is a given, not the exception

Infrastructure Services

Rope Access

Diving

Specialist Access

Confined Spaces

Structures Examinations

Permanent Way

Signalling

CCTV Examinations

Topographical & Utility Surveys

Building Information Modelling

Monitoring

Unmanned Aerial Vehicles

Geomatics

Site and Ground Investigations

Slope Drilling

Coring

Cable Percussive

e enquiries@bridgeway-consulting.co.uk

Window Sampling

t 0115 919 1111


Civil Engineering

Bridgeway – multi-skilled delivery Bridgeway Consulting Ltd is one of the leading consulting and contracting companies in the UK today, covering many aspects of civil engineering and asset management

B

Geomatics ridgeway has a proven track record as a supplier of professional geospatial, surveying, monitoring and gauging services within rail and major industries. Our large, multi-skilled in house teams are able to mobilise quickly and are capable of undertaking large scale projects utilising multiple teams and disciplines. Our Geomatics Team consists of survey, utilities, monitoring, BIM and 3D modelling professionals, who work together to provide a truly end to end service. Our ability to problem solve and understand the issues and challenges of surveying within a complex environment to tight timescales and under track access restrictions ensures that project delivery is not compromised. We employ the very latest survey technologies from Leica, Amberg and Trimble and we are adept at choosing the most efficient solutions from a portfolio of equipment including total station instruments, GPS / GNSS equipment, Track Measuring Devices and the latest mobile and terrestrial Laser Scanners. With data output in any desired format whether dgn, dxf, SCO or other bespoke software we are able to fulfil your requirement to exacting standards. Our survey staff have expertise in the full range of surveying techniques. All staff hold rail safety competencies with all Lead Surveyors trained to COSS/SWL level. They have extensive geographical knowledge having worked all over Great Britain, and maintain a wealth of experience in the field of Geomatics. This enables us to deliver any one of the following services: • laser scanning, generating 3D point clouds • embankment slip and track monitoring • establishment and verification of survey control including complex network and grid solutions • detailed topographical surveying • point cloud data extraction and 3D modelling • tunnel profiling, platform and structure gauging • kinematic laser scanning • complex setting out for structures and track • OHLE heights and staggers/observations. Monitoring Our ability to understand multiple monitoring methodologies paired with our

wider engineering and data management expertise enable us to develop, install and review the most appropriate monitoring solution for any given project. Alongside our experience in working within time restricted and specialist access environments, we are able to work effectively within challenging schemes. We employ the very latest monitoring technologies including wireless mesh networks, remote optical systems, 3D laser scanning and Unmanned Aerial Vehicles to provide a comprehensive and accurate service to deliver useful, actionable information. With close links to our Specialist Access, Ground Investigation, Structural Engineering and Geomatics Teams, we are able to offer a fully managed service from consultation through to system design, installation and reporting. This enables us to deliver any one of the following services: • system design and consultancy • Pointcloud comparison • aerial UAV monitoring • GPS and GNSS • automated optical systems • wireless remote sensing • structural deformation monitoring • geotechnical monitoring • environmental, noise, dust and vibration • flood and temperature monitoring • data analysis and visualisations Utility Detection We have a proven track record as a supplier of professional underground and utility detection within the rail and highway industries, providing a consistent and dedicated service to clients. Our ability to devise bespoke solutions and methodologies alongside a full understanding of the issues and challenges of working within a complex environment ensures that project delivery is not compromised. This enables us to deliver any one of the following services: • underground utility detection in line with PAS128 standards • utility records searches and interpretation • site reconnaissance and development of survey strategies • utility detection utilising Electro Magnetic Locating and Ground Penetrating Radar • post processing for enhanced accuracy of data collected • drainage surveys • utility clearance and avoidance works • intrusive utility verification

• preparatory surveys in advance of potential groundworks • recommendation and findings reporting • geospatially accurate presentation of data in 2D or 3D • vehicle mounted GPR. Building Information Modelling Our Building Information Modelling, Consultancy and Management service provides a holistic approach in accordance with the government mandate and guidelines for construction information management. In conjunction with our survey teams, and through the use of the latest industry standard BIM software we can produce highly accurate models to be handed over to our clients, which enable you to work immediately in a BIM environment and allow you to incorporate your design intent from the start, eliminating the need for you to manipulate the survey data in any way. Models can then be used in the areas of HSQE, design management, clash detection, cost and programme phasing, and ultimately asset management. Services on offer include: • scan to BIM services • BIM Consultancy services • integration of multiple datasets into an overarching model • 3D modelling and CAD services

Rail Professional Industry Reference Book 2020 Page 163


Civil Engineering

• • • • •

legislation and BIM standards advice model interrogation and analysis 3D visualisation and animation BIM process training integrated project delivery.

Aerial Surveys and Inspections Bridgeway Aerial is one of the UK’s leading operators of Unmanned Aerial Vehicles (UAV). We offer a broad range of services, from high resolution aerial inspections to aerial LIDAR capture, 3D modelling and photogrammetry. Our services can save you time and money in a great number of applications thanks to the flexibility and ease of our systems. We can launch and capture the required data efficiently and quickly, meaning the client gets the data sooner, saving time and reducing cost. The nature of our equipment allows us to provide data that a manned aircraft or terrestrial option would be unable to capture. Bridgeway Aerial is fully licensed by the Civil Aviation Authority (CAA) to undertake Aerial work. We are authorised to use the operating method of Extended Visual Line of Sight (EVLOS), and also to operate within Congested Areas. This enables us to deliver the following services: • survey data capture • data visualisation • monitoring • asset and site inspection • imagery and video • thermal imagery. Site and ground investigations Our multi-skilled teams have particular expertise in many SI/GI works, working within difficult access situations. Our staff are highly adaptable and have experience in rock drilling, metal and paint sampling, PTSI investigations and location of buried services. With our ability to draw upon all our different operational departments, we can

effect our own site access and liaise with Government bodies such as Network Rail to effect access permissions. With this experience and skill set we are able to offer the following: • qualified geotechnical engineer led site works • cable percussive boreholes • D1500 bespoke tracked rig • Ibex slope climbing rig • rotary drilled boreholes • dynamic windowless sampling and probing using tracked rig, geotool or handheld equipment (Include UT70 sampling Euro Code7 compliant) • concrete and masonry coring • trial pitting/slit trenching • logging to BS5930 / EC7 • factual and ground investigation reports • laboratory testing • NRSWA/road closures • ballast sampling and containment • geotechnical monitoring. Structural examinations Using our fully coordinated teams, we are able to carry out various types of structural and tunnel examinations. We utilise various access solutions to allow asset examinations, surveys and repairs to be undertaken. We are able to offer but are not limited to the following: • qualified engineer led structural inspections and production of engineering reports for: • bridges/viaducts • tunnels • masts (radio) • towers • retaining walls • culverts and pipes (CCTV) • signal gantries • OHLE masts • emergency call-out response • confined space examinations • tunnel access/MEWP’s • scaffold towers RRV mounted inspections. Diving and marine engineering works Our professional dive teams provide underwater services inland/inshore and have extensive knowledge of sub-surface engineering and are experienced in the following underwater tasks: Construction • marine construction • above and underwater repairs • underwater cutting and welding • lock, weir and penstock maintenance • harbour and jetty, pier and bridge repairs • lock gate repairs • fender repairs • rock armour placement. Surveying • ROV surveys • sonar surveys • vessel hull surveys

Page 164 Rail Professional Industry Reference Book 2020

• environmental surveys using our own ecologists • geological surveys • scour assessment solution and repairs • 3D and Cad Modelling • underwater examinations to NR (STE4 and STE7) Specialist • search and retrieval • culvert cleaning • independent diving, supervision and management • emergency callout response • diving safety audits • safety boat and crew provision • confined space examinations and rescue teams • TV and media diving work • salvage work • pontoon provisions • EOD searches. Possession and isolation management Our expertise and understanding of track access and the management of overhead lines is proven by our exceptional safety record. This enables our clients to share in the benefits we offer both in economic and deliverable terms on any rail project. Our experience with Network Rail PPS (Possession Planning System) enables the end to end process from planning through to possession delivery. Our highly experienced safety critical personnel hold multi-disciplinary competences. They have ensured that projects are delivered in a safe and timely manner. This includes the following roles and duties: • safe work leaders • person in charge of possession • lookout/site warden • controller of site safety • protection controller • engineering supervisor • authorised persons • nominated persons • earthing assistants • possession assistants • relay/renewals bonding • temporary bonding • level crossing attendants • points operators Tel: 0115 919 1111 Email: enquiries@bridgeway-consulting.co.uk


Consulting

Collaboration through consultancy For too long consultants have been engaged on a race to the bottom and measured on volume not value. The Future of Consultancy initiative explores new business models, innovation and relevance … to create a transformational step change

J

oseph Infante, someone with whom I worked to help deliver the Rail Supply Group’s SME-focussed efforts caught my attention on LinkedIn a short while ago with the above statement. The initiative to which Joseph refers is the Association of Consulting Engineer’s (ACE) new campaign, the ‘Future of Consultancy’. Drawing on three drivers of change, data, demand and devolution, ACE is campaigning to reposition consultancy as a source of technical expertise; for the consulting party to act as the ‘technical client partner tasked with unlocking value’. I for one have often quipped about the fact that I have never known so many consultants. From sole traders to multinational corporations, and whether looking at rail as an isolated vertical or through the transportation or construction lens, one cannot argue that consultants are easy to find. But how can we determine which consultants offer the necessary level of expertise and experience? Is this maybe the problem that the Future of Consultancy campaign is hoping to address? To reposition consultants as trusted partners that should be brought in as early as possible, to create and define value from the off. Instead of being brought into a project in as a reactionary, valueengineering fire-fighter? In ACE’s own words, in their campaign document, they state that ‘the new role for consultancy is focussed on the value that technical expertise can add when managing information’. At the crux of the campaign, I feel, is the importance of this information, of data, or rather of data-led asset performance. ‘Big Data’ is a term at risk of becoming

‘Big Data’ is a term at risk of becoming jargonised, if it hasn’t already. But no-one can argue the inherent value of data; provided we know what data we need, and how we can derive useful information from it, to generate results

jargonised, if it hasn’t already. But noone can argue the inherent value of data; provided we know what data we need, and how we can derive useful information from it, to generate results. In terms of my personal area of interest, we at 3Squared for example can collate, combine and interpret data to monitor operatives’ capabilities or to provide near-real time information on vehicle performance. These seemingly separate data streams can be overlaid to map positive behaviours of (wo)man or machine, which in turn can be translated into optimised processes or procedures. The key is that we appreciate both the immediate and the inferred value of the information, which in turn provides pay-back to the client in various ways. This is where ACE’s Future of Consultancy provides so much scope, not simply for the construction sector, but for

anyone that recognises the value of the digital economy, even if we cannot fully quantify that value yet. Data as a driver of change, and of value ACE estimates that, in the infrastructure sector alone, effectively collating and interpreting the right data ‘could deliver annual benefits of £158 billion’. Imagine if across our various sectors, consultants and consultancies were able to collaborate, share data sensibly, and thus generate information that exponentially increases the efficacy of our individual actions. Key to this is getting a much clearer understanding not only of the client’s needs, but also of what the client values. In effect collaborating with the client, becoming a partner, not a transactional supplier. Hannah Vickers, Chief Executive of ACE explains that this takes a ‘whole life cycle approach which redefines value…

everything is connected through policy, delivery and operation working hand-inglove to create a truly virtuous cycle’. I work neither for the Association of Consulting Engineers, nor do I consider myself a consultant (one person, responding to Joseph’s post that I quote above suggests a 25-year threshold before being able to consider oneself capable of consultancy…. I’ve only had about 15 years in transportation all-told) so why do I feel I can comment on this area? Because in our own right, as individuals or companies, we all have our areas of expertise, we all have experience that can benefit others. This is our asset data. How we perform with that data, for personal gain or, preferably for the benefit of our partnership networks, is how we can each play a role in the future of consultancy. For further information on the #FutureOfConsulting please visit: https:// www.acenet.co.uk/media/4194/future-ofconsultancy-strategy.pdf Lucy Prior MBE is Business Engagement Director at 3Squared, a specialist SaaS provider to the transportation and construction markets. Lucy also sits on the steering committee of Northern Rail Industry Leaders, and the RSG’s export workstream. Lucy was awarded an MBE for services to rail exports in the 2018 Birthday Honours, the nominations for which also cited her work in support of the Young Railway Professionals and encouraging diversity and inclusivity within the sector. She is a full-time working parent to two young children who hear an awful lot about just how important the rail sector is.

Rail Professional Industry Reference Book 2020 Page 165


Consulting

Rail depot design (for dummies) Over the last 20 years, there have been some significant changes to the way that rolling stock is manufactured and deployed, which in turn is impacting the design and operation of the depots and workshops that are there to maintain the new rolling stock

R

egular servicing and maintenance are fundamental to the safe and efficient operation of any railway. Each depot or workshop typically has to satisfy a unique set of requirements, determined by the type of rolling stock to be maintained, the maintenance activities to be undertaken, and the frequency of those activities. Sustainability should be a taken, and a good design will also ensure the depot is adaptable for future needs. As a result, there are many factors that should be considered when designing and building new depots and workshops, or indeed when enhancing existing facilities. From my personal experience the simple things are sometimes forgotten, hence this ‘dummies’ guide. Where to start? The design process should start from the moment the need for a depot is conceived. A depot is a complex beast, which needs a wellthought-out design to be in place. The UK rail industry also complicates this process, as there are numerous stakeholders involved which creates multiple interfaces that can increase the risks of the depot not achieving the most effective operational layout. The optimum solution to all these interfaces is to ensure that the team responsible for the new rolling stock fleet are closely linked with the team responsible

for the design and development of the depot scheme. The rolling stock team should understand the vehicle requirements such as coach length, onboard equipment locations, power needs whilst on the depot, connection points and any high-level access needs. The front-line depot staff should be involved, as they will bring experience from depots with similar environments. Human factors This seems obvious, but people work in depots (AI and robots are coming!) so the depot design, and that of the equipment provided with it, should take into account the interaction of humans. Human factors is a scientific discipline that looks to optimise the interactions between people and the systems they live and work with. A clean and well-lit working environment is a must, there are still some depots that haven’t changed since the Victorian times! Diesel fume extraction should be provided (diesels are with us until the 2030s), how many times have you visited a diesel depot and found the back of your throat burning after 20 minutes! The design should also ensure there is provision of adequate welfare and accommodation for different staff undertaking different tasks, and that future needs are provided for, or at least passive provision is included.

Sustainability First and foremost, sustainability shouldn’t be an afterthought or add-on, it should be designed in from the start and considered as fundamental. Sustainability is also a key contributor to whole life cost and should be seen as one of the many benefits of the project. All areas of the depot design should be reviewed for sustainability – materials selection, use of renewable technologies (depot roofs are typically long with a large surface area, ideal for solar energy capture and rain water harvesting techniques), noise pollution, lighting and air quality. Don’t forget the neighbours! Specific environmental measures might include the separation of litter and other waste materials removed from the train during internal cleaning, requiring separate storage and disposal facilities. External cleaning systems and washing plants have to incorporate water treatment, and some traditional cleaning agents are no longer permitted. Sustainability will encourage innovation in the depot design. Set a target, such as attaining the BREEAM standard. What equipment will I need? This all depends on the maintenance activities that are designed to take place at the depot. Not all depots undertake all maintenance, so it’s imperative that the functionality is agreed at the design stage to prevent missing equipment or unnecessary equipment that then stands idle for years. Passive provision for future mid-life maintenance can be included in the design, with the equipment purchased at a later date. A list of ‘typical’ activities for a depot would include: • stabling • light maintenance – inspection and assessment • cleaning (interior) • toilet emptying (known as CET for Controlled Emission Toilets) • fuelling • sanding (sand boxes used for braking/ acceleration assistance) • watering or tanking • trainwash (exterior cleaning) • wheel reprofiling (Wheel Lathe) • heavy maintenance – usually involving lifting the vehicle or a bogie drop • major overhauls • in house bogie maintenance or outsourced?

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The current trend for new depots is


Consulting

rail

Connect • Inform • Control » Passenger Information LiveCom

» Condition Based Monitoring COSAMIRA

rail@televic.com

to have on-site ‘Vehicle Scanning’. These systems scan the train as it enters the depot and provide real time data on key wearable components such as wheels, brake pads and pantograph carbons. These scanners, when combined with onboard condition monitoring systems, give depot planners advance notice of issues and allow for depot movements to be pre-planned. This reporting chain offers advantages for the depot team, allowing an incoming vehicle to be directed straight to the appropriate track for maintenance or repair, if required. All the spare parts and tools required for rapid execution of the work in the available timeframe are on site until the vehicle is put back into operation. To facilitate this the depot needs to be able to detect the trains, identify them, route them and monitor the progress of maintenance activities. To ensure safe depot movements, a Depot Personnel Protection System is required, which will prevent vehicle movements whilst staff are still performing activities on the depot floor or in the vehicle. Storage and stockholding Holding a large quantity of spare parts can represent a significant cost element in the maintenance process, based both on the

www.televic-rail.com

value of the spares and the space required. However, this has to be traded off against the loss of productivity if vehicles are held out of service awaiting parts. While greater use of condition-based maintenance is providing more information about the life-cycle and usage of individual components, operators need to give thought to these issues when planning their maintenance strategies, as this will affect the design of depots and workshops Future proof? Once the depot or workshop is constructed and operational, it will need to be maintained itself. So, the ongoing maintainability should be a key part of the design process. This should include ongoing maintenance, life cycle management and life expired replacement schemes and instructions. Maintenance costs should be considered as part of the whole life cost of the design. Try to make the equipment modular which will give the option to reposition in the future, for expansion or rolling stock changes. If the depot is a diesel depot, the design should also consider the capability to accept OLE in the future. In terms of future proofing the depot, the more space the better is a good starting

point but is not the panacea! As the industry moves towards the Digital Railway, depot designers will be challenged as the ‘final’ product isn’t fully understood yet. What is expected is that the systems associated with digital signalling will be train borne, and as a result, more activities will be undertaken at the depot. So, what makes a good depot? In essence and in summary (and in my opinion!), a good depot is one that allows the rolling stock fleet to receive the required level of maintenance with minimal delay. It does this in an environment which presents minimal risk to employees and minimal impact on the environment. Richard Carr has 25+ years of corporate senior management/director experience in manufacturing and service businesses with a particular focus on the rail sector. Now operating his own consulting business, ConsultCarr he is highly experienced and brings with him a wealth of operational and strategic skills, with particular strengths in strategy, supply chain improvements, marketing and business development. You can follow Richard on Twitter @consultcarr Tel: 07849 896270 Email: richard@consultcarr.com

Rail Professional Industry Reference Book 2020 Page 167


Depots & fleet maintenance

How to heat a rail shed HS2 will create thousands of jobs during its construction process as well as 2,000 apprenticeships

A

pproximately 25,000 people are needed to build the project and to support this, Network Rail are providing two state of the art colleges to train the next generation of rail engineers, located in Birmingham and Doncaster. The new pool of talent will all need to understand the challenges involved in high-speed electric railways of the future rather than the steam and diesels of the past. Danny Packham, Danny Packham European product Manager – Warm Air and radiant for Reznor (part of Nortek Global HVAC UK Ltd) explains what the next generation need to know regarding the heating of train sheds. Background High Speed 2 (HS2) is one of the largest infrastructure projects that this country has ever seen – six times the budget of the 2012 Olympics. It will provide a new high-speed railway link between London, Birmingham, Manchester and Leeds, speeding up journeys, releasing space on crowded lines and bringing Britain closer together. Network Rail’s high-speed rail colleges will be elite institutions, defined by their focus on progression to a higher level of study – delivering truly innovative training and offering the very best in teaching and specialist equipment. What to consider when heating a rail shed The ways in which train care depots are utilised, often intermittently and at irregular time intervals, make the efficient use of energy extremely difficult. Therefore, consideration must be given to selecting a heating system that offers flexibility of operation at optimum efficiency. The following factors represent some of the prime considerations when assessing the impact of any heating solution in a train care environment. Train maintenance sheds are invariably very long and narrow with large doors opening constantly at each end, thus notoriously difficult to heat and even more difficult to keep warm. The doors often occupy the full width of the building and may be left open for many hours a day, thus creating a wind tunnel effect and cold air at high velocity is drawn through the shed. This means that air infiltration can severely disrupt comfort conditions within the interior. A heating system needs to be able to sustain a comfortable environment in these conditions and especially provide rapid recovery once the doors are closed. Air curtains over or to the side of the doors, either ambient or heated can mitigate the

issue of air infiltration at the doors. Maintenance is frequently carried out at night thus compounding the inhospitable climatic conditions and with partial occupation, it is therefore important for efficient use of energy, that the heating system can be easily and effectively zone controlled. The mass of a train is considerable, when a cold and wet train enters the shed it creates a cold sink, the heating system needs to be able to provide rapid response to changed conditions. Radiant heating The primary source of radiant energy in the natural environment is the sun. By standing in the sun’s rays a feeling of warmth is experienced, whilst in the shade it feels considerably cooler. Radiant heat warms all solid objects and surfaces in its path. Reznor has exploited this concept in its energy efficient radiant heating systems. Radiant tube heaters, mounted overhead, produce infrared radiant heat that is directed downward by a reflector. The infrared heat passes through the air without heating it and falls on people, floors and equipment below creating comfortable allround radiant warmth at low level, without wastefully heating the whole volume of the building or the roof space. Because radiant heat can be controlled directionally, only the occupied areas of the building need to be heated, which enables considerable energy savings to be realised. The objective of a radiant heating system is to ensure that the people in the building are comfortably warm. By the correct

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application of a radiant heating system comfort levels can be optimised. Radiant heat warms objects and surfaces, increasing the mean radiant temperature and reducing the body’s loss of heat to its surroundings. In addition, by eliminating air movement convective loss of heat from the body will also be reduced. How heating specifications differ – Steam Loco Sheds Due to the nature of the locomotive, vast amounts of steam are released, captured by massive hoods and released to atmosphere. When designing a heating system account of these hoods in the roof space is critical. • the majority of work undertaken on these locos is at low level, ensuring heat between the tracks on the platform and in the pits is vital • Nor-Ray-Vac, due to its unique long lengths of radiant emitter is an ideal solution for heating the long distances between trains • some rail sheds are in excess of 300 million in length. Due to the physical size of the sheds, the design of the heating system is paramount to ensure optimum zoning capabilities, both for client operational flexibility to minimise running costs and to ensure the capability of being able to rapidly respond to changed conditions. These sheds due to the age were notoriously poorly insulated structures with open doors at each end creating a massive wind tunnel. Radiant heat was the only realistic option as a heat source.


Depots & fleet maintenance

Diesel Loco Sheds Many of these sheds derive from the steam era and consequently some still lack good insulation values for the fabric. Diesel locos also have hoods to collect the diesel fumes from the engines, but due to the general atmosphere within these sheds the radiant heating system has to be designed to have ducted fresh air supply from outside to the gas burners. This ensures the filters within the burners are kept clean and not clogged from the diesel fumes. Again, the above points one to three are relevant to heating these sheds. Electric Loco Sheds (power via 3rd rail) These sheds tend to be cleaner due to the lack of diesel fumes and do not require ducted air to the gas burners of a radiant heating system. The work on these trains is primarily at low level, so again the above points 1 to 3 are relevant to heating these sheds. Electric HS Loco Sheds (overhead power) These sheds are primarily new facilities, in which case they are well insulated. Again due to the cleanliness within the sheds compared to diesels, there is no requirement for ducted air to the gas burners of the radiant heating system. Unlike the previous

types of locos, work has to be undertaken on top of the loco to maintain the power unit. These sheds have personnel staging for access to the top of the trains. When designing a radiant heating system for such facilities, due regard of the staging has to be taken into account. The radiant emitter cannot be too close to the working area above the trains. The staging is normally in a defined location within the facility. This can result in a challenge for designers but it is achievable given sufficient roof height within the facility. The ability to be able to zone the radiant heating is paramount in such instances. Evidence of success Amongst other successful traincare applications Reznor were able to provide the ideal heating solution for the National College for High Speed Rail at Doncaster. Radiant heat (Nor-Ray-Vac) was specified as the heating system for the Large Scale Workshop comprising an area of 1,906m2 within the facility. The NRV system is comprised of nine 38LR burners arranged in three branches, suspended at twelve metres above finished floor level, with one discharge fan flue. Due to the type of operation within the facility, i.e. training of students throughout the floor

area, the system is controlled as one zone. The NRV system produces blanket uniform heat coverage for the complete workshop. Operating costs are minimised by concentrating the heat at low level, where it is most needed, without heating the volume of air in the building. Rapid response times reduce running costs further. Such flexibility means that warmth is felt by people in the building within minutes of start-up and no fuel is wasted bringing the whole volume of air to a comfortable temperature. Since the Nor-Ray-Vac radiant system burns fuel at point of use, there are no distribution losses to take into account. The College will be built on a ready to go 5.1 acre site at Doncasters Lakeside. As an elite institution, the college will be a flagship facility for advanced and higher level apprentices, as well as providing opportunities for the existing workforce to learn new skills in the latest technology, meeting the wider economic need for an increased supply in engineers and will therefore have a purpose beyond the timeframes of HS2. Tel: 01384 489250 Email: reznorsales@nortek.com Website: www.reznor.eu

Our Technology. Your Comfort. We develop technology and solutions which improve the environments in which we live and work.

01384 489250

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Depots & fleet maintenance

Automated Tool Control System (ATC) What if you could get advanced tool security and complete inventory management in one comprehensive system?

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he new Snap-on Level Five Automated Tool Control system provides both in one elegant package. It starts with electronic, keyless entry. Each employee’s ID/Key card is coded so that ATC can continuously record exactly who enters the box and when. Simply remove or return any tools. ATC automatically detects which tools have been returned or removed, and then confirm which tools are being issued and/ or returned. Accept the system input and you’re on your way. Every tool is always accounted for and you’re always assured accurate asset management and FOD compliance at a level no other system can provide. Level Five ATC provides tool box FOD status and a one touch listing of all tools out, who they are issued to and where they are being used. Comprehensive analysis and reporting can be performed from administrator workstations located anywhere on the network. ATC works hand in hand with our TC MAX inventory tracking software so you can track inventory records in real time from any location you choose.

Visual Control Cabinet System • Visually manage tools at the ‘Point of Use’ • Clear Abrasion Resistant (AR) Polycarbonate window allows for ‘at a glance’ inventory management • Keyed or e-Lock/keyless entry secures the tools and inventory • Visual Control Cabinets Hold ~70 tools (34”) to ~100 tools (49”) • Full swing door hinge creates unobstructed entry when in use, gas

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shocks keep the door in the upright position • Visual Control Cabinets Create ‘Strike Zone’ presentation of tools. Visual Control Cabinet System • Visually manage tools at the ‘Point of Use’ • Clear Abrasion Resistant (AR) Polycarbonate window allows for ‘at a


Depots & fleet maintenance

glance’ inventory management • Keyed or e-Lock/keyless entry secures the tools and inventory • Visual Control Cabinets Hold ~70 tools (34”) to ~100 tools (49”) • Full swing door hinge creates unobstructed entry when in use, gas shocks keep the door in the upright position • Visual Control Cabinets Create ‘Strike Zone’ presentation of tools. Customer testaments This has produced important time savings for the staff on the production line, explains Gareth: ‘Producing an inventory of tools every day wasted precious time with over a hundred members of staff spending up to 15 minutes a day managing their tools across three shifts. Using Snap-on meant we were able to manage our time better and the ATC system has helped make the process seamless.’ ‘Snap-on has been excellent in their approach to the whole project. During initial concept meetings they were able to demonstrate case studies within the rail industry that helped us to build confidence in the working relationship with them. The

team provided full training of the software package to support the installation and even provided follow-up training for new employees. The service Snap-on provided has been second-to-none and they have always been attentive to our needs and customisations.’ ‘By working closely with our customers and recognised accredited auditors, we identified the need to invest further when it comes to tool control. This investment has enabled us to gain greater levels of control and reporting over our tool inventory. Since implementing this system we have been praised by auditors on the quality of Snapon’s ATC system.’ Jeremy concluded: ‘The tool chests have enabled us to easily demonstrate that, when it comes to the safety of our products, we are willing to invest in the very best solutions available. Rail safety and compliance has continued to improve across our Depots and Maintenance facilities.’

Tel: 01536423904 Email: industrialuk@snapon.com Visit: www.snapon.com/industrialuk

‘Snap-on has been excellent in their approach to the whole project. During initial concept meetings they were able to demonstrate case studies within the rail industry that helped us to build confidence in the working relationship with them. The team provided full training of the software package to support the installation and even provided follow-up training for new employees. The service Snap-on provided has been second-to-none and they have always been attentive to our needs and customisations’

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Depots & fleet maintenance

Transforming rolling stock maintenance and inspection Premier Pits has been manufacturing and installing prefabricated steel maintenance and inspection pits for vehicle workshops for over 35 years

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ince 2007, and after rigorous research and development, the introduction of Premier Rail Pits has brought this innovative approach to the rail industry. Here are some examples of how a prefabricated steel pit has been the preferred solution to precast concrete. Alstom Technology Centre • Specification – Manufacturing and installing a 30 metre Railway Inspection Pit. With LED lights and two access tunnels. • The Project – Premier Pits was appointed in October 2016 to install a prefabricated vehicle pit. The original scope was to install the pit with in situ reinforced concrete. However, the client, who worked with Premier Pits before installing road vehicle inspection pits, discussed with the end user the benefits of prefabrication off site. • The Problem – The client was faced with a challenging below ground structure. They highlighted the railway inspection pit as high risk on their risk register. It was on their critical path and therefore any delay on site would impact the end date. There was also a tolerance in the specification of +-5mm which they were unsure they could construct with in situ concrete. Not only this but they faced a skill shortage of subcontractors who had the ability to construct this type of below ground structure in an on-site environment. • Solution – To mitigate the risk, they approached Premier Pits to investigate a prefabricated off-site approach. Premier Pits collaborated with Buckingham Group and gave them a product with was commercially competitive with in-situ poured concrete short term as well as being a far superior product long term due to it being watertight, maintainable, cleaner and safer to use. It was also installed in two weeks reducing their anticipated programme time by over six weeks. The product is also fully painted and has LED lights making this an excellent working facility for their engineers. • Outcome – A satisfied main contractor and end user to have this facility, with cost, quality and time certainty during the build.

• Testimonial – ‘We have worked with Premier Pits on several road vehicle maintenance pit projects and are therefore fully aware of all the benefits of prefabricated pits built off-site, this method of construction saved us considerable time on site and leaves the client with a far superior end product.’ Nigel Graveson, Project Director for Buckingham Group Heathrow Terminal 5 • Specification – Two 54 metre pits manufactured from pre-formed mild steel, fitted with safety lights and antislip flooring with a durable paint finish. • The Project – To install prefabricated steel maintenance pits for the passenger transfer system at Heathrow’s Terminal 5. • The Problem – The pits had to be installed twelve metres below ground level without interfering with other ongoing construction work. Also, the pits had to allow for free access along the length of the pit when in day to day use. • Solution – Due to restricted site access, the pits had to be designed in eight metre sections prior to manufacture at Premier Pits’ factory in Spalding. They were then delivered by road direct to site. On arrival, the sections were

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offloaded and lowered by crane in one movement through the terminal roof, into position twelve metres below ground level. Here they were bolted together to form 54-metre-long watertight pits. The problem of continuous access was answered by designing supports that only projected halfway across the width of the pits. • Outcome – Both pits were installed within ten working days during which there was minimum disruption to other construction work. The pits are now operational and are playing a significant part in improving maintenance efficiency and staff working conditions. Tel: 01775 821 222 Email:info@premierpits.com Visit: www.premierpits.com


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Premier Rail Pits – The UK’s No.1 Prefabricated Pit Company Improve the efficiency of your workshop with our range of maintenance and inspection pits, built to CE certified standards. Premier Rail Pits offer the following benefits: • • • • • • •

Guaranteed water tight Quicker installation time compared to precast concrete High quality finish All internal service ducts fitted prior to installation Any length available Rail attachments fitted prior to installation Full or part installations are offered

Additionally, the company provides a full range of accessories and safety products. This is all supported by a sophisticated support package that covers everything from concept through design, manufacture and installation to commissioning.

Tel +44 (0)1775 821222 Fax +44 (0)1775 820914 Email info@premierpits.com Web www.premierpits.com


Depots & fleet maintenance

Bringing depot safety into the 21st century When future generations look back at the 21st century, they will see a time of exponential growth, of technological advances, of environmental progress and even the changing landscape of the British railway system

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rom steam to electric, gas lamps to signals and women in bikinis to fully-fledged safety campaigns, how is depot safety being brought into the 21 century? The likelihood is that the first thing that sprung to mind is an 1800s steam train instead of the electric models you see on the tracks today. Whilst the change in aesthetic is recognised there are many underlying factors that are responsible for revolutionising Britain’s railways. Developments in engineering, awareness, and training have drastically improved the safety for staff and passengers. As Britain holds the title for the safest railways in Europe, it’s not surprising that our tracks rely on up to date infrastructure to function. Whilst one may assume that the largest advances were made during the appointment of the British Railways Board in 1963, it wasn’t until 2002 that Victorian engineering was cast aside. In 2002 the Telegraph confirmed that Victorian Oil Lamps were still being used on Britain’s railways. The lamps which were still being lit by hand were used to light trackside signals across Britain, using technology that dated back to 1830. Improving infrastructure is something

that has been well documented throughout depot history, one of the most groundbreaking being Depot Personnel Protection System (DPPS). The DPPS used across the UK, incorporates the use of intelligent distributed control and communication technology. The system which eliminates the risk of single-point failure by providing increased system resilience has played its part in reducing delayed and cancelled journeys since the turn of the millennia. Prior to the widespread introduction of DPPS, switch failures cost Network Rail more than £120 million-a-year and account for more than 3,800,000 minutes (63,300 hours) of delays. Another advance preventing delays is the Tie-Fen Lock Depot Control System. The innovative solution assists depot operators by reducing their workload and increasing safety, allowing them to set multiple routes within the depot in just a few seconds to optimise the operation of the depot.  A simple yet vital piece of technology that has changed depot operation for the better is Front and Rear Facing CCTV (FRFCCTV). Whilst in 2020 CCTV would not be considered revolutionary by any means, the implementation of FRFCCTV is helping

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to reduce risk in depots. One of the greatest priorities of the British Railway Boards has been raising the standard of safety and health. In the 19th century, the railway company’s safety concerns were limited to its passengers. Whilst companies felt a responsibility to cautioning its passengers their workers were often responsible for their personal safety – an unimaginable concept in Britain today. A shift in the attitudes of safety and health came when the Health and Safety Executive recognised that the ALARP principle has been overtaken by the specific requirements of the Technical Standards for Interoperability (TSIs). Roger Kemp a Fellow of the Royal Academy of Engineering and Technical and Safety Director in ALSTOM Transport UK, explains: ‘This advice represents a major change to the railway safety regime and moves the train building industry closer to the motor vehicle industry, where compliance with European safety standards is deemed adequate and where manufacturers are not required to demonstrate that their products have reduced risks to a level ‘as low as reasonably practicable (ALARP)’.’ This progression led to a new way of


Depots & fleet maintenance

the way professionals and business leaders started to perceive safety and health, a far cry from the stereotypical imagery of hard hats and steel cap boots. Awareness surrounding occupational illness has been paramount to raising the standards of education within the workplace, and they are not always visible. Railroad workers have an elevated risk of occupational exposure to asbestos due to the presence of the material in ageing railcars and tracks. When working with or coming into contact with these materials, workers are put at risk of developing asbestos-related diseases like mesothelioma. Recent research from the HSE has estimated there are around 13,500 new cases of cancer caused by work every year and over 8,000 deaths, over half of which are due to past exposures to asbestos: making the protection of railway workers imperative. The No Time to Lose Campaign which was launched in 2014 by the Institution of Safety and Health acted as an international flagship for raising awareness and campaigning for Occupational Cancer. The campaign, now in its sixth year has been such a success that its research has been presented at UN agencies around the world and is set to launch in West Africa this year.  Campaigns like this ensure that employees, as well as business leaders, are aware of the causes of occupational cancer, and what can be done to prevent risks that claim the lives of 742,000 lives a year – just by going to work.  The HSE, who are big supporters of the campaign said: ‘We are actively supporting the ‘No Time to Lose’ campaign to raise awareness of carcinogenic exposure issues

and help businesses take action. Prevention really is better than a cure and health needs to be managed like safety.’ However asbestos and silica are not the only risks that have come to the attention of organisations. The Rail Safety and Standards Board (RSSB) point out that the cause of accidents in depots today is fatigue, signals passed at danger, and management of change. When asked to look back over the past one hundred years, Adrian Ling, the ORR’s longest-serving inspector, stated: ‘The HSE

must take a lot of the credit for raising the profile of health and safety generally (and it’s disappointing that health and safety has got a bad name because of risk aversion and misrepresentation) but I think that a lot of the improvement has been brought about by the activities of HMRI by nagging the industry to keep health and safety at the top of the agenda.’ Adrian believes there have been some significant improvements in passenger safety brought about by changes in legislation as a result of disasters, but the improvement in staff safety has been mainly brought about by a change in culture. A culture that has begun to recognise the importance of mental health as on par with the seriousness of worker safety. A major factor of bringing depot safety into the 21st century has been cultivating a healthy working environment, in all its forms. The rate of suicide in the rail workforce is 1.6 times higher than the UK average, with over 60 per cent of workers having experienced mental health according to statistics to the Office of Rail and Road.  In a move to embrace this way of thinking the Samaritans have united Britain’s railway by bringing the second together in a campaign that is set to redefine the perceptions of mental health in the industry: The Million Hour Challenge. Over the next five years The Million Hour Challenge will help prevent suicide within the industry, through volunteering with the Samaritans, raising awareness as well as creating fundraising opportunities. Aimee Skelly-Burgess a committee member of the IOSH Railway Group said: ‘Suicide prevention is high on the agenda for the rail industry. It is so important we continue to raise the profile of mental health and encourage everyone to feel confident to have the conversation. Just reaching out and asking how someone is doing (a stranger or a colleague) can make all the difference.’ The five-year campaign builds upon the existing rail industry suicide prevention programme which was founded in 2010. The new changes brought in by the One Million Hour project have meant that 19,000 depot staff have received training by the Samaritans including prevention and support courses. Collaboratively, advances in engineering, ground-breaking research in occupational cancer, and cultivating an open platform for mental health reform, have started to bring innovative change to the industry: for what we hope is the beginning of bringing depot safety into the 21st century. If you would like to find out more about the No Time to Lose Campaign or the Million Hour Challenge, please visit the following: https://www.notimetolose.org. uk/, millionhourchallenge@samaritans.org Emma Guy is Communications Officer at IOSH

Rail Professional Industry Reference Book 2020 Page 175


Depots & fleet maintenance

Depot control made easy As in any depot, yard or indeed maintenance facility, it is essential that trains depart on schedule

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here are several activities that are undertaken before a train returns into service each day including cleaning, re-watering, re-fuelling, CET servicing and small repairs. Therefore, Depot Operators require a simple, easy-to-use Rolling Stock Signalling Control System which provides them with a realtime overview of all train movements within a maintenance depot. Depot Operators have a busy workload involving setting routes, entering train describer codes and communicating with Train Drivers. They also need to be able to communicate with the production teams, adjacent mainline signalling control centres, operations staff as well as contractors working on site. All these activities and actions require to be automatically recorded for incorporation within daily reports and entry into the train register. Fenix Signalling Limited is the sole provider of the Tie-FenLock Depot Train Control System (TF-DTCS), which comprises of a Signalling System using Computer Based Interlocking, Trailable Point Machines, Axle Counters, Signals, and depending on the type of system specified, Point Indicators. The Tie-FenLock system is in use at over 1,000 locations throughout Europe. In the UK the systems have been in use for over twenty years at both Rolling Stock Maintenance Depots, such as Morden, Golders Green, Central Rivers and Banbury, as well as ports, harbours and steelworks, such as Immingham and Scunthorpe. Fenix is currently working collaboratively with a variety of clients delivering solutions at Rolling Stock Maintenance Depots and

Rail Freight Facilities throughout the UK. The principle benefits of a TF-DTCS system include: • the use of innovative, ‘four-foot’ mounted trailable point machines, currently in use on both Network Rail and private railway infrastructure in the UK. These machines are SIL-4 accredited, are highly resilient and can operate in the harshest of environmental conditions. They have been proven to operate within a temperature range of minus 40 to plus 85 degrees Celsius. They have also been proven to work whilst submerged in water up to one metre deep. As they do not contain any hydraulic oil they are ideal for use in areas that are located near to environmentally sensitive receptors such as watercourses, wildlife sanctuaries, Sites of Special Scientific

• •

• •

Interest, etc, as the risk of contamination from oil pollution is eliminated. the Tie-FenLock Depot Control System only requires one Depot Operator Supervisor working from one central control console. This offers major efficiencies. point and system maintenance is simplified, greatly reduced and extremely cost-effective. the Digital system with internal monitoring enables easy fault diagnosis, saving time and money on investigation and fault diagnosis. The system can be configured to send out real-time alerts as well as regular reports. the system has an established and proven track record for its outstanding reliability with over 1,000 systems deployed throughout Europe. the system is compact with location cases being able to be positioned adjacent to walls, fences and buildings whilst still providing suitable access to the equipment from one side. This minimises the footprint required within an existing depot where space is at an absolute premium. the system points and signals are directly fed from one location the innovative point machines are SIL 4 accredited and require only one cable for control and detection, saving on both material costs and installation time. a bespoke technical interface that enables the system to be integrated with any mainline signalling interlocking used in the UK

Tel: 03300 580180 Email: enquiries@fenixrailsystems.com Visit: fenixrailsystems.com Page 176 Rail Professional Industry Reference Book 2020


Depot Control for the 21st Century! ”In an industry where there can be no compromise on system performance or safety! Tie-FenLock is a name to trust with over 30 year’s operational use in the UK and over a 1,000 systems deployed worldwide. Tie-FenLock systems are developed specifically for railway depots, stabling, steelworks, ports, freight terminals and similar facilities. The system provides a cost effective, highly reliable train control solution that has bespoke functionality driven by client requirements. Fenix Rail Systems provide a collaborative approach to projects, our clients benefit from our expertise in rail signalling, enabling Fenix to deliver a cost effective turnkey train control solution which includes signalling alterations and interfaces to any mainline interlocking. Our service includes design, installation testing and commissioning.”

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Electrification

The power to unlock your energy potential As new rolling stock enter service across the UK’s rail networks there is increased demand for more energyhungry trains running at increased frequency

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clients in the most complex and challenging environments every day. Whilst working on Europe’s busiest runways, trackside on the UK’s fastest mainline railway, at nuclear sites, and military facilities, UK Power Networks Services has achieved an unprecedented safety record.

Safety Projects moving off the drawing board and into reality have the opportunity to be the safest in the UK’s history. This ambition can only be realised through an unrelenting focus on safety, innovative processes and training programmes for colleagues and clients, and a culture where safety always comes first. UK Power Networks Services manages the associated risks of working with electricity and delivers safely for its

Innovation Adopting an innovative approach to projects is crucial to minimising risk, future proofing solutions, and delivering a resilient system. As well as adopting the latest technology, it’s critical that your partner should be able to adapt when unforeseen challenges arise on projects and provide innovative solutions to keep the project on track. UK Power Networks Services’ innovative work on the Great Western Electrification Project won Innovation of the Year at the National Rail Awards 2018 for its implementation of a ground-breaking Rationalised Autotransformer System. The system delivers significant cost savings and better reliability for its client compared to other systems installed in

his demand, alongside additional customer conveniences like air conditioning, longer trains, and more frequent services, is placing pressure on existing electrical infrastructure. Five key characteristics to look for in your long-term strategic energy partner are safety, innovation, sustainability, diversity and inclusion, and collaboration. These characteristics are crucial to ensure successful projects that will guarantee your rail network’s electricity infrastructure is up to the standard required for the next decade and beyond.

Rail Professional Industry Reference Book 2020 Page 179


Electrification

the UK. It also topped the Sustainable Construction category at National Rail’s Western Region Sustainability Awards in 2017. Polyfibre-reinforced concrete was used in place of traditional steel reinforcement for construction of load bearing concrete structures. This innovation resulted in a reduction of 42 tonnes of reinforcing steel going to site and reduction of embodied carbon by 18,000kg CO2 equivalent. Sustainability Sustainable solutions have a positive effect on the environment, economy, and people. These ‘triple bottom line’ benefits can have greatest impact through major infrastructure projects, but any effective energy partner must develop and preserve objectives which: • Protect and improve the natural environment while reducing carbon emissions. • Invest in local economies and communities. • Employ locally during construction and ongoing operations. • Deliver the work safely for communities and employees. • Enable the future by designing systems that stand the test of time. UK Power Networks Services looks for every opportunity to make a positive sustainable impact for its clients. It is currently delivering energy cost reductions to clients through improving the efficiency of their assets, by co-locating solar PV with substations. Recently, the first electric

vehicles and charge points have also been introduced into its fleet to improve air quality for future generations. These have been introduced at its Heathrow, Gatwick, and Stansted Airport depots, and electric vehicle charge points at its London City Airport depot. Diversity and inclusion Embracing diversity and inclusion as a strategic imperative is critical for any organisation that strives for high performance. Supporting diversity and promoting inclusion within workplaces is about valuing the individual and what they bring to their role. Fostering an environment where everyone feels able to participate and achieve their potential enables organisations to effectively increase their employee engagement and realise an increase in productivity. UK Power Networks Services’ ongoing commitment to diversity and inclusiveness is demonstrated by its National Equality Standard accreditation. It is one of only a small number of UK companies to achieve this benchmarked standard for creating a diverse and inclusive workplace. In 2019, it was also named in ‘The Sunday Times 25 Best Big Companies To Work For’ list. Collaboration Any long-term strategic partner must be experienced at collaborating with multiple partners when delivering complex and largescale projects. The more partners involved in a project the greater the complications that

Page 180 Rail Professional Industry Reference Book 2020

can arise. UK Power Networks Services is committed to establishing long-lasting, open and trusting relationships. It is accredited in the Collaborative Business Relationship Management System ISO 44001:2017 standard to help it deliver successful collaborative relationships with appropriate clients, delivery partners and suppliers. Through a collaborative approach, it contributes to the creation of value oriented enterprising teams that deliver high performing infrastructure. Conclusion To be effective, your long-term strategic energy partner needs to demonstrate these five crucial characteristics – safety, innovation, sustainability, diversity and inclusion, and collaboration. UK Power Networks Services’ business is built around these characteristics. Its investment is focussed on these characteristics. Its greatest successes are where it has brought these characteristics to life in its delivery with its clients. It has delivered for its clients for more than 50 years and its portfolio includes High Speed 1, Network Rail, London Underground, Docklands Light Railway, and EDF (Hinkley Point C). UK Power Networks Services also delivers for leading UK airports, Heathrow, Gatwick, Luton, Stansted, London City, and Manchester. Email: enquiries@ukpowernetworks.co.uk Visit: ukpowernetworksservices.co.uk


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Electrification

A century of knowledge Delivering power to electric trains requires quality components within the OLE that will perform without failure for decades. When only the best will do, why take any chances?

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rthur Flury is a Swiss supplier of precision-manufactured components for OLE systems and Flury products are used around the world. The company was established in 1920 and for over a century the Arthur Flury brand has become synonymous with innovative, high quality products which fulfil customer requirements. This combination of experience, combined with a modern factory and a contemporary management system, helps ensure the highest quality of products and services. Fast and simple to install, the product range is renowned for safety, reliability and longevity, all of which deliver a lower whole life cost than alternative offerings. Railway technology Regional and national railway organisations worldwide trust in reliable products. The range has been developed and produced at Arthur Flury’s ISO 9001, ISO 14001 and OHSAS 18001 approved factory, which is situated just outside Solothurn, in Switzerland. All product is carefully built to order and is then shipped direct to site from the factory. The OLE material from Arthur Flury now is used in more than 40 countries, having undergone rigorous local product approval and homologation procedures. High-quality section insulators, phase breaks (neutral sections) and composite insulator rods Probably best known in the UK for supplying Network Rail and its supply chain with consistently high-quality section insulators and neutral sections, these products may be seen across all electrified routes; however, similar units are also installed on UK tram networks. The company’s worldwide exposure ensures that customer feedback influences the development of new products, which means that Arthur Flury provides an entire range of sectioning devices, from lower voltage DC operations (including trolley systems, tramways and suburban railways) up to 25kV AC, for heavy rail and high-speed railways. The HS25 section insulator is available in numerous configurations for differing system heights and with a choice of skid styles, to suit all locations. More recently the skidless HI25 section insulator has been introduced, which has been designed for operation at higher speeds and is suspended by spring droppers, to present even less

of a hard spot to the passing pantograph. The HI25 is quicker to install, requires less maintenance and is also available in various configurations, including one for use at contenary locations and others for use with AWAC systems. For the separation of different electrical phase supplies, or for the separation of different voltages, the company has become a specialist in developing custom-made neutral sections as well as automatic switched phase breaks. The NS25 is a neutral section which utilises skids, has twin insulator rods and is suspended by cable droppers. There are several hundred NSR25 neutral sections located around the UK network, which is a skidless unit, consisting of a single insulator rod and the unit is suspended by spring droppers, similar to the HI25 section insulator. Composite insulator rods for contact wire and catenary wires only leave the factory after each and every rod is tested, to ensure compliance with industry norms, which assures the customer of complete reliability. Complete range of suspension components Arthur Flury supplies conical couplers (sometimes called click-splices), forked collar sockets, flexible droppers, contact wire splices and specialist clamps, all of which will meet the exacting standards of any railway system. As an expert in the cold forming of CuNiSi alloy (copper, nickel and silicone), Flury’s products are smaller, lower in weight and of higher tensile strength than alternative materials/processes and these criteria are vital when considering the design of any OLE system. Conical couplers, forked collar sockets and clamps are designed to ensure that the conductor will break before the Flury product can break. The TF5 dropper is fully compliant with EN50119 and is used extensively in the UK. Its clever thimble connection between the dropper wire and clamp provides for movement along almost any plane, which reduces the incidence of metal fatigue and thereby contributes to an extremely long life, with less requirement for costly maintenance or replacement. A comprehensive overhead contact line earthing programme Arthur Flury has a complete range of specialist products for the temporary

earthing of overhead contact lines during maintenance and repair. As a complementary product, a 25kV live line tester is also available, with full Network Rail product acceptance. Representation and support Reflecting the importance of the UK market to Flury’s global business, a one hundred per cent owned subsidiary was established ten years ago. Operating from offices in Milton Keynes, the Arthur Flury (UK) Ltd team is responsible for all aspects of sales and marketing and is available to offer help and advice for specifiers. UK Projects Arthur Flury products have been extensively incorporated into all of the major UK schemes in recent years, including: • Anglia Upgrades • Blackpool Trams • Crossrail Surface Works • Edinburgh to Glasgow Improvement Programme • East Coast Mainline Neutral Sections • Gospel Oak to Barking • Great Western Electrification Programme • Manchester Metro • Midland Mainline • North West Electrification • Sheffield Tram Train • Tyne & Wear Metro • West Coast Mainline Remodelling • West Midlands Metro. Global presence With another subsidiary company based in Italy, the global scope of Arthur Flury is extended by close partnerships with an extensive network of specialised sales agents, focussing on OLE components. Customers may find Flury equipment on display at numerous national exhibitions and, of course, there will be a strong presence at Innotrans in 2020. If you are visiting the show in Berlin, please drop by our booth to discover the latest news. Tel: 01908 686766 Email: info@aflury.co.uk Visit: www.aflury.co.uk

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Electrification

Engineering the Overhead OLE Limited is addressing the skills shortage by creating two apprenticeships. Our apprentices are undertaking their academic education by day release at Derby College, with the balance of their time developing their design skills

O

verhead Line Engineering Limited undertakes projects ranging in size from a few thousand pounds to several hundred thousand pounds and from initial feasibility to entry in to service. OLE Limited has a developed a broad client base which includes principal and specialist contractors along with design organisations and provides a broad range of overhead line engineering support services covering the whole lifecycle from project inception, through design, construction and commissioning and equipment upgrades and renewal. OLE Limited work with a group specialist engineering suppliers covering Civil engineering, EMC, structure design, track design, signalling design and signal sighting. This established supply chain enables the provision of design packages to Clients which have the interfaces with all relevant engineering disciplines managed through the IDC process. A logical development has been to work with our supply chain to provide multidisciplinary design. A number of

projects have been successfully delivered using this approach and it is an increasingly important strand of the service offering. Engineering excellence OLE Limitedâ&#x20AC;&#x2122;s team of engineers and technicians have experience in all types of overhead lines installed in the UK from the ex-DC systems dating from the 1930s right up to the latest UKMS range. This breadth and depth of experience enables the production of design solutions for any project. A cornerstone of OLE Limitedâ&#x20AC;&#x2122;s design approach is to utilise value engineering techniques to minimise the amount of work required whilst achieving the client remit and full compliance to Standards. The approach results in reduced whole life costs, reducing both initial costs through reduced work required and operational costs with less infrastructure to maintain and ultimately renew. Projects OLE Limited is supporting SPL Powerlines Group on the Midland Main Line

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Electrification projects. A range of services is provided including, multidisciplinary outline design, detailed design, staged isolation documentation along with engineering staff. A regular client is the Spencer Group, for whom OLE has produced design for a range of projects including modifications to ECML depots for the introduction of IEP trains. A current project is Stevenage Turnback. The increased traffic on the ECML resulted in insufficient capacity for Hertford Loop trains to run on the ECML. The project provides a single bidirectional line which allows Hertford Loop services to terminate at Stevenage without conflicting with the ECML. OLE Limited designed further examples of its innovative headspan to portal conversion. This provides a low cost solution to install a boom on existing headspan masts and foundations in order to provide mechanical independence and so eliminating the Achilles heel of headspan structures The conversion to a portal allows the OLE for each line to be mechanically independent from the OLE on other lines which leads to a huge increase in system reliability as


Electrification

Future Expansion With established offices in Derby and Milton Keynes and a diverse range of clients across the rail industry, OLE Limited is well placed to support a wide range of rail projects. It is expected that both offices will expand over the next two years, as the CP6 work bank comes to market. As Network Rail brings more work in house, we have contracted direct with Network Rail in two Routes and seek to form relationships with the remaining Routes. OLE Limited believe that there is a bright future for rail electrification in the UK, if the challenge of value for money can be achieved. A significant factor is the production of highly accurate design to programme and this is the service that OLE Limited provides.

defects on one line are not cascaded to adjacent lines. It also vastly simplifies future adjustment to the OLE as each line can be worked on independently. OLE Limited has a longstanding

OLE

relationship with Furrer+Frey, commencing in 2008 with the GE OLE Renewals project and continuing in to the future with the refurbishment of the OLE on the Thameside routes.

Accreditation OLE Limited has recently completed the transition to ISO 9001:2015 with the successful completion of a recertification audit of our Business Management System. OLE Limited hold RISQS accreditation to all codes relevant to OLE design. Tel: 01332 342122 Email: Contact@OLE-Limited.co.uk Visit: www.OLE-Limited.co.uk

For more information contact Keith Orgill on 01332 342122 or email Contact@OLE-Limited.co.uk

Limited

Overhead Line Engineering Limited is an independent railway electrification design and consultancy business. OLE Limited was founded in 2008 and has grown organically to the present team of twelve engineers and technicians. Our team of highly experienced engineers have experience of all types of OLE installed in the UK. We provide a broad range of overhead line engineering support services covering the whole lifecycle from project inception, through design, construction, commissioning and equipment upgrades and renewal. Current projects include Midland Main Line Electrification, Mark 1 Midlife Refurbishment and Stevenage Turnback. We are always looking for the right people to join the team. Please email your CV to contact@OLE-Limited.co.uk

4B Mallard Way, Pride Park, Derby DE24 8GX

Rail Professional Industry Reference Book 2020 Page 185


Electrification

Station infrastructure and electrification Chris Walker, Electrical & Plant Engineer at Mott MacDonald, explores the issues facing major electrification projects

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he world of electrification has gained some limelight in recent years with major electrification projects being commissioned. The miles and miles of steel and copper zigzagging through the country are certainly the main attraction, paving the way for new rolling stock and a betterquality railway for the public. However, a less obvious aspect is the effect on existing lineside infrastructure, including stations. The goal of introducing electrification on routes is an improvement to the public, but it also introduces a risk of harm when things go wrong. Behind the scenes of electrification is the safety aspect, specifically earthing and bonding. Very few will even notice its implementation, as the aim is to provide compliant earthing and bonding systems without disruption to the public and avoid disturbing station aesthetics. No two stations are the same, especially when you consider the surrounding environment, which presents a challenging design ethos. These challenges encourage the delivery of bespoke design packages for stations, that create not only compliant earthing and bonding designs, but designs that have safety at the forefront for both the public and authorised personnel. With the expansion of electrification throughout the UK, the role of station earthing and bonding within design deliverables has evolved. With passenger numbers on the rise and station owners cramming more technology onto the platforms to aid customer experience, the implication of de-wirements is now more prevalent than ever. Gone are the days of dark station platforms barely lit, platforms are now awash with neat lines of lighting and CCTV columns with dazzling displays of customer information service screens. These visually impressive assets now must be considered as part of the earthing and bonding design process. The need for bonding relies heavily on where assets are in relation to the overhead contact line zone, the zone in which a broken overhead contact line would not exceed. Before any design works can even be initiated, a detailed assessment of the station is needed. Identifying elements of the station which lie within the zone allows designers to establish a baseline of bonding required. The basic principle is to provide a common bonding approach, so that under fault conditions, faults would be cleared in the allowable time (i.e. 200 milliseconds).

Along with this, any dangerous rise in touch potentials which could lead to electric shock are required to remain under certain limits set by the various standards. To achieve this, assets identified as requiring bonding are all connected to the station main earth terminal via a network of cables subtly routed in cable containment to achieve the overall goal. Stations cannot be considered wholly autonomous, as some interface heavily with outside infrastructure. The overarching principle of bonding is to provide a safer environment; however, bonding can introduce risks which previously were never present. By bonding elements of the station, undesirable touch potentials can be transferred outside of the station boundary during fault conditions. This risk is particularly prevalent in areas such as station carparks where fencing and assets are shared. Earthing and bonding is not a simple ‘bond everything’ approach, but more a delicate balancing act of assessing risk and safety. The knock-on effect of bonding can be seen well beyond the platforms if not considered, so where do you draw the line? This can be the most difficult aspect faced by engineers during design works. If the risk cannot be eliminated, physical separation is sometimes the only option. This is widely

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achieved with the installation of nonconductive fence sections or structures made of glass reinforced plastic or similar approved products. In some cases, even coating structures with a specialist nonconductive paint layer. Not every station requiring remedial works has the luxury of all the ‘mod-cons’, with dated and sometimes sub-standard facilities. These stations cause a variety of issues around poor and dated infrastructure and in some cases listed structures. Workarounds must be considered for such situations, with solutions tailored for safety whilst also protecting the uniqueness of such structures. Aesthetics also pose a unique design problem; station operators are often dubious about having their surfaces ripped up for the sake of one or two cables, simply to be left with a less than appealing tarmac scar strew across all platforms. And who can blame them? The variety and challenges brought forth by stations provides an interesting spin on the traditional earthing and bonding systems. As more infrastructure is crammed into a smaller space and the outside world slowly encroaches ever closer to electrified Network Rail infrastructure, the role of earthing and bonding will continue to play a vital and more dominant role in design deliverables.


Energy

Fast forward to 2040 – Destination Decarbonisation Eli Rees-King, Marketing Director at the Rail Alliance, reports on the UK’s first rail decarbonisation event

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n 17th September, the Rail Alliance and Birmingham Centre for Rail Research (BCRRE) delivered the UK’s first rail decarbonisation event at Quinton Rail Technology Centre (QRTC), a test and trial centre of excellence and fast becoming recognised for the concentration of green railway technologies being developed there. The subject of decarbonisation has never been more topical than it is now. However, this is not a new concept with many scientists and action groups campaigning for years and years for the world and government to wake up to the pending global catastrophe that now looms. Championing sustainability and decarbonisation is a major focus for Rail Alliance and BCRRE and recognising the urgent need for an industry platform where discussion and the sharing of knowledge and information could take place, Destination Decarbonisation was born. Setting the scene for decarbonisation in rail Greenhouse gas emissions in the UK will be cut to almost zero by 2050 under the terms of a new government plan to tackle climate change. However, according to leading rail experts in sustainability and rolling stock, Britain’s railways could remove diesel-only passenger trains from the network and make substantial progress towards decarbonising their operations by 2040. Destination Decarbonisation provided an excellent opportunity for delegates to meet and

hear from industry experts and leaders as well as to find out more about the practical solutions in the vibrant and dynamic expo area including real examples of working technology in the form of the HydroFLEX – the UK’s first hydrogen train launched three months ago at Rail Live, in addition to Vivarail’s battery train – a company leading the way with the first modern production battery train in the UK and continuing to make leaps and bounds in its development programme to improve battery technology for trains. An additional highlight for visitors was provided by Porterbrook with the Innovation Hub – a unique solution to showcasing the latest passenger focus products from over 25 suppliers, many of them UK SMEs. The event also drew the attention of several high profile visitors and speakers including Jeremy Hotchkiss, Deputy Director Rail Group, Department of Transport (DFT) and Mark Gaynor, Head of Railway and Planning, Rail Delivery Group (RDG). It was also notable that MP Lilian Greenwood – Member of Parliament for Nottingham South attended along with several other member of the Transport Select Committee, of which she also Chairs. Throughout the day expert speakers took to the microphone on the subject of decarbonisation. Jeremy Hotchkiss, Deputy Director, DFT, set the scene by drawing reference to climate change and the need to act now: ‘as in 30 years we will be taking as much carbon from the atmosphere as we emit. No sector is exempt from this

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challenge and rail can’t rest on its green laurels. People are making the choice to travel by rail and helping to reduce carbon emissions but there is more to be done.’ Mark Gaynor, Head of Railway and Planning, RDG, followed with an introduction to the strategy for decarbonising the railway saying that there are ‘benefits for customers of increased carbon zero journeys with a consequence being greater reliability as well as improved air quality’. He also commented on the government commitment to end diesel only trains by 2040 saying: ‘it took industry and officials a little by surprise, as rail is so much greener than other transport modes already.’ Following the theme from a strategic viewpoint, David Clarke, Director, Railway Industry Association said: ‘Once we work


Energy

out how to decarbonise today’s network, we need a strategy for growing the rail network too, because the biggest contribution we can make to decarbonisation is modal shift from other transport modes. Hydrogen today is not as good as electric, but it depends where it’s coming from – if by 2040 we are producing hydrogen at scale from renewables, then that is truly green. Electric is the only traction that can handle all train duty cycles, but hydrogen has some important use cases, and batteries will play a key role in powering short distances off the wires. ‘The map that Network Rail are drawing up will help signpost industry as to where to plan against. All intensively used passenger and freight routes should be electric. Hydrogen self-power on less intensively used routes. Battery storage for last mile and short unpowered route sections. The key challenge is freight. Hydrogen or batteries are going to need too much space to pull those kinds of loads.’ Which begs the question – just how will freight realistically tackle decarbonisation targets? We also heard from Giulia Lorenzini, Senior Partnerships and Grants Manager, RSSB, who presented on the two major programmes supporting innovation – Decarb and CLEAR and what the RSSB is doing to support the sector with funding opportunities and competitions as well as assisting with the Rail Industry Decarbonisation Taskforce final report to the Minister for Rail. For full details and to view the report please go to the RSSB website. An added insight was also expertly delivered by Mark Goldby, AEM Specialist, Midlands Engine/DIT into what the Midlands regional focus is around rail and in particular decarbonisation, and some of the ways in which companies can tap into the extensive opportunities in the region, from its rich skills base, to specialist facilities

and R&D not to mention connectivity and supply chain. Hearing the strategy was important, but equally important was learning more about the practical examples in place and the work being done right now to seriously address the decarbonisation challenges on the railway. Our expert speakers included: • David King, Engineering Director at Vivarail (Class 230: zero emission trains)

• Dr Pietro Tricoli, BCRRE (Power converters: the enabling technology for railway decarbonisation) • Jamie Young, Engineer, Steamology (Zero emission hydrogen steam turbine rail propulsion) • Leo Murray, Director of Innovation, Riding Sunbeams (First light: powering our railways with community solar https://www.ridingsunbeams.org/ reports) • Noel Dolphin, Director at Furrer + Frey (Battery charging for trains) • Stuart Hillmansen, HydroFLEX Project Lead and Senior Lecturer at University of Birmingham and Helen Simpson, Innovation and Projects Director at Porterbrook (HydroFLEX – the UK’s first hydrogen powered train). Alice Gillman, Head of Marketing, Vivarail said: ‘This was one of the best and most useful events we’ve attended this year. The calibre of the speakers and guests was really impressive and clearly demonstrated the industry’s focus on decarbonisation – which is great for all of us working to do that and as human beings!’ The Rail Alliance and BCRRE will be running more decarbonisation events in the future – for further information on how to get involved, please contact eli.rees-king@railalliance.co.uk.

Rail Professional Industry Reference Book 2020 Page 189


Airborne 10RT is an absorption technology that has been designed to absorb total suspended particulate matter (TSPM) when introduced in to the atmosphere via an APPS Track Side PIRA (TSP) or an Airborne 10RT nozzle dust suppression system which have been specially designed and manufactured to ensure that the correct micron size and volume are delivered allowing the hydrophilic and hydrophobic tails within the Airborne 10RT to help remove particulate matter.

APPS UK Ltd are much more than a speciality dust suppression and odour control supplier, every day we help our customers tackle their toughest challenges. We undertake this by providing solutions

The Track Side PIRA has been specifically designed for the Rail Industry to deliver Airborne 10RT into the atmosphere. This will help absorb particulate matter generated from a multitude of operations from, ballast drops, tamping, DEEE, vehicle movement and general dust and odour related issues. The TSP is a self-contained mobile unit which will produce a 40 micron water droplet from the rotary atomiser and when infused with Airborne10RT will absorb total suspended particulate matter. The frame is constructed of mild steel which is situated on wheels along with 4 x lifting points for easy manoeuvrability around stations, platforms, track, rail trolleys and tunnels. The TSP is fitted with a self-contained water tank, generator, pump, control panels and a multifunctional 285 degrees rotary atomiser head and hydraulic arm with a height restriction of 2400mm and offering fantastic versatility for any operation.

that

improve

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efficiencies,

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product quality, protect plant assets and minimise environmental impact. We implement and support these solutions through our experienced team of consultants who work side-by-side with project managers to ensure a total managed solution.

DustMac77 TrackSeal is formulated to form a strong bond that seals loose particles that would normally become airborne when disturbed by wind movement from trains or vehicles. The coating is applied after the new ballast has been laid sealing the loose dust particulates with a semi-permanent shell which protects against wind erosion, reducing atmospheric dust particles being emitted from air movement from passing trains and improving your safety. APPS UK encrusting products provide excellent pile sealing, slope control and rail car topper solutions.

APPS UK LTD

www.apps-group.com

Unit 3, Paisley Works,14 Windover Road, Huntingdon, PE29 7EB T: +44 (0)1480 458888 E: sales@appsuk.com


Environmental

Dust suppression for the rail industry by APPS Rail APPS Rail are becoming more established with their dust suppression and fully managed solutions for the rail industry, we have achieved a partnership and preferred supplier status with a number of contractors for rail renewals

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he problems associated with ballast dust is long standing and commences from where the ballast is stockpiled at depot. Upon loading onto trains, travelling to a location where track is being replaced, unloading the new ballast after the old has been dug up and reloaded onto the train, the dust problem is continuous during every operation. Then, following replacement of track and completion of works, the first train that travels through that area picks up the trackside dust and forces it further up the track and out of the tunnels towards the platforms. The dust issue is merely moved from one area to another. With the successful delivery of dust suppression on a number of major projects and contacts, APPS UK were asked to offer an alternative solutions to water saturation systems that use large amounts of water and fail to remove the finer atmosphere particulate so the TSP and Plain Line were designed and manufactured to deliver the Airborne10RT absorption technology for removing fine ballast dust. Track Side Pira (TSP) Track Side Pira (TSP) are dust suppression mobile units that have been designed to be versatile in use for the rail industry whether it being on the platform or along the track. The TSP with deliver the correct volume of water droplets in micron form in to the atmosphere via a centrifugal force fan infused with Airborne10RT to absorb atmospheric pollutants which include ballast dust, DEEEâ&#x20AC;&#x2122;s and any other airborne particulate. Batteries The TSP units have been modified to house battery packs helping to reduce the environmental impact. Each battery will run between two-and-a-half to three hours before the battery requires changing but this may vary depend up on the conditions. Plain Line Nozzle system The Plain Line Nozzle system will cover up to 400 metres and will be zoned for the preservation of water, the operational unit comes complete with control panels, power and pre-mixed Airborne 10RT absorption technology, the unit can be located in Rail Professional Industry Reference Book 2020 Page 191


Environmental

Perfect combination The Plain Line Nozzle System and TSP are synonymous with each other whilst the Plain Line Nozzle System is ideal for the longer track runs the TSP can be perfectly placed on the platforms and relocated very quickly.

sidings, level crossing and can also be split to run in either direction. Airborne 10RT pre-mixed absorption technology is introduced in to the atmosphere via Stainless Steel Nozzles that are located on extension poles and will run down the length of track, these are positioned between five and six metre increments. The nozzles can be located on either side of the track to suit the operation. Once the nozzles are in situ they can be programmed to run in conjunction with the ballast drop to help save on water and unnecessary nozzle running times.

The nozzles Each Stainless Steel Nozzle is balanced to deliver five litres of water per hour in 40 micron droplets. The Nozzles have been designed to dispense 2.8 million 40 microns per litre with a total delivery of 14 million 40 microns per nozzle per hour per five litres, once infused with Airborne10RT, the non-selective absorption technology will offer in theory a combined atmospheric pollutant absorption capacity of up to 70 billion per nozzle. Airborne 10RT is an absorption technology that has been designed to absorb total suspended particulate matter (TSPM) when introduced in to the atmosphere via an APPS Track Side PIRA (TSP) or an Airborne10RT Nozzle dust suppression system. These systems have been specifically designed and manufactured to ensure that the correct

Page 192 Rail Professional Industry Reference Book 2020

micron size and volumes are delivered in to the atmosphere allowing enough retention time for the hydrophilic and hydrophobic tails within the Airborne 10RT to help remove the total suspended particulate matter.

DustMac77 TrackSeal is formulated to form a strong bond that seals loose particles that would normally become airborne when disturbed by wind movement from trains or vehicles. The coating is applied after the new ballast has been laid sealing the loose dust particulates with a semi-permanent shell which protects against wind erosion, reducing atmospheric dust particles being emitted from air movement from passing trains and improving your safety. DustMac77 can also be applied to inner tunnel walls to help prevent dust lift from passing trains and general wind agitation. APPS UK encrusting products provide excellent pile sealing, slope control and rail car topper solutions. Tel: 01480 458888 Email: Sales@appsuk.com Visit: www.apps-group.com


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Fleet Manufacture & Rolling Stock

Innovative material solutions for rail While rail remains a core business focus, TRB Lightweight Structures has diversified into other markets, such as hybrid and electric vehicles, aerospace and medical devices, developing lighter, more environmentally friendly materials that are now finding applications in rolling stock

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RB Lightweight Structures Ltd. (TRB), based in Huntingdon, Cambridgeshire, is a leading tier one manufacturing and engineering company, which provides customers with a complete concept to delivery service using in-house production, engineering and laboratory testing facilities. TRB develops, tests and validates innovative lightweight materials solutions using metal and composite materials. As needed, it supplies both components and fully assembled, ready to install units to original equipment manufacturers (OEMs). TRB, which is now in The Sunday Times Fast Track Top 100 companies, has been helping train manufacturers and operators for more than 60 years. The company has gained an established reputation as an IRIS (International Railway Industry Standard) approved supplier of engineered parts and complete systems to leading train builders worldwide including Hitachi, Siemens and Bombardier. As well as IRIS, TRB is DIN 6701 certified and a RISQS registered and approved GB rail supplier. TRB designs and manufactures a wide range of interior and exterior components, for both new build and refurbished rolling stock, such as floors, partitions, galleys and storage units, passenger doors and emergency detrainment door systems. The company has supplied and installed components for major UK rail projects such as Hitachi’s Class 800/801 high-speed train, the London Victoria Line and the UK West Coast Main Line. In more recent years, TRB has diversified into other market sectors, such as hybrid and electric vehicles, aerospace and medical devices, as well as focusing on developing new lightweight products based on more environmentally friendly materials that are now being used in the rail sector.

ethos of the leadership team. In 2018, TRB won an industry award for developing a new lightweight, sustainable, carbon fibre reinforced plastic (CFRP) sandwich panel design biocomposite rail carriage door leaf; as well as using a bio-resin for the prepreg, the foam core was produced from one hundred per cent recycled plastic packaging. The innovative biocomposite door helps to reduce train energy consumption, being 35 per cent lighter than an equivalent aluminium door, with no cost premium for switching to a more environmentally friendly material. For the rail sector, TRB’s design and materials processing capabilities now include alternative lightweight composite materials that comply with the latest and most stringent fire, smoke and toxicity guidelines detailed in EN 45545. These materials include phenolic SMC (sheet moulding compounds), modified epoxy glass prepreg, fire retardant foam cores, carbon/phenolic prepreg, and select thermoplastic materials. New DIN bonding certification TRB is now qualified to DIN 6701 (Parts 1 to 4) A1 for the bonding of safety critical rail vehicle parts in applications where there is a risk of endangering passengers due to part failure in use. Attaining the top level (A1) approval enables TRB’s main production facility in Huntingdon to bond any product required in a rail vehicle under any of the four DIN 6701 A1-3 and Z type classifications. Safety critical products needing A1 approval that are manufactured and supplied by TRB include emergency detrainment door systems and passenger exit doors. Switching to bonding where possible has proved beneficial by further reducing weight by eliminating fixings, improving assembly productivity and reducing overall production costs.

New sustainable materials and capabilities Since the signing of the Paris Agreement on climate change back in 2016 to reduce CO2 emissions there have been numerous mergers, collaborations and major capital investments by the transport industry globally to develop new hybrid and all-electric cars, buses, trams and trains. Transport companies have needed to rapidly rethink, redesign and retool in response to tighter environmental legislation and growing socio-economic pressures globally for cleaner, less air polluting passenger cars, vans, lorries and public transport. Offering OEMs alternative low weight solutions to reduce emissions based on sustainable materials is the ultimate strategic goal for TRB and central to the business Page 194 Rail Professional Industry Reference Book 2020

The vessel measures 1.5m x 3.0 metres and is designed and manufactured to meet the requirements of PD 5500 with a design pressure capability of 6 Bar @ 250°C

Aerospace quality composites for rail The use of lightweight advanced composites by OEMs in the aerospace and defence sectors has delivered major end use performance improvements and reduced energy consumption. Some years ago, key investments were made by TRB to meet the exacting needs of the aerospace and defence market. For manufacturing aerospaceapproved prepreg composite components, a new 4,000 sq. ft clean room, built to ISO 14644 standards, was added to the Huntingdon factory, along with an autoclave (three metres long by 1.5 metres wide) heated pressure vessel. Honeycomb prepreg composite laminates, produced using an autoclave, are extensively used for aircraft interior applications such as sidewalls, ceiling and floor panels, galleys, toilets and partition walls, as well as a number of exterior parts. Like aerospace, the rail industry can also take advantage of the lifecycle cost benefits of using advanced technology composite materials in next generation high-performance trains, which need to be lighter, faster, more energy-efficient and cheaper to maintain. Weight and cost saving rail projects TRB works in partnership with rail customers to eliminate weight in new designs, to reduce maintenance repair and overhaul (MRO) costs and to improve safety. Past projects have included developing a new lightweight composite antenna cover for Alstom Transport and reverse engineering a stiffer and lighter coupler hatch for the West Coast Pendolino. During 2019, TRB has been working in collaboration with CAF on the production of 17 new trains for West Midlands Railway. Each four-car train is designed to operate as a stand-alone vehicle, or can be coupled with additional units to increase passenger capacity. CAF was looking for a partner within the UK, and approached TRB due to its extensive history and expertise in the manufacture of high quality rail interiors using composite


Fleet Manufacture & Rolling Stock materials. TRB was appointed for the design and production of new gangway doors, used to section the cab off from passengers in driving mode, or used to create additional corridor space to allow passengers to move between trains when they are coupled. TRB has provided CAF with a door design which meets all the cost, weight and regulatory specifications. The 136 carriage doors needed – four per cab and overall eight per train – will have an aluminium external skin with an aluminium honeycomb core, making them rigid, strong and lightweight. The TRB door design meets GM/RT 2100 Rev 5 regulations, and has been impact tested to BS EN15152 standards to ensure the door meets the stringent safety requirements of the UK rail sector. Novel carriage table design with added safety Another recent TRB product innovation was a collaborative project carried out with engineering and manufacturing solutions partner company Seisenbacher, which is IRIS Rev 02 V2.3 EN 2018 and ISO 9001 EN2-018 accredited, as well as having other DIN and EN railway vehicle accreditations for metal welding and bonding. The joint project team developed a novel composite table for passenger carriages which meets the GM/RT 2100 and APTA. The new lightweight composite table included the critical safety features of a unique

cantilever design fixing system developed by the Seisenbacher’s engineering team; this innovative cantilever system absorbs impact energy and reduces translation movement in the unlikely event of a crash. The passenger carriage table project combined TRB’s lightweight materials expertise, used to design and manufacture the tabletop, with Seisenbacher’s engineering and production team’s proven capabilities in designing, testing and supplying high performance interior component fixture systems for rolling stock. Ready for Future Rail Needs TRB has made major strategic investments to grow its capabilities, while also running ongoing continuous improvement programmes across the business to increase efficiency, reduce costs, and raise quality even higher. Over the last four years, the business has expanded by approximately ten per cent annually, adding around 4,000 square feet per annum of new factory space. Looking forwards, the TRB management team plans to continue making strategic investments and partnerships with specialist technology providers which complement TRB’s capabilities. Richard Holland, Managing Director of TRB explains: ‘We will continue to invest in product innovations and technologies to meet rail and other transport market needs, combining in-house engineering and

production capabilities with using strategic business partners who can bring innovative, added value technologies, improving our abilities to offer customers end to end solutions, including more environmentally friendly materials.’ The clear aim is for TRB to continue to grow by focusing on providing its customers with complete solutions that meet the evolving needs of the rail sector and the other transportation markets in response to growing socio-economic pressure globally for greener, more sustainable products. Tel: 01480 447400 Email: sales@trbls.com Visit: https://trbls.com/  

Rail Professional Industry Reference Book 2020 Page 195


Reliability Made by Schaeffler

Double-row tapered roller bearing as a ready-to-mount unit. Ready-to-mount TAROL units (Tapered Roller Bearing Unit) have an integrated seal, are greased and the clearance is adjusted during assembly. TAROL units are available in either metric or imperial dimensions and are supplied with all the necessary retaining elements and fittings. They are mounted on the axle journal using a hydraulic press. In an increasingly dynamic world, bearings and system solutions from Schaeffler not only help railways prepare for the challenges of the future, but also improve their safety. www.schaeffler.co.uk


Fleet Manufacture & Rolling Stock

Bearings and condition monitoring for rail vehicle axleboxes The Schaeffler Group portfolio includes high-precision components and systems for engine, transmission, and chassis applications, as well as rolling and plain bearing solutions for a large number of industrial applications

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he Schaeffler Group, is a leading global supplier to the automotive and industrial sectors, with innovative and sustainable technologies for electric mobility, digitalisation, and Industry 4.0. The technology company has a turnover in excess of €14 billion (£12 billion) with around 89,000 employees, Schaeffler is one of the world’s largest family companies with approximately 170 locations in over 50 countries. Schaeffler has more than one hundred years’ experience in the rail industry, with applications including axlebox bearings and housings; bearings and components for traction motors and gearboxes; railcar connectors; tilting technology; and bearings for train doors. Axlebox bearings ensure safety, reliability and a long operating life Manufacturers of rail vehicles, as well as rail operators and passengers, all expect the highest level of reliability and operational safety in every type of rail vehicle – from trams to high-speed passenger trains. In light rail vehicles, for example, the focus is on low-floor designs and multiple-section designs. The running gear, bogies and components must therefore be extremely compact and reliable, as these systems are safety-critical. Schaeffler offers a wide range of rolling bearings for axleboxes that meet all of these demanding requirements. Axlebox bearings are subject to extreme loads at the interface between the wheelsets and the bogie frame and so must meet various technical requirements. If the rolling bearing components are tested according to EN 12080, including ultrasonic testing of the inner and outer rings rings, they comply with the highest quality class and are labelled with ‘Class 1’. At Schaeffler, compliance with EN 12082 is verified on special axlebox bearing test rigs.

cylindrical roller bearings support the normal axial loads and have a modified linear contact between the rollers and the raceway to prevent edge stresses. Cylindrical roller bearings in axlebox bearings are principally used in two main configurations: • Two single-row cylindrical roller bearings as a bearing set. • One double-row cylindrical roller bearing as a ready-to-mount unit. Double-row cylindrical roller bearing units have an integrated seal, are greased and delivered ready to mount. The dimensioning is normally based on a calculated operating life of more than three million kilometres (1.8 million miles). Spherical roller bearings Spherical roller bearings are used in axlebox bearings for freight vehicles, locomotives

and other rail vehicles. Schaeffler provides spherical roller bearings for wheelsets with fixed inner ring flange and solid brass or sheet steel cages, which means the bearings can withstand extremely harsh conditions. They contain two rows of symmetrical spherical rollers that freely adjust

Cylindrical roller bearings and bearing units For decades, cylindrical roller bearings have stood the test of time in supporting the wheelsets of all types of rail vehicle. The bearings are particularly suitable for supporting high radial loads and normally have special internal designs and polyamide cages. As well as other axlebox bearings, Rail Professional Industry Reference Book 2020 Page 197


CableGuardian is the only product to offer proactive monitoring, detection and location of both insulator and conductor faults on live signalling power systems as specified in Network Rail specification NR/L2/SIGELP/27725.

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Fleet Manufacture & Rolling Stock

themselves in the concave raceway. Tapered roller bearings and TAROL units Tapered roller bearings are used in the same way as cylindrical roller bearings in the axlebox bearing supports of all types of rail vehicles: • Two single-row tapered roller bearings as a bearing set. • One double-row tapered roller bearing as a ready-to-mount unit (TAROL unit). Ready-to-mount TAROL units (Tapered Roller Bearing Unit) have an integrated seal, are greased and the clearance is adjusted during assembly. TAROL units are available in either metric or imperial dimensions and are supplied with all the necessary retaining elements and fittings. They are mounted on the axle journal using a hydraulic press. Schaeffler also provides customer-specific components, spare parts and housing adapters on request. Axlebox bearing housing and adapter The housing, which connects the bogie frame to the wheelset, must safely transfer loads. The design depends on how the forces are introduced into the housing. The correct shape ensures optimum distribution of pressure in the rolling bearing so that the

specific load is reduced and stress peaks in the load-bearing contact surfaces are avoided. The design of the housing is individually adapted to the adjacent construction. The optimum design is ensured by means of complex tests that are supported by FEM calculations. The finite element method describes not only complex geometries but also the complex progression of the force flow in the housing as realistically as possible. Axlebox bearing housings and adapters can be supplied made from spheroidal graphite cast iron, cast steel or cast light metal. Schaeffler and Siemens Mobility develop intelligent axlebox generator Customers who wish to digitally monitor their freight train fleets can do so in an easy, efficient manner by using a solution developed by Schaeffler and Siemens Mobility. The ‘Intelligent axlebox generator’ innovation project combines the expertise of both companies in the fields of axlebox generators (Schaeffler) and telematic systems (Siemens Mobility), resulting in a digital system for improving transparency and increasing efficiency in rail freight transport. With a generator integrated into the axlebox bearing housing cover, Schaeffler provides an independent power supply for freight cars. Siemens Mobility uses this independent power supply for its telematics units, which record information about the train during operation and make the data immediately available via a mobile network.

Independent power supply for telematics units Freight cars typically do not have their own electrical power supply. Until now, electrical systems in freight cars have primarily been supplied with power from batteries. Available energy is therefore limited from the outset, which also limits the systems’ functionality. With its axlebox generator, Schaeffler is presenting an independent power supply that is flange-mounted to the wheelset to provide an alternative to the supply of power from the locomotive or batteries. The performance of the electronic system is therefore available without restriction. The wear-free generator supplies one watt of power starting from approximately 40 kph (25 mph). The combination of a continuous supply of power and the Controlguide CTmobile telematic system from Siemens Mobility enables additional added-value services such as condition-based monitoring and immediate data availability. The system is ‘wireless’ and can easily be retrofitted or replaced. For customers, converting to an “intelligent” axlebox generator means that the wheelset’s standard components – such as the housing, bearing, and axle journals – remain unchanged. Only the housing cover and the axle cover need to be replaced. In addition, the system is maintenance-free. Sensors for monitoring the wheelset regarding temperature, vibration, wear, and flat spots on the wheels can optionally be integrated and are currently being developed. Information about the train in real time Siemens Mobility’s scope of delivery includes a circuit board integrated into the axlebox bearing housing cover and the CTmobile telematics box installed on the freight car, which records the data and transmits this via a mobile network. Moreover, different sensors for parameters such as door openings, load, and temperatures can be integrated into the system. Tel: 0121 313 5830 Email: info.uk@schaeffler.com Visit: www.schaeffler.co.uk

Rail Professional Industry Reference Book 2020 Page 199


Flooring

Forbo Flooring Systems’ expanding portfolio of rail floor and wall covering solutions Forbo Flooring Transport’s portfolio contains designs that offer total design freedom, versatility in colour and suitability in a diverse range of environments

C

Coral Move Vision FR = design freedom oral Move Vision FR uses a digital printing process, as opposed to pre-dyed yarns being tufted in different design styles (as per Coral Move FR). Digital printing allows for far greater customisation possibilities in terms of design and colour. It makes non-linear type designs possible, is perfect for more complicated designs or when there are many different colourways within a design. Pantone and RAL colours can be matched. Coral Move Vision FR broadloom carpet offers the following characteristics: • Extensive customisation possibilities, using digital printing. • Luxurious aesthetic and underfoot comfort. • Durability and appearance retention due to one hundred per cent nylon construction. • One hundred per cent of Coral Move Vision FR yarn is Econyl®. • Natural latex backing from rapidly renewable source. • Slip resistance and outstanding acoustic properties. • Ease of maintenance due to open cut pile construction. • Reaction to fire EN 45545-2: HL3. • Available with Pro-Fit backing for quicker installation. Designed by you Clients work with Forbo’s dedicated inhouse design team on an individual project

basis to ensure that their Coral Move Vision FR carpet meets their precise design and colour requirements. The design step-by-step process: 1. Design brief and samples are sent in via your local Forbo representative. 2. Forbo design team develop the design. 3. Matching pantone/NCS/RAL or material samples supplied. 4. Graphic design to be sent to the customer to ensure that the brief is fulfilled. 5. A physical sample is then produced and sent to the customer for their approval. 6. Once all is approved by the customer, the order can then be produced.

Cut to size and shape Forbo has the inhouse technology to pre-cut material to suit the customers’ requirements with the ability to cut detailed and complex saloon layouts to improve the speed of installation. Orders can also be grouped into kits with bespoke labelling, again to speed up and simplify the installation process. Marmoleum FR2 is now HL3 compliant For the rail sector Marmoleum FR2 is a new product that offers versatility in terms of colour and design, but what makes this floor covering special is the fact that it is created using a high percentage of natural raw materials, with renewable and recycled content. Reasons to choose Marmoleum FR2 for your rail saloon flooring: • reaction to fire EN 45545-2: HL3 • sustainable floorcovering • homogeneous durable construction

Rail Professional Industry Reference Book 2020 Page 201


Flooring

• low life cycle costs – can be renovated and repaired • wide range of colourways per design • aquajet cutting service available • suitable for all modes of rail vehicles including underground and sleeper vehicles. Environmental leadership • 71 per cent natural raw materials • 44 per cent recycled material content • 29 per cent of raw materials are rapidly renewable. Marmoleum FR2 is also an Allergy UK approved floor covering. All Marmoleum FR2 floors include Topshield2, a double layer, UV-cured finish that is: • scratch and scuff resistant • easy to maintain • ensures long lasting appearance retention. With its natural bacteriostatic properties and resistance to chemicals, Marmoleum FR2 is the ideal solution for heavy traffic rail vehicles. The design team can prepare a flooring design that is transferred to Aquajet cutting machines. Whether it is a complete rail saloon layout to help with quick installation, company logo, signage or thematic design, the possibilities are limitless with Aquajet cutting. Five designs in the Marmoleum FR2 collection: • Fresco FR2 • Real FR2 • Walton FR2

• Vivace FR2 • Concrete FR2 In addition to the five designs in the Marmoleum FR2 collection, Marmoleum Striato FR offers a distinctive linear design. An additional palette that has neutral and bright colours with warm tones and grey-infused hues spanning from light to dark, delivering natural looking floors. Marmoleum Striato FR has the same product characteristics as Marmoleum FR2 and also meets EN45545-2: HL3. Tessera Nexus FR The installation of carpet in a rail vehicle adds significant warmth, comfort and acoustic benefits. Tessera Nexus FR broadloom carpet is a brand-new range within the Tessera FR portfolio of attractive, hardwearing carpets. Tessera Nexus FR merges a metallic web overlay with a sophisticated striated ground, creating a network of connections. • flexibility for colourisation • nine neutral and classical colours • durability and appearance retention made from one hundred per cent nylon • slip resistance • reaction to fire EN 45545-2: HL2 • cut to size/shape option • available with Pro-Fit backing for quicker installation. All of our saloon floor covering products can be used in conjunction with effective entrance systems such as Coral FR, this can help to reduce up to 95 per cent of the dirt

and moisture being walked onto saloon floor coverings, thus increasing the longevity and making sure that interior floor coverings look better for longer. Fleet FR wall and ceiling covering Fleet FR is available in eight colourways and can also be manufactured in custom colourways to match any NCS/RAL reference. Fleet FR reduces ambient noise, making it ideal for use in places that require a tranquil atmosphere and a minimum of noise distraction. Fleet FR is ideal for many areas onboard your rail vehicle, such as: • walls • ceilings • luggage storage areas • entrance areas/stairways. To stay updated with new product developments, as well as installation references then please sign up online to the quarterly TRANSPRESS newsletter. Tel: +44 (0) 1773 744121 Email: transport@forbo.com Visit: www.forbo-flooring.com/transport

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SKILLS

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Franchising

Franchising is dead: long live... er... franchising? Chris Cheek considers the future of passenger rail operation in the wake of the statement by the leader of the Government’s review of the railways, Keith Williams, that rail franchising needs drastic change and the ending of the Northern franchise

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ast year marked the 25th anniversary of our publication of the first edition of Rail Industry Monitor, establishing a long tradition of monitoring and commenting on the outcome of rail privatisation. It is interesting to set the current debate over the future of passenger rail services in the context of what was going on then. It is perhaps worth recalling what objectives John Major’s Government was trying to achieve when it embarked on the process in 1993. 20 years ago, in the editorial to the 1999 edition of our publication, I suggested that there had been a number of key objectives, being: • Improved management focus – including local investment decisions, better industrial relations and improved marketing • A stable funding regime – the franchise agreements locked the Treasury into a more stable funding regime for the railways than it had known since nationalisation • Improved efficiency – breaking down an old-fashioned public sector bureaucracy to bring better, faster decision-making • Lower costs – previous privatisations resulted in substantial reductions in unit costs of production • Transfer of risk – in return for a stable funding regime, almost all revenue risk was transferred to the private sector • Better value for money – the combination of greater efficiency, lower cost and risk transfer should mean better value for taxpayers’ money in the long term • Tighter regulatory regime – transfer to the private sector would allow the railways to be more tightly and transparently regulated. This included safety, service specifications, and the sanction of fines or loss of franchise for quality failures. None of these sanctions had ever applied to BR, since there had been no alternative provider • Higher investment – with the industry’s investment needs judged on a business case basis, rather than limited by the overriding needs of Government fiscal policy • Improved quality – greater efficiency and higher investment would lead to the provision of better quality

services, especially with train operators incentivised to improve passenger numbers. 25 years on, many of those objectives seem just as sensible as they did then: many have been delivered to a greater or lesser extent – though, with the benefit of hindsight, I think it would be fair to say that there were three things that the regime did not allow for: 1. The unprecedented and largely unforeseen growth in demand, which has seen rail patronage more than double since 2. The costs of devising and implementing the sort of safety regime that the network quite clearly needed – this had been identified by inquiries into crashes at Clapham Junction and Purley in the run-up to privatisation and were highlighted by Southall, Ladbroke Grove and Potters Bar in the years following. 3. The difficulty in changing the industry’s culture and its long history of adversarial industrial relations. I would argue that it was the combination of these three that derailed the attempt to attract private sector funding into infrastructure investment. This has been the real problem, and the principal cause of the continued cost of the industry to the public purse. Thanks to cross-subsidy between franchises, railway operations have been self-financing for a number of years – an outcome which few could foresee back in 1993 and 1994.

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The Labour Government elected in 1997 pursued a more interventionist approach. In fairly short order, Messrs Prescott, Byers and Darling made three sets of changes to the railway: the creation of the Strategic Rail Authority, followed three years later by the effective re-nationalisation of Railtrack and then within five years of its foundation the abolition of the SRA and its replacement by ‘direct rule’ (aka micro-management) from Whitehall via the Department for Transport. Alistair Darling’s concept of the Government providing a High Level Output Specification for the next five years, which the Regulator and Network Rail would then price seemed to answer many of the strategic issues which previous Governments had dodged or failed to answer – and that element of the structure has now survived for 15 years – though it has been brought into some disrepute by Network Rail’s seeming inability to deliver projects on time and on budget – though, as Crossrail and other schemes are proving, this problem is not unique to that company, or indeed to the UK. So, if Williams is going to replace or radically reform franchising, what has a new system got to do?

I would argue that it was the combination of these three that derailed the attempt to attract private sector funding into infrastructure investment. This has been the real problem, and the principal cause of the continued cost of the industry to the public purse. Thanks to cross-subsidy between franchises, railway operations have been self-financing for a number of years – an outcome which few could foresee back in 1993 and 1994


Franchising

I do not believe that there is a single ‘one size fits all’ model for railway operation. Talk of ‘returning’ to a single integrated national network is completely misplaced. Even under a fully public sector model, management was always devolved to regions and divisions I would give four broad answers: maintain private sector involvement; enhance competition and provide effective incentives for downward pressure on operating costs and to deliver continued long-term investment. It follows from that there must continue to be strong, genuinely independent regulation (if for no other reason than to keep the Treasury’s nose to the grindstone). It also seems to me likely that the Treasury’s price for maintaining a

contractual structure for funding the industry will be a continued transfer of risk to the private sector. Some provision for time-limited contracts will continue to be needed, I suspect, even if timescales are longer with specified break points. All that should be achievable at reasonable cost but would need to allow for much greater flexibility in risk-sharing than DfT has been willing to show in the past. This seems to argue for the creation once more of an arms-length body to organise and regulate passenger operators – and for an approach which allows different regimes for different types of service: competition for paths on profitable InterCity routes, for example, as advocated last year by the Competition and Markets Authority. At the same time, TfL-style concessions might be let for urban operations that will always require public subsidy (and might benefit from light rail or tram/train conversion). There should be room, too, for experimentation with micro-franchises and other innovative approaches to the operation of rural routes and self-contained lines. We need to remember that a strong element of the rail market is very local, and that – as Community Rail Partnerships have shown – strong brands can be created which deliver a wide range of benefits. Big is not

necessarily beautiful: in light rail over the last 20 years, we have seen how fleets of 25 to 30 vehicles can deliver local services, be cost-effective and make a powerful contribution to their local communities. I do not believe that there is a single ‘one size fits all’ model for railway operation. Talk of ‘returning’ to a single integrated national network is completely misplaced. Even under a fully public sector model, management was always devolved to regions and divisions. Eventually, British Rail came to recognise the benefits of stronger devolution into the local profit centres that eventually formed the framework for the original train operating companies. That was even achieved whilst giving the profit centres control of their own infrastructure as well. Whatever solution Keith Williams offers, the nine issues I flagged up in 1999 remain at the heart of the debate about the future of our railways. There are severe political, regulatory and financial constraints, and in promising change, he needs to beware of overpromising. Doing nothing may not be an option, but doing something just to please politicians – especially ones with as little credibility as Mr Grayling – is even more dangerous.

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THE BUSINESS RESOURCE FOR RAIL Rail Professional Industry Reference Book 2020 Page 205


Freight

Freight update: the good news edition Alex Veitch, Head of Multimodal Policy, FTA reports on the good news for the UK’s freight industry

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ith the business community watching with apprehension over the possibility of a No Deal Brexit, this uncertainty has led, in many ways, to a ‘cruel summer’ (to steal a phrase from those well-known freight experts Bananarama!). With that in mind, I am delighted to be able to lift the mood by bringing you some positive news for the UK rail freight business.

the airport by rail. The existing rail line that serves the Total Fuel Depot would be diverted and realigned in an east-west direction alongside the construction railhead to ensure that aviation fuel supply is maintained to the expanded airport. Overall, it is fantastic to see a major strategic building project make such good use of multimodal freight options, and to be so clear about the environmental and social benefits of using rail freight.

Heathrow expansion is great for freight This summer Heathrow Limited is consulting on the details of its expansion plans, before submitting a formal planning application later this year. FTA is a staunch supporter of the third runway proposal; we are taking a close look at its plans for surface access, as well as holding discussions with our members to help ensure the least disruption and best use of multimodal options. Heathrow’s plans are great news for rail freight. At a strategic level, the team at Heathrow Limited has committed to the ‘maximisation of rail freight for the delivery of materials’. The details outline a proposed new railhead which will be developed for the import of construction materials, such as bulk materials, aggregates and containerised goods. Within the consultation paper, Heathrow Limited is clear about the benefits of using rail during construction to aid with the congestion associated with construction vehicles, as well as enhance safety for residents and users of the airport. Furthermore, in line with increasing environmental pressure, this scheme will also help to reduce carbon emissions and improve local air quality. The proposed location for the railhead is on the Colnbrook branch of the Great Western Main Line, immediately north of the proposed north-west runway, where it crosses the M25 into the Colne Valley. The daily number of freight trains is dictated by the number of train paths available in the national rail network and the capacity of the junction where the national network connects with the Colnbrook branch at West Drayton. However, capacity enhancement options are being considered to the line at West Drayton to allow access to the Colnbrook branch to/from the west (the branch is currently only accessible from the east). The railhead is likely to operate 24 hours a day in order to utilise available paths during the night-time hours when passenger services are much reduced. As well as construction, plans are in place to continue the delivery of fuel to

Direct Tilbury to Grangemouth rail route is open for business More good news comes from Forth Ports which, in partnership with Eddie Stobart and Direct Rail Services, is announcing a new weekend rail service linking the ports of Tilbury and Scotland’s largest port, Grangemouth. The new two-way rail service started on Friday 28th June and has been launched on the back of customer demand to open the rail link between the South of England with Central Scotland. The service uses the DRS state-of-theart locomotives and wagon fleet and has the capacity to travel with 36 containers. It will be managed by Eddie Stobart, working closely with both Forth Ports and DRS. Expected import cargoes include retail goods, food and drink, with the return journey from Grangemouth supporting Scotland’s export market including spirits, chemicals and fresh food including potatoes.  Felixstowe capacity ready to roll this autumn  A long-anticipated rail freight upgrade for Felixstowe Port – a 1.4-kilometre passing loop between Trimley and Nacton – has been completed and will be implemented once new timetabling comes into action later this year. The £60 million project will create new connections to the North of England and enable the Port of Felixstowe to increase the number of freight trains it handles by 30 per cent, with the aim of doubling the number of containers moved from more than one million at present, to two million over time. The logistics industry is currently under pressure with multiple political and environmental challenges. However, it is encouraging to know that positive steps are being taken to ensure that rail freight has an optimistic future. Decarbonising the rail network In June 2019, the UK became the first major economy to legislate for a net zero greenhouse gas emission target by 2050.

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All forms of transport – road, rail, sea and air – will need to play their part; in the view of FTA, rail has the clearest path to decarbonisation of all these modes. Electrifying the network is most practical way to decarbonise rail; it is also the most attainable. While Switzerland is the only European country where all railway lines in use are electrified, several others are not far behind: 95 per cent of all Luxembourg’s railway systems are powered this way. The average for EU-28 countries is 54 per cent; the UK lags behind this with only 34 per cent of its current rail network electrified. The key reason why the UK is falling behind, in the view of FTA, is the costs associated with building the infrastructure; many recent electrification schemes have been cancelled due to cost overruns. Recently, the Railway Industry Association has strongly challenged the high costs historically paid to electrify UK rail networks, arguing in a 2019 report that rail electrification can be delivered at between a third and a half of the cost of some past projects, providing the government commits to a rolling programme of work. Further work by RIA and FTA members shows that the rail freight sector could be two-thirds electrified by 2033 if the government carries out an ‘infill’ approach, electrifying strategic parts of the network in a staged way. For rail freight operators, a clear longterm electrification strategy is crucial so that commercial decisions on locomotive replacement can be made. In the UK, many freight rail diesel locomotives are now approximately halfway through their life cycle; now would be an ideal time to kick off a refreshed electrification strategy to help the UK catch up with its more advanced neighbours. Efficient logistics is vital to keep Britain trading, directly having an impact on more than seven million people employed in the making, selling and moving of goods. With Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. A champion and challenger, FTA speaks to government with one voice on behalf of the whole sector, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers. For more information on FTA please visit https://fta.co.uk


Geospatial

Beware drones – especially for surveying and mapping There is no doubt that the drone, or to use the CAA preferred terminology, Unmanned Aerial System (UAS), has made a dramatic impact on the business of surveying but don’t be seduced by everything you read or are told

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s potential users of UAS technology in producing the CAD models on which your designs (and reputations) are based you need to be aware of where and when it can be used and, more importantly, where and when it should not be used. The traditional aerial survey technique carried out by a photogrammetrist using photogrammetry has been around since 1850 and is a tried and tested mapping solution that has been used by Network Rail for the past seventy years. However, the cost of the data capture, requiring a twin-engine aircraft, a £500,000 camera and crew, restricts its use to the larger projects like asset management or aerial survey mapping of intercity routes. The introduction of the UAS and associated software has made photogrammetry affordable for even the smallest of projects although whether it is the right solution is a topic we shall explore later. This article explains the pros and cons of using UAS technology and is split into several sections which cover: • The science behind a traditional photogrammetric solution. • The art behind a traditional photogrammetric solution. • The difference between UAS and tradition. • Where it can go wrong. • What ABA can do about it. The science behind photogrammetry Photogrammetry can be defined as being the art and science of taking off measurements from a series of overlapping photographs. For survey purposes this photography would historically have been captured by a metric camera having a calibrated lens with high accuracy. A typical aerial survey comprises a run

of photography (fig 1) with forward gain of 40 per cent of the distance between the exposures (a forward overlap of 60 per cent). If the area is wider than one strip, then more strips are flown with a typical side-lap of 25 per cent. The area of the overlap between any two exposures is therefore recorded from two different camera positions having different perspectives and can, because of this, be viewed stereoscopically as a 3d model. The lens projects the image of the ground and detail onto a flat plane called the image plane. Put simply, parallax is a displacement or difference in the apparent position of an object relative to other objects when viewed from two different viewpoints. This can be simply demonstrated by holding one finger in front of your face at a distance of, say, 30cm (1ft). Now open and close each eye alternately and the position of the finger appears to move against the background view. Now extend your arm and move the finger to a distance of 60cm (2ft) and repeat opening and closing alternate eyes. The apparent movement of the finger against the background image is now significantly less. This is parallax difference and is caused by the differences in the angles subtended

at the eye base in the two views. Due to foreshortening, nearby objects show a larger parallax than distant objects when observed from different positions, so parallax differences can be used to determine distance differences. Of course, the distance between our eyes (our eye base) is measured in just centimetres whereas the distance to the background may be anything from a few metres to a few kilometres. The assessment of the relative distances of distant objects is therefore more difficult for us than close objects because our eye base is small compared to the distance away. In conventional aerial photography the distance between the images (the air base) corresponds to the eye base and the height above ground corresponds to the distance away from the object. A common ratio for the base to height ratio is 1:4 which gives a much-exaggerated impression of height differences and which in turn facilitates a high accuracy in the derived measurements. Consider a chimney captured in two successive aerial photographs (Fig 2). If we knew the distance between the exposures, the airbase, we could calculate the height of the chimney by measuring the

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Geospatial

two different displacements a1-a2 and b1-b2 corresponding to the differences between the two parallactic angles α and β. Of course, nothing is quite as simple as this. In real life the two images, taken from different camera positions, will be at different elevations and each will have a different roll, pitch and yaw which will all affect the position of the point as recorded in the image. Not a problem. We use a procedure which basically consists of adjusting the roll, pitch and yaw of both images until every point in the overlap has a single unique 3d position when viewed stereoscopically as a 3d model. This is called Interior or Inner Orientation. Once the interior orientation process is completed, each overlap (60 per cent of the ground covered by each image) can be viewed stereoscopically as a 3d model. But, at this stage the 3d model has no scale, has no orientation and has no relation to a horizontal datum. This is the time to identify points in the model, called ground control points or GCPs, that have or will have coordinates and or levels and which will be used to ‘level and scale’ the model to datum and grid. The process is called Exterior Orientation. In order to reduce the number of control points needed, or to provide QA for the GCPs, a process of aero-triangulation has become the norm over the past thirty years ever since office computational power has become much more available. Aerial triangulation traditionally meant choosing a number of additional control points to be selected between the models, known as ‘pass points’. These were carefully chosen clear points of detail, usually six per overlap, that could be observed in the forward overlaps and for the wing points in the lateral side-laps. The photogrammetrist will now observe each pass point and GCP by essentially recording the x and y coordinates of the point as seen in each image. A process called aero-triangulation is now used to ‘tie’ the models together using the observed x, y values to derive a unique set of coordinates and levels for the pass points and GCPs using a least squares solution. The art behind a traditional photogrammetric solution The art is the contribution made by the photogrammetrist to select precisely the pass points and GCPs to firstly achieve the interior orientation and secondly the exterior orientation, but, most importantly, to then go on to interpret the model correctly to extract detail and contours to the required accuracy. The extraction of the detail and contours is a very subjective process during which the photogrammetrist will continuously make judgements for the correct interpretation of the image. An example would be the crop that typically covers farmland for six months of the year. A photogrammetrist, confronted with this situation, would simply

look round the field and measure the crop height at several places where the ground was clearly visible. Using the mean of these measurements he or she would then contour the top of the crop allowing for the height. During this detail abstraction process the skill of the photogrammetrist will also add considerable value. For instance, the ground footprint of the face of a building may only be visible in one image. In this case the photogrammetrist will set the reference mark to ground level clear of the building face and ‘drive’ to the face to record its position using just one image.

The difference between UAS and tradition For a start most UASs use non-metric and uncalibrated cameras although the high-end cameras from Phase One and Hasselblad have quality lenses which have been tested and are close to being as distortion free as metric cameras. When using a UAS it is normal to increase the fore and aft and lateral overlaps significantly. Typical UAS sorties would be flight planned to give forward overlaps of 80 per cent and side laps 60 per cent. Therefore, on a traditional flight a typical detail point will fall on at least one model and maybe on up to four models if it is in the side lap as well. With a UAS flight a typical detail point will fall on a minimum of three models and maybe on up to nine models if it is in the side lap as well, thereby offering more opportunities to compute a solution for the point. The larger overlaps also provide a much greater possibility of capturing all the ground detail especially in towns where taller buildings can obscure the roads and pavements. However, the base to distance ratio in these models is significantly reduced which then degrades the ability to measure accurately. The UAS therefore makes up for the loss of this geometric accuracy to some extent with numerical statistics. Measure more times less accurately and then take the mean. Whereas traditionally the inner orientation, the exterior orientation and the aero-triangulation to establish 3d models are all processes performed by the photogrammetrist, in the UAS world the 3d models are formed and the aerotriangulation is all done by a computer. Pix4d, AgiSoft, DroneDeploy, Context Capture and SimActive are probably the most used professional packages for mapping. All software packages replace the

photogrammetrist with a technique of pixel matching to derive the x and y positions for the pass points, now increased in numbers and in geometrically fixed positions, that tie the images together and the GCPs that establish the orientation and scale. The various software packages use different patterns of pixels to search for a match. Once the inner and exterior orientations are computed we then need to convert the 3d model data to a useable form for mapping purposes. The two datasets we most work with are ortho-photos and a point cloud. Where it has been able to, the software will have calculated an x, y and z coordinate for each pixel. The point cloud is therefore a simple output of these points together with their RGB values. The ortho-photo is formed by dropping each point to ground level or a base plane so that the resulting scaled image can be used like a plan and scaled from. Where it can go wrong Unfortunately, pixel matching is not infallible especially when the pixels move, and the pixels will move. The images are collected by digital sensors that are themselves moving and the combination of shutter speed and aperture to get a balanced exposure must allow the shutter speed to minimise any ground movement of the image. Fixed wing aircraft present the biggest challenge. Fixed wing aircraft must have a forward airspeed capable of supporting their flight otherwise they fall out of the sky – simple. Consider a wind speed of only 10 knots. A fixed wing UAS with a stall speed of 15 knots must therefore cover the ground at 25-30 knots minimum when flying with the wind but could have a groundspeed as slow as 5 knots when flying into wind. Flying at 30 knots will equate to an image movement of 15mm with a shutter speed of 1/1000 second. With wind speeds in excess of 10 knots we would therefore advise that all photo strips are flown into wind. Other instances when pixel matching fails are when the pixels are all similar and moving like a cropped field or the detail being captured is featureless like still water. The mathematics behind pixel matching can be seriously challenged for certain linear features that run parallel to the direction of flight. Railway lines are a classic case in point although the comment could equally apply to overhead lines. The reason is that the success of height determination depends on an accurate determination of the differences of the parallactic angles subtended at the air base as we saw in Fig 2. In the case of photography along a railway route the tops of the rails are all made up of identical shiny pixels running parallel to the air base. In these circumstances the computer finds it difficult, if not impossible, to pixel match and thereby derives an incorrect position and height

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Geospatial

value. When compared to traditionally surveyed points we have found random height differences of up to +/-50mm which a photogrammetrist would have identified and rejected. Fig 3 is an example of where pixel matching has gone wrong.

technology. In planning UAS imagery suitable for surveying purposes our first requirement is to know the accuracy expected of the final deliverable. Informed thinking is that the best horizontal accuracy that can be achieved

We have found there are two options for improving the determination of railway lines: 1. Fly in a pattern that is at right angles to the track – rather like a cross-stitch pattern. 2. Mark the chainage points across the top of the rail using spray paint. Option 1 can only sensibly be done with a multi-rotor aircraft. A fixed wing aircraft flying this pattern would risk overflying significant areas outside the railway boundary which would not be under control of the pilot. Option 2 requires track access time which is something we are trying to minimise by using a UAS approach in the first place. Our conclusion is that the use of the UAS for survey of railway tracks themselves is not our preferred option. The UAS however can provide a most cost-effective solution for the survey of all non-spatially critical detail. Trackside detail and detail on the lineside between the track and the boundary fence can be better and more safely surveyed using a UAS.

What ABA can do about it So, has the development of the UAS for surveying killed off the role of the photogrammetrist? In our opinion – the answer is undoubtedly YES. But – all is not lost. The so-called game changer has certainly changed the game. The game now requires us to be aware of these shortcomings and put procedures in place to stop them affecting the deliverable. At ABA the skill and expertise of the photogrammetrist is replaced by the skill of the surveyor but after the computer has done its job. Our production process now includes for a skilled field surveyor or even a survey team to validate the output from the computer at the same time as completing the survey detail that has not been possible from the imagery – contours in wooded areas etc. We have invested heavily in developing new UAS technology and recognise the benefits to ourselves and our clients from its correct usage. It has become an essential tool in our toolbox and stands alongside and compliments our other total station, static and mobile scanning and GNSS techniques. ABA Surveying operates at the high accuracy end of the dimensional surveying spectrum. We work almost exclusively in the railway infrastructure and highway sectors with more than a few structures thrown in and where 5mm survey accuracy is our target. We have been using aerial survey for non-spatially critical detail for more than thirty years and have always considered it an invaluable tool in our armoury so when UASs offered a more practical solution we were early adopters and developers of the

will be 1½ times the GSD (distance between pixel centres on the ground) and the best height accuracy will be 2½ times the GSD. ABA have carried out extensive testing over a three hundred metre by 20 metre test area capturing precisely surveyed targets at five-metre intervals. Our tests show that flying at a height of 35 metres we can determine heights better than 5mm RMSE from the imagery even when the control is up to 50 metres spacing. But, this is when the points being determined are pre-marked with 40x40mm targets. Railway lines running in the direction of the flight are not good targets for the reasons we have explained earlier.

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Using the right tool for the job is critical We capture the track alignment, gauge and cant together with the OLE and gauge critical detail using a state of the art TMD fitted with 3d profiler. For absolute precision in location of the TMD we use a mix of total station and rail-shoe observations and off-track targets where possible in order to minimise the track access needed. We survey the structures using static scans and fill in the on-track and off-track lineside detail between the track and the boundary using kinematic scanning supplemented with the aerial photography from the UAS. We hope that this article has given you an insight into UAS technology and if you are considering using it for accurate survey and want peace of mind, our final piece of advice would be to use a survey company that has adopted drone technology and not a drone operating company that ‘does’ survey.


Geotechnical

BAM Ritchies – SMARTer Ground Engineering BAM Ritchies is the award-winning ground engineering contractor, embracing the challenges within the rail environment, with a track record of delivering innovative, value-driven, successful projects

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rom the provision of digital ground investigation through to bespoke optimal geotechnical solutions, BAM Ritchies’ self-delivery of our ground engineering disciplines provide safe, right first time, sustainable success within the tightly constrained and controlled rail environment. All rail enhancements, renewals or investment projects rely upon the ground to perform in a certain way. This knowledge is captured through ground investigation. BAM Ritchies has an extensive fleet of plant, capable of undertaking any investigation, whatever the constraints, requirements or topography. Within the rail environment BAM Ritchies deliver their most innovative solutions. Ground investigation is the collection, management and manipulation of big data. Through a combination of commercially available digital tools and our own customised applications, BAM Ritchies has transformed this process, allowing field data to be recorded directly into digital forms that can cross check and validate the data on entry and be shared immediately with supervisors, engineers and customers. As well as reducing errors in data transfer, the rapid sharing of information promotes collaboration during the fieldwork period and enables decisions to be made promptly as more information becomes available. Large scale, agile, ground investigations have recently been delivered on HS2, CP5, Borders Rail and Highlands Enhancement Project. BAM Ritchies continue to deliver ground investigations nationwide on CP6, HS2A and Transpennine. BAM Ritchies bring more than 50 years’ experience, a reputation for innovation and our industry-leading use of digital construction to develop and deliver value-driven geotechnical solutions in the rail sector. We thrive on resolving the geotechnical and logistical challenges associated with the delivery of a rail project. We are well prepared to support you with our broad spectrum of geotechnical expertise, which is available to you in designing and constructing the right geotechnical solutions. Whether we operate as a specialist sub-contractor to deliver the expertise your project requires or whether we act as the principal contractor providing your overall scheme, we have the capacity, capability and competence to ensure your project succeeds. Our in-house design capability ensures that

only the right solution for the identified problem is delivered on site. On the Hook Cutting Stabilisation project, BAM Ritchies worked closely with Network Rail and main Contractor Osborne, to develop an innovative design solution and method that enabled all of the work in the 15m deep, steep sided cutting to be carried out during normal railway operations. This significantly reduced cost, programme and the impact on nearby residents and other stakeholders. BAM Ritchies digital expertise has enabled us to reduce costs on site by virtually undertaking projects in our offices, well in advance of the mobilisation of plant to site. Three-dimensional modelling using software platforms such as Autodesk Revit and Synchro Pro has proven its worth on ground engineering schemes, where the importance of plant selection and access can be critical to the successful delivery of a project. BAM Ritchies provide sprayed concrete and concrete repairs in the fields of civil engineering, construction, railway

engineering, tunnelling and geotechnical work. A full ‘design and build’ concrete techniques service is offered that encompasses every aspect of: • wet mix sprayed concrete • dry mix sprayed concrete • concrete repairs. At Hooley Cutting, we used sprayed concrete to create reinforced ground beams on 50-degree slopes instead of traditional shuttered solutions. We also use spray concrete in combination with soil nailing and netting to deliver hybrid slope stabilisation solutions to meet specific requirements. With ever increasing pressures on space, piled retaining walls for slope retention are the norm. BAM Ritchies concrete techniques teams often finish these piled walls with sprayed concrete to provide durable and aesthetically acceptable faces. Waterproofing can be incorporated as required. Tunnel strengthening and improvement works are a common requirement on the rail network and BAM Ritchies ability to

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investigate the need, design the solution and deliver the works can ensure the best value solution is delivered from a single organisation. All of this done using our inhouse fleet of plant and experienced, long serving personnel. With UKAS ‘Flexible Scope’ accreditation for geotechnical and materials testing, BAM Ritchies establish and operate UKAS accredited laboratories anywhere in the UK. We can deploy testing facilities ranging from single technician/unit mobile laboratories to the largest temporary lab in Europe (Hinkley Point C). Primarily focused on providing concrete, materials and earthworks testing, which are the essential components for a successful railway project, we also have unique accreditations that support our sprayed concrete works including tests for

compressive strength, fibre content and flexural tensile strength. Investment in and development of equipment, techniques and digital technologies is nothing new for BAM Ritchies. This supports innovation and more efficient design solutions for the rail industry. As the challenges of delivering and maintaining ground engineering projects increase, the need for improved safety, efficiency and sustainability becomes ever more pressing. Continuing to meet these challenges requires new thinking and adopting new and improved ways of planning and delivery. Network Rail’s drive for collaborative working and greater sustainability supports this and BAM Ritchies has an important role to play in helping to deliver a better railway for a better Britain. Company profile BAM Ritchies is the specialist geotechnical division of BAM Nuttall Ltd.; one of the UK’s leading civil engineering contractors and an operating company of the European construction group Royal BAM. BAM Ritchies started business in Scotland over 55 years ago in the 1963 and is now the country’s leading and award winning geotechnical contractor. The organisation employs approximately 350 trained and experienced staff.

BAM Ritchies has a turnover in excess of £70 million carrying out ground investigation, ground engineering, drilling and blasting and concrete techniques: completing contracts up to £30 million in value. BAM Ritchies operates from offices in Kilsyth near Glasgow (Principal Office), Warrington, Nailsea near Bristol and Edenbridge in Kent. BAM Nuttall Ltd. had a turnover of £750 million in 2018 and operates throughout the country from a network of regional centres. Royal BAM had a turnover of approximately €8 billion in 2018 and is one of Europe’s largest construction contractors. Matt Ewing is Business Development Manager at BAM Ritchies Tel: 01275 875338 Email: matt.ewing@bamritchies.co.uk Visit: www.bamritchies.co.uk

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Rock drill and blast • Piling • Material testing • Grouting • Ground investigation • Concrete repairs • Ground anchors • Soil nails Page 212 Rail Professional Industry Reference Book 2020


High Speed

Why we need HS2 Nusrat Ghani MP, Transport Minister, explains the Government’s position on HS2 and all the benefits the project is expected to bring

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hen you think of all the changes we’ve seen across our country in the last one hundred years, I find it utterly astonishing that one of them isn’t new railway lines north of London. The history of rail lines north of London has resulted in cuts under Beechings and British Rail. Since the 1900s began, not a single new railway line has been built north of our capital city, and it’s beginning to show. Capacity on trains across the midlands and the North is stretched – it’s leading to crowded commuters all being squeezed onto trains, day in and day out. On some routes, like the West Coast Main Line, demand has increased 190 per cent since 1995. When facing such pressures, bold and decisive action is needed – it’s no use slightly increasing support here, adding a bit more capacity there. Genuine transformation is required. And that is exactly what HS2 is – a transformative project that will stretch from London to Leeds, Manchester, and beyond. It is a project like no other – a shot in the arm that our country’s transport network needs. It’s going to provide around the same space for travellers as a three-lane motorway, providing a welcome relief for people in Birmingham and Crewe, Sheffield and Leeds. It’s also going to deliver clear economic benefits – around £90 billion worth. In fact, we’ve already been seeing businesses

‘HS2 is – a transformative project that will stretch from London to Leeds, Manchester, and beyond. It is a project like no other – a shot in the arm that our country’s transport network needs. It’s going to provide around the same space for travellers as a three-lane motorway, providing a welcome relief for people in Birmingham and Crewe, Sheffield and Leeds’

relocate to places such as Birmingham, the hub of the project’s first phase, in large part because of the opportunities that HS2 will bring to the city. And it’s a job creator – 2,000 businesses and now 9,000 people are benefiting in the here and now from the opportunities HS2 is giving to people, allowing them to earn and contribute within their communities. That number of people employed as part of the project will only rise as it gathers steam, up to 30,000, further underlining how HS2 will not just be important once made, but how it will provide livelihoods to thousands of people, for years to come. With all this, it’s hard to see why some vociferously reject our idea – HS2 is going to fundamentally improve rail services in the North and Midlands, while unlocking economic growth for the entire country. But some do, and we cannot ignore that. Some claim the project will damage the environment, but fail to note that it will deliver a new green corridor made up of more than 650 hectares of woodland, wetland and wildlife habitats alongside the line, and that over 350,000 trees have already been planted as part of the scheme. Some claim that the money should be spent on other lines; but they ignore that we’ll be spending £48 billion modernising our railways, investing £2.9 billion in the Transpennine route upgrade. And all of this is on top of our investment in the HS2 project. And many say, quite reductively, we should just stick the money into the North – even though they ignore the fact that by 2020 we will have invested a record £13 billion in northern transport. They also conveniently ignore that HS2 will be inescapably necessary to achieve the full benefits of our plan to deliver Northern Powerhouse Rail, and that Government analysis shows, as a new line, HS2 is the best option for taking pressure off the existing rail network and adding capacity where it is needed most. They’re also ignoring the fact this scheme is roundly welcomed by Northern leaders and councils.

People may suggest HS2 is a bloated project, a vanity plan for this government; but it’s clearly supported across parties, both in and out of Westminster – a rare thing in politics today. From the Midlands to Manchester, across to Yorkshire and back to London, we’re seeing numerous interventions from ordinary businesspeople as well as politicians, stating just how important the project is. Any detractors or people who may one day plan to derail the scheme would be seriously well advised to take heed of these points – the Secretary of State quite rightly said HS2 not happening past Birmingham would be a betrayal of the North, and he is right. Calls to stop the project are shortsighted and narrow-focused, not listening to the concerns of business and northern regions. HS2 will be a once in a generation project. When it is ready, people will scoff at how we could ever have done without it and be staggered by the voices who rallied against it. We cannot play politics with such a vital project, and with something so central to investing in and building Britain. Small minds need to expand, and ambitions need to match our needs, to make sure we deliver an economy and a country fit for future generations. We must not lose sight of our ultimate ambition – to rebalance our economy, regenerate left behind places with investment, and reignite transport in the north. Only with HS2 can this be achieved.


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Infrastructure

Trackelast Tiflex specialist rail solutions have been supplied to the global rail industry under the brand name Trackelast for over 50 years

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rackelast products are manufactured from a variety of high-quality raw materials with strict quality control at every stage. The manufacturing facility, based in the UK Operates a management system certified to the BS EN ISO 9001 Quality Management System standard and the BS OHSAS 18001 Occupational Health and Safety Standard. This allows Tiflex to design and manufacture both tried and tested solutions as well as bespoke ones to solve specific problems. Trackelast offers a full technical service (supported by in-house, modern R&D Facilities) to provide you with assistance in selecting the correct materials for your specified application. Trackelast pads are designed and manufactured to the requirements of national/global rail authority specifications. This may involve the bespoke design and manufacturer of

specialist products. Tiflex does not just offer standard ‘off the shelf’ products. The company is here to help its customers develop specialist bespoke solutions to their particular challenges supported by polymer technologists, developing solutions to a variety of engineering problems particularly those requiring high performance and product durability. Trackelast products fall into three generic categories and some examples of products include: • Rail – sleeper/baseplate pads, under sleeper pads to EN16730, S&C pads, strip pads. • Civil engineering – under ballast mats, stray current protection mats, structural protection mats. • Bespoke – fire retardant rail pads, anti-vegetation matting, signalling applications, Floating Slab Track (FST) bearings, crane rail strip pads.

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Legal

Smart-ticketing – staying ‘smart’ David Berry, Senior Associate, and Suzanne Tarplee, Partner at Stephenson Harwood explore the ramifications of smart ticketing adoption by TOCs

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s the rollout of smart-ticketing across the railway network continues, users of the railway will no doubt have seen their train operators promoting the use of smart-card season tickets. This initiative is significant in the context of some of the key messages coming out of Keith Williams’ Rail Review, in particular the need to improve passenger experience and the need to innovate, not just through the use of new technology, but to develop it specifically for the passengers and requirements of the rail industry. The goal of the smart-ticketing project is to create a single solution that works on all modes of public transport. As we have seen in London with Transport for London’s (TfL) highly successful Oyster card programme, the ability for a passenger to use their smartticket Oyster card across trains, tubes and buses has clear benefits and created a seamless passenger experience. Applying similar technology across the UK transport network would offer a significant benefit for passengers and train operating companies (TOCs) alike. These would include the convenience for passengers to purchase their tickets online from anywhere, avoiding the Monday morning queues at the station ticket offices, as well as reducing the costs for TOCs in issuing printed tickets and the need for high staff numbers at ticket offices. The reduced costs for the TOCs could potentially free up investment and staff time that could be diverted towards the passengers. One of the key aspects of what made TfL’s programme so successful was that it was centrally managed with a relatively small number of suppliers. The UK wide smart-ticketing project however is far more complex, as it has been left to each of the TOCs, albeit within parameters specified by the Department for Transport (DfT), to select and procure their own technology and equipment which meet the DfT’s requirements. Therefore, the ability for more than 20 different TOCs to replicate the same seamless passenger experience, as achieved by TfL, is likely to prove a lot more challenging. Cross-dependencies Without this smart-ticketing regime being managed centrally, we are left with each TOC running a variety of different systems that need to communicate with each other in order for a single smart-ticketing

solution that works across the network of public transport. While there will be significant benefits to passengers, should this be successful, the implementation and continual management of such a project presents a number of challenges for the TOCs, as well as the DfT, to ensure the project’s continual success. One of the biggest obstacles for TOCs to overcome is managing the risks between multiple suppliers sharing crossdependencies. Even at a basic level, the number of potential suppliers, variables and cross-dependencies involved in implementing the smart-ticketing project is vast and are likely to include: • Equipment suppliers for: (i) new ticket machines; (ii) handheld devices for ticket inspectors; and (iii) barriers capable of reading the smart-tickets. While some of the TOC’s existing equipment may be capable of being upgraded, such upgrades are likely to need some new equipment to be added to the existing equipment. • Software suppliers to allow new software to be deployed on the new or existing equipment listed above, as well as the new software for the TOC’s back-office IT systems together with new applications and website functionality to allow the passengers to access and use their smartticket. • Potentially cloud hosting providers to allow the TOCs to store such a significant amount of data in the cloud, which is likely to increase as more and more passengers use smart-tickets. In addition to the above, there will be reliance and cross-dependencies with the DfT, TfL and other TOCs. Ensuring

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compatibility between all smart-tickets across the rail network is extremely difficult and almost impossible without a holistic overview of how each of the TOCs are implementing their individual projects. While the DfT and the Rail Delivery Group play a part in this, they do not provide the technical oversight needed to ensure that each of the TOC’s version of a smart-ticketing system is capable of communicating and transacting with the other TOCs’ systems. This difficulty will become starker as each of the TOCs continue to develop and enhance their own systems over time. As a result, there are likely to be a number of teething problems during the early stages of this project; however, provided all stakeholders communicate with each other and work together to overcome the teething problems, a common platform may develop, making the management of the project much more achievable. Updates and developments In addition to the challenge of implementing such a complex project from the outset, it is important to consider the speed of technological change that may make what seems ‘smart’ today, look rather simple in a surprisingly short space of time. This has been evident in TfL’s own experience with Oyster card. While at the start of the project, the concept was for a passenger to pre-load a smart-card with funds to make the necessary journeys. Although successful, this quickly developed so that more and more passengers are now able to use their debit or credit cards to provide the same functionality as their Oyster card. This has now developed even


Legal

further to allow for a passenger’s mobile phone or smart-watch to make the payments for their journey. Such functionality will inevitably be made available by the TOCs over time; however, as the TOC’s are still grappling with the challenges from the phase one implementations, the roll-out of debit card, credit card, phones and watch payments will take a significant amount of time. What this is likely to mean is that, in the short-term, certain TOCs will implement new smartpayment capabilities quicker than others, resulting in certain cross-TOC travel losing the ability to remain connected on one card and thus diminishing the passengers’ experience. During this time, it is likely that passengers will need to use a combination of their smart-tickets and paper-based tickets. The day-to-day running of a complex digital infrastructure also brings its own challenges. One can only look at their own mobile phone to see how often updates and new versions of various apps are pushed through their network on a constant basis. There is nothing particularly unusual about a TOC’s IT team having to manage these updates from their various software suppliers; however, it is the impact these updates may have on the significant crossdependencies highlighted above that proves more difficult to predict.

The one-ticket solution, whether a smart-card, debit/credit card, phone, watch or future device could be significantly undermined if a software update from one TOC results in incompatibility issues with another TOC’s system. The consequences of such IT issues have been most obviously seen in the financial services sector where new IT systems or upgrades have been implemented unsuccessfully, leading to customers being locked out of their accounts. If similar problems were to affect the TOCs, this could result in passengers’ tickets not being recognised by the ticket barriers or an inspector’s machine. Practical difficulties Some of the less obvious challenges in passengers’ large-scale adoption of smart-ticketing is the fact that there is still a technology generation gap, where a significant number of rail passengers would feel uncomfortable using digital as opposed to paper-based tickets. TOCs will also need to be careful when rolling-out initiatives and incentives to attract passengers to use smart-tickets e.g. by offering cheaper fares, as this could indirectly discriminate against vulnerable demographics not using this new technology. While this article has been focused on TOCs, a similar challenge can be applied

equally to the use of this technology on buses and trams, as often a passenger’s journey encompasses a wide range of public transport use. Finally, as with all technology, what are the alternatives should the technology fail? With the number of cross-dependencies highlighted above and the simple fact that passengers’ phones run out of battery, TOCs will need to find solutions to help passengers where problems arise. It is for this reason, together with the generational gap, why paper tickets are likely to remain a viable alternative for quite some time. Conclusion The benefits of smart-ticketing technology are clear for both passengers and TOCs and should generally offer a positive experience for both. However, the non-centralised approach in this initiative is likely to result in a patchwork of technical solutions that may be ‘smart’ in isolation across a single TOC network but lacking in the intellectual rigour required to allow the myriad of technical solutions to communicate with each other over the long-term. David Berry is a Senior Associate, and Suzanne Tarplee is a Partner at law firm Stephenson Harwood LLP

Rail Professional Industry Reference Book 2020 Page 217


Tel: 01443 404201

OUR SERVICES Excell Rail can offer temporary and permanent recruitment solutions for permanent way, including on-track labour and plant, protection and warning staff and rail industry professionals. We are RISQS approved to provide the following: • • • • • • • • • • • • • •

Temporary Labour (Electrification) Service Temporary Labour (Telecomms) Service Temporary Labour (Track) Service Temporary Labour (Civils) Service Temporary Labour (Building Works) Service Temporary Labour (Plant Operators) Service Temporary Labour (OTP Works) Service Provision of Protection & Warning Staff (not including LOWS) Service Electrical Isolation Staff (OHLE) Service Safe System of Work Planning Service Machine/crane controllers service Temporary Labour Agencies - Clerical/Secretarial Temporary Labour Agencies - Non Technical Temporary Labour Agencies - Technical (includes Project Staff)

Excell Rail Ltd Rear of unit 5 Severn road Treforest industrial estate Pontypridd CF37 5SP info@excellrail.co.uk www.excellrail.co.uk


Legal

Time, ladies and gentlemen, please… In a recent decision, the European Court of Justice (ECJ) has ruled that Member States must require all employers in their countries to have a system in place which will record and measure the daily working time of all that employer’s workers

T

he European Union’s Working Time Directive sets out the rules which govern working time for employees across all EU Member States. This includes the right to rest breaks and places a limit on the average working week. In the UK this is implemented by the Working Time Regulations 1998 (as amended). Amongst other obligations on employers is the requirement for those employers to keep adequate records to show whether the weekly working time limits and night work limits are being complied with. However, there is no requirement to record daily or weekly rest breaks or the actual number of hours worked overall each day. The requirements in the legislation In a case in Spain (Federación de Servicios de Comisiones Obreras v Deutsche Bank SAE), a Spanish workers’ union (the Union) brought a claim against an employer in the Spanish High Court seeking a declaration that the employer was obliged to record the daily working time of all of its workers. The Union wanted this information for two reasons: first, to check that the employer was adhering to working time limits provided for in legislation and collective agreements it had with the employer and, second, to understand the amount of overtime being worked each month. In common with many employers, Deutsche Bank had a computerised system for recording absences, such as holidays or sick leave and presumed that if an absence was not noted, the employee was present. However, it had no mechanism for measuring daily working time. The Spanish High Court asked the ECJ to clarify whether the Working Time Directive and/or the EU Charter of Fundamental Rights required employers to record daily working hours. The ECJ decided that a record of daily working hours was needed. It also ruled that Member States must require employers to set up objective, reliable and accessible systems for measuring the daily working time of all of their workers. Without such systems, it considered that it would not be possible to reliably assess the number of hours worked by an employee, when they were worked, and the amount of overtime worked. If the information was not available, it would make it very difficult, if not impossible, for workers to ensure that their working time rights were respected. Importantly for the ECJ, it felt that the lack

of information could also jeopardise the workers’ health and safety. Notably, the ECJ said: ‘…the law of a Member State that…does not require the employer to measure the duration of time worked, is liable to render the rights (enshrined in the Working Time Directive) meaningless by failing to ensure…actual compliance with the right to a limitation on maximum working time and minimum rest periods, and is therefore incompatible with the objective of that directive, in which those minimum requirements are considered to be essential for the protection of workers’ health and safety.’ The ECJ pointed out that a system of recording overtime hours only would not be sufficient, since it presupposed that the number of basic hours worked was known and measured in advance. Basic hours could be different between workers and just recording overtime hours would not provide individual workers with an effective means of assessing whether working time limits overall had been exceeded. It also would not assist workers who did not work overtime hours. Is the need to record all working hours really necessary? During the case, Member States were able to make submissions to the ECJ ahead of their ruling, given the potential effects of its decision. The UK Government argued that requiring employers to implement additional systems to record this extra information would be costly for employers. However, the ECJ was not persuaded. It considered that this was an issue relating to the health and safety of workers and therefore took precedence over economic considerations. On the basis that the UK’s Working Time Regulations do not currently require employers to have a system for measuring working hours, can employers avoid having to comply with the ECJ decision? The answer is probably not. In its decision, the ECJ highlighted the role of the national courts of Member States in interpreting national law in a manner which is consistent with EU law. If the national law is deficient, the national courts should treat national legislation as if it had the words to ensure that it complies with EU law. What should employers do now? The sensible course of action would be to begin exploring how a system for recording daily working hours can be put in place for

all workers. Systems will already exist for certain cohorts of workers (e.g. zero-hours workers and hourly paid workers), but there are a number of areas within the rail industry where they do not. The challenge will be rolling out a system of time-recording to salaried workers who have a fixed number of hours in their contracts, but who typically exceed those hours. Even where an employer has a system which operates a time-recording mechanism for time spent by employees working for clients, it may not include all of that employee’s working hours, such as time spent on internal administrative activities, attending events on behalf of the business, etc. Can employers sit tight and wait for Brexit to remove this new obligation? Although Brexit means the UK may be able to diverge from EU law in due course, this ruling is binding on the UK now as a current Member State. Furthermore, if and when Brexit takes place, the UK Government has indicated that it will not seek to repeal existing EU labour law protections, so this ruling appears to be here to stay. There really is a need to consider how to implement these changes to time recording practices. Martin Fleetwood is a Consultant at Addleshaw Goddard’s Transport practice. The Rail Team has over 30 lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as contractual issues, the team advises on operational matters, franchises, finance, regulatory, property, employment, environmental and procurement issues. Disclaimer: This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.

Rail Professional Industry Reference Book 2020 Page 219


Passenger operations

Treadmaster Flooring Treadmaster Flooring is a key brand of Tiflex Limited, with a rich heritage of supplying high performance rubber flooring for the transport industry, predominantly rail but also to buses, trams and monorail

T

iflex is unique in that its transport flooring is completely tailor made to the clientâ&#x20AC;&#x2122;s specification. The company can supply products colour matched to almost any RAL or NCS colour with length, width, thickness and surface finish as required. Additionally, it can work against DDA regulations and product finished to exacting LRV values and slip resistance. The products have been created and continuously developed to meet and exceed the increasing high standard requirements of the transport industry, namely high wear resistance, slip resistance and of course, fire safety with the TM 7 and TM 8 grade materials meeting the highest test requirements of BS6853 and EN45545. An additional line includes specialist adhesives, cleaners and sealants designed to work with the flooring and can also provide

moulded coving and step treads to complete the flooring element of a project. Tiflex offers a complete service from specification support to technical support even working with manufacturers around the world to understand the best methods to install Treadmaster flooring for a long and trouble-free working product life. Treadmaster is currently in use throughout the UK on the London

Underground, the Glasgow Metro, West Midlands Trains, South West Trains and also around the world on the Klang Valley MRT in Singapore, the Sydney Growth Train project in Australia to name a few. Tel: +44 (0) 1579 320808 Email: rail@treadmasterflooring.com Visit: www.treadmasterflooring.com

FLOORING SOLUTIONS FOR MASS TRANSPORTATION

FIRE RETARDANT

NON TOXIC

SLIP RESISTANT

PVC FREE

Tel: +44 (0) 1579 320808 Email: rail@treadmasterflooring.com Web: www.treadmasterflooring.com A division of

Rail Professional Industry Reference Book 2020 Page 221


Photos : F. BOURCIER


Personal Protective Equipment

Lens technology from Bollé Safety Bollé Safety designs, produces and markets safety spectacles, goggles and face shields for the rail industry

conseil

B

ollé Safety provides an effective and innovative response to each risk. Rail, industry, manufacturing, construction, aeronautics or the military, Bollé Safety caters to all markets and constantly improves its models with technological and ergonomic solutions to satisfy users daily. At Bollé Safety, we are constantly innovating to bring to each specific trade, effective protection solutions that are pleasant to wear. Always bearing in mind that the best protection makes you want to wear it, Bollé Safety is developing complete product lines that are tailored to the needs of its rail industry users. Our shared commitment is to provide the highest quality protection for our users and is why the Bollé brand is a strong brand. Bollé Safety has been pursuing the same single objective for more than one hundred years: to detect all possible work environment risks and provide tangible technological solutions and specifically targeted treatments, that comply with the most stringent European Standards. Ultra-innovative, materials, lenses and accessories of the all Bollé Safety ranges have a simple goal: to provide maximum protection and comfort to users with design and performance. Bollé Safety has developed their unique and exclusive PLATINUM® lens coating to provide the rail wearer with the highest levels of protection, clarity and vision and at the same time offering exceptional value for money. The new unique and exclusive EN166 K and N permanent double sided anti-fog and anti-scratch PLATINUM® coating is now available on Mercuro, Tryon, Baxter, Rush+, Silium+, Slam+, Ness+, Contour, Cobra, IRI-s, B808 plus 180, Atom, Backdraft, Cobra, Coverall, Tracker, Pilot, Super Blast and Ultim8 goggles. It also guarantees greater safety, reliability and comfort. This permanent coating on both sides of the lens gives them a high resistance to scratching, to the most aggressive chemicals and delays the onset of fogging. In all circumstances and at all times the PLATINUM® lens innovation guarantees your eyes improved protection. Bollé Safety are also the first company in the world to supply all their polycarbonate prescription lenses with PLATINUM® anti-scratch and anti-fog coating as standard and at no extra charge. PLATINUM® is available in a range of different lens options including CSP (Comfort Sensory Perception) which is a revolutionary new lens coating that provides maximum protection against UVA and UVB rays and blue light. This innovative coating

is an effective solution for all activities that alternate exposure to bright light and low light, while also being suitable for extreme hot and cold temperature environments. CSP is also combined with the exclusive double-sided PLATINUM® K and N antiscratch and anti-fog coating that sustainably combats fogging. The new Twilight technology offers the advantages of our marketing leading ESP lens but with our PLATINUM® permanent double-sided anti-fog coating (on both sides of the lenses) to prevent fogging in the most challenging conditions and it’s also antiscratch on both sides of the lens. Designed and used in low light conditions, it greatly improves contrast. Its light transmission rate is perfect for indoors or outdoors, particularly early morning and late evening. Twilight filters 76 per cent of blue light. New to the Bollé Safety prescription range is the Tryon prescription version which offers prescription wearers a stylish Base 7 wrap-around sports frame with the latest lens technology providing optimum vision. Bollé Safety are also the only company to offer their PLATINUM® double

sided anti-scratch and anti-fog K and N coating on their polycarbonate prescription lenses as standard at no extra charge. With a range of over 25 styles to choose from and PLATINUM® polycarbonate double sided anti-scratch and anti-fog lenses this is the perfect solution for your prescription wearers. The Bollé Safety prescription service is also very versatile with customers being able to order via the fully electronic online Web Shop, prescription forms or the exclusive All Inclusive Prescription Pack. The Bollé Safety Web Shop gives employers full control over the whole process while allowing employees to visit the optician of their own choice. The All Inclusive Prescription Pack is the easiest way to purchase prescription safety glasses for your employees. Simply buy a pack from your local Bollé Safety distributor, the pack contains everything that your employee requires to order their prescription safety glasses, they just need to visit their local optician with the pack and we do the rest. Also unique to Bollé Safety is the Contour Rx, the world’s first Base 8 prescription wraparound safety eye shield with Free Form Digital HD safety lens technology. Based on the market leading Contour eye shield, the prescription version gives the wearer sports styling combined with safety and protection and still meets the highest European Standard EN 1661F. All this without the complication and distractions of an insert. A truly unique product. All versions of the above ranges are fully approved to the highest European safety standards and also incorporates the unique Bollé Safety PLATINUM® lens expertise guaranteeing class one optical performance and quality. This allows the products to be worn all day, every day without any damage to the wearer’s eyesight. The lens design ensures an exceptional field of view of over 180º combined with integrated side shields and the high-performance PLATINUM® double sided anti-scratch and anti-fog coating as standard. It is our shared commitment to provide the highest quality protection for all of our rail users which is why the Bollé brand is a strong brand. Ultra-innovative, materials, lenses and accessories of the all Bollé Safety and Tactical ranges have a simple goal: to prevent eye injuries, provide maximum comfort to users with design and performance and reduce cost in use. Tel: 0208 391 3194 Email: rebecca.francis@bolle-safety.com Visit: www.bolle-safety.com

Rail Professional Industry Reference Book 2020 Page 223


The widest range of geotechnical solutions for the rail market Drilled piles

Driven piles Helical piles Pali Radice Soil nails Anchors Grouting

01246 252680

rail.uk@keller.com

www.keller.co.uk


Piling

Keller’s unrivalled track record Specialist rail team draws on years of experience to provide quality, cost-effective jobs, completed on time

O

ver the past 150 years, Keller has built an unrivalled reputation for delivering a wide range of quality solutions, safely, in all environments. In recent years, Keller has invested in the latest plant, training and technology to meet the highest standards in the UK’s rail sector and to continue to deliver the same quality of products and services that our clients have come to expect elsewhere. Our accomplished team of specialists are often called upon to assist with: • Proposing the right solution for the specific project team, the environment and the working restrictions managing risk, programme and budget. • Designing the most efficient geotechnical solution enabling principal contractors and asset owners to make the most of their capital budgets. • Delivering geotechnical and civil engineering projects safely and efficiently using state-of-the-art plant, technology and highly-trained personnel. Whatever the size, scope and complexity of your rail project, Keller has the right quality solution ensuring the job is done right first time. These market-leading and award-winning services include, but are not limited to: • Drilled, driven, helical (screw), augered and rotary bored piling for gantries, signals, bridges, viaducts, buildings and other structures. • Embankment, tunnel and wall

stabilisation solutions including soil nails, anchors and rock bolts. • The design and installation of a wide range of bespoke retaining wall solutions. • I&M packages for monitoring and presenting data on vibration, dust, noise, settlement and many other important aspects on and surrounding the rail infrastructure. • Bespoke track bed stabilisation solutions designed specifically to overcome the complexities and limitations of working in the rail environment. Among the work Keller carried out last year were Crossrail West station upgrades at West Drayton, Southall and Hayes and Harlington Stations. At Hayes and Harlington, due to programme constraints and limited possession availability, the clients (Transport for London and Network Rail) wanted the most effective piling solution and plant that could be used to work within two metres of the rail infrastructure. This meant loading the rig onto platforms during night working and then installing 600mm, 450mm and 300mm diameter Sectional Flight Auger (SFA) piles to the required design depths. With challenging ground conditions, works had to be modified while on site to ensure piles could be installed to the correct specification. Keller has also been busy at Wellingborough and Kettering stations installing 610mm Steel Driven Overhead Line Electrification piles and 300mm diameter bored piles for portal gantries and

twin track OLE structures as part of the works to upgrade stations on the London to Corby line. On all of our projects our specialist team of experienced and capable professionals come together to tailor a unique approach to each one reducing cost, programme, design and safety risks whilst maximising efficiencies. Although we value greatly the experience, stability and expertise of our workforce, we recognise the need to bring through new talent and invest in our established and highly successful graduate and apprenticeship programmes. We also partner a number of colleges, universities and work closely with our industry piers to share knowledge and ensure best practice is promoted throughout the sector now and in the future. EDI (Equality, diversity & inclusion), SEE (Skills, Employment & Education), sustainability and HSEQ is of the utmost importance at Keller and we work closely with our clients and supply chain alike to deliver continual improvement in all respects. We are also currently working towards the Investors in Diversity national equality standard. If you would like advice or to discuss a specific project requirement, please do not hesitate to contact Shaun Davison, General Manager Piling and Rail. Tel: 07748 477886 Email: shaun.davison@keller.com. Visit: www.keller.co.uk

Rail Professional Industry Reference Book 2020 Page 225


Real Estate

Rail freight – finding suitable sites Since 2000 notable studies published by Network Rail have considered the future requirements of the rail freight sector in terms of network capacity enhancement (Freight Network Study 2017) and forecasted increased flows from intermodal and construction sectors as non-fossil fuel energy options come in to play (Freight Market Study 2013) to existing ports, airports, manufacturing, distribution and warehousing sites adjacent or close to the rail network. This requires positive liaison between Network Rail and their lessees or other landowners not just to identify appropriate opportunity land but also allow inappropriate smaller sites with for example poor road access or configuration Grangemouth

W10/12 "High Gauge" Network CP4 Period End (June 2014)

EDINBURGH

Falkirk

GLASGOW

Coatbridge

Berwick-upon-Tweed

Extent of Main Map

Mossend

Carstairs

Hillington (Deanside)

OS information reproduced from the Ordnance Survey Map with permission of the Controller of Her Majesty's Stationery Office. Crown Copyright. License No. 0100040692.

Elderslie

General Map Notes:

Lockerbie

Dumfries

1. Principal Network Rail lines shown only. 2. Selected named Stations shown. 3. W10/12 data supplied by Ian Cleland, NR Freight Development Manager. 4. High Speed Lines not shown. 5. Original Map Scale 1:1,500,000 at A3 Size. 6. Map indicative only. Refer to the relevant Network Rail website and documentation (e.g. NESA) for business planning, safety or operational purposes.

Port of Tyne

NEWCASTLE Hexham

Sunderland

Carlisle

0

5

10

15

20

Miles

Workington

Penrith

Teesport

Selected Locations with Station

Wilton

Middlesbrough

Darlington

Tees Riverside Intermodal Park

NOTTINGHAM

(main city)

Preston

(other)

Sea Port & Intermodal Rail Freight Terminal

Felixstowe

Oxenholme

Intermodal Rail Freight Terminal

Barking Barrow-in-Furness

Rail Network

Settle

Lancaster

Network Rail

York

Leeds

Port of Liverpool

LEEDS

Wigan

W10 expected to be delivered early in CP5

Grimsby Doncaster

Macclesfield

Gainsborough

Alfreton

Kidsgrove Stoke-on-Trent

Crewe Wrexham

Lincoln

Chesterfield

Chester

Newark Sleaford

Castle Donington Derby Stafford

Worcester

Peterborough

Birch Coppice

Nuneaton

March

Hams Hall

Rugby

Ely

Bury St Edmunds

Northampton

Leamington Spa

Stowmarket Cambridge

Bedford

Ipswich

Banbury Bletchley

Page 226 Rail Professional Industry Reference Book 2020

Watford

Didcot

Newport Swindon

Wentloog

Reading

BRISTOL

Woking

Bristol

Basingstoke

Felixstowe

Barking rd tfo ra St

London Gateway

S. Acton Staines

LONDON Tilbury Redhill

Westbury

Guildford

Tonbridge Dover

Ashford Salisbury

Yeovil

Exeter

Felixstowe

Harwich

Hertford Oxford

CARDIFF

Colchester

Hitchin

Gloucester

Swansea

Ely

Daventry

Coventry

Hereford

Kings Lynn Norwich

Leicester

Wolverhampton BIRMINGHAM

Spalding

Melton Mowbray

Tamworth

Lawley Street

Grantham

NOTTINGHAM

Burton-onTrent

Shrewsbury

Proposed W10Gauge Route under development - outcome including date to be determined

Doncaster

Stockport SHEFFIELD

Warrington

Ditton

Hull

Wakefield

MANCHESTER

Llandudno Junction

W10 Loading Gauge at CP5 Start (June 2014)

Selby

Trafford Park

LIVERPOOL Garston

Network Rail - W10/12 Loading Gauge

Selby

Bradford

Preston

Wakefield

PPG13 set out policy guidance in relation to freight where objectives were to improve the strategic development of freight transport infrastructure and promote more sustainable patterns of distribution through encouraging more freight to be carried by rail and water. More recently the National Planning Policy Framework (NPPF) first published March 2012 and updated February 2019 supports sustainable development including infrastructure for transport with a presumption in favour of development but leaves the regional and local authorities with the job of identifying/promoting sites through the local plan process with a five yearly review requirement. In preparing their development plans local authorities should identify and protect sites which could be critical in developing infrastructure for the movement of freight and where possible locate developments generating substantial freight movements away from congested central areas and residential areas, and ensure adequate access to trunk roads. They must also protect opportunities for rail connections

to be used for other more suitable purposes. Post Network Rail’s initiative in taking back control of a multiplicity of sites under

Willesden Jn

A

problem for the sector remains making sure that government keeps rail-freight on the agenda and that it enables land to be released for investment in new rail connected termini as it remains very challenging to bring forward new development proposals. Over many years working with various clients in the sector we have advised on a multiplicity of land transactions and valuations to facilitate either the transfer of interests or merger of interests to assemble land of suitable size and configuration to accommodate rail development or reinstatement of use for rail freight purposes. The problems encountered in seeking to identify the right place to invest in rail freight development include: • fragmented ownership • cost of connection to the network • short-term and sporadic availability of Modal Shift Revenue Support Grant Scheme (post Brexit position?) • proximity to markets/commodities (ports) • strategic road access • planning – blanket allocations protecting inappropriate sites and lack of strategic regional/local studies to identify and promote appropriate sites.

Folkestone Eastleigh

Port of Southampton

Southampton

Portsmouth

Brighton W10_CP4_End_CoreEK_25052012.mxd


Real Estate

‘Project Mountfield’ they should be well placed to advise the regional and local authorities and act as a facilitator where other relevant bodies need to be consulted. According to the NIC Freight Study Final Report (April 2019) in 2017 freight distributed in the UK was broadly represented by 78 per cent road transport, 13 per cent by water and nine per cent by rail. The impact of this imbalance is demonstrated by congestion, increasing financial burden of road building and maintenance, and an increasingly effective and vocal environmental lobby. The DfT reported in July 2019 a three per cent increase in goods moved by rail with an average length of haul of 108 kilometres. The Rail Freight Group have released statistics indicating a three per cent decrease for Q1 2019-2020 compared to the previous year following a one per cent decrease over the previous study year from Q1 2018/2019. The rail freight sector clearly still has work to do to reverse this steady decline, though government must ensure that the planning guidance and regime makes it easier to bring appropriate land forward positively rather than relying on outdated blanket policy wording. Doing nothing is not an option. Carbon neutral targets (2050 or even

earlier?) will need to see significant modal shift – and identification of suitable land to accommodate this if they are to be met. Political leaders must enable and support the industry in striving to meet this challenge. Historically, the government’s freight strategy recognised the market’s principal concerns regarding rail as a viable alternative – hence the grant support regime. Rail use has traditionally only been competitive over relatively long distances, as goods have to be loaded on and off the trains at start and finish points. This requires subsequent use of road vehicles and the rail terminus point is not always the final destination. These are the additional costs to a rail journey, which increase the cost per mile. On short haul delivery networks the conventional road vehicle trip is generally cheaper, except on high density freight ‘corridors’ between centres of economic activity. The strategic rail freight interchange study reinforced this by confirming that as a minimum a strategic rail freight interchange should ideally be located on a route with gauge capability of W8 or higher or capable of such enhancement (Government Circular 02/2013). Rail freight operations usually involve continuous working up to 24 hours involving large structures, buildings, and operation of heavy machinery, so are location

sensitive in terms of noise, light and access. This therefore means that environmentally sensitive / residential areas are inappropriate so the legacy Victorian inherited estate of inner urban constrained sites will not adequately address the problem. More flexible and imaginative solutions have to be identified and positively promoted within an enlightened planning regime if we are to redress the current imbalance. We are seeing some movement towards this via Nationally Significant Infrastructure Planning (NSIP) schemes coming forward with the use of Development Consent Orders to bring forward site assembly and planning permission for land that would probably not have been considered appropriate under the former regime due to location within greenbelt or previously undeveloped land. Derry Mockett, Director, National Compulsory Purchase and Infrastructure Team Tel: 07920 505532 Email: Derry.mockett@realestate.bnpparibas Chris Selway, Senior Director, National Compulsory Purchase and Infrastructure Team Tel: 07920 505533 Email: Chris.selway@realestate.bnpparibas

TOMORROW’S REAL ESTATE IS BUILT TODAY. IN A CHANGING WORLD,

RAIL AND LOGISTICS SOLUTIONS, POWERED BY A GLOBAL BANK We offer clients a broad range of integrated property solutions focussed directly on the rail and logistics industry both in the UK and across Europe through our recently expanded Transport and Infrastructure Group, giving you a competitive advantage in a changing world. Talk to our experts: Chris Selway, 07920 505533 chris.selway@realestate.bnpparibas Simon Webb, 07795 306457 simon.webb@realestate.bnpparibas Derry Mockett, 07920 505532 derry.mockett@realestate.bnpparibas

Real Estate for a changing world Rail Professional Industry Reference Book 2020 Page 227


Rope Access

Your vertical solutions provider From bridges to embankments, voids spaces to confined spaces, lamps to latchways, buddleia to brickwork, glazing to gutters we do it all and more!

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eweltone is an industry leading provider of specialist property, industrial rope access solutions throughout London, the South East, East of England and the Midlands. We work for clients and suppliers alike in some of the UK’s strictest regulatory environment including rail, construction, aviation, maritime and nuclear power generation. Rope access offers clients a responsive and adaptive solution when compared to traditional methods of working at height such as scaffolding or access platform. Our vertical solutions provide clients, in most cases, with a faster time to overall project completion, are unobtrusive and able to get to those hard to reach areas, causes minimal impact at ground level, require less setup/ build time, is extremely cost efficient and totally flexible. In addition, rope access is a much safer way of undertaking work at height, when compared to traditional methods, with all staff being trained to the internationally recognised IRATA (Industrial Rope Access Trade Association) standard. In fact, Jeweltone are one of only a handful of IRATA Corporate Members within our sector

in the south of England to have achieved this accreditation. This means that all our rope access technicians are trained to IRATA standards and that our systems and processes are regularly audited by IRATA as a company, to operator standard. We are also a RISQS approved supplier with our own inhouse Health, Safety and Compliance Manager who’s gained many years of experience whilst working exclusively in the rail sector. We also hold accreditations and memberships with; Constructionline (Gold member), CHAS, SafeContractor, FORS, and the Society of Professional Rope Access Technicians (SPRAT). The company’s industry leading health and safety processes and systems are complimented by a state-of-the-art field based mobile survey and briefing tool, providing real time updates and GPS position of our teams. With our management systems certified to

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ISO9001:2015 standards as well Jeweltone are a trusted partner for any job. For over 30 years Jeweltone has had a long and established presence in the rail sector winning several industry awards. During this time, we have worked extensively on London’s Underground network playing a major part in enhancing the passenger experience of the Jubilee line. Initially contracted directly to Tubelines before working for successive contractors, Jeweltone’s IRATA trained staff have been cleaning the voids and steelwork, changing the lamps and ballasts, wiping down the grills and louvers and cleaning the glass and canopies along the Jubilee line. We have also taken on other tasks across the London Underground network replacing glass in canopy roofs, cable laying down vent shafts, installing safety restraint eyebolts and more. Most recently Jeweltone has completed a number of high-level graffiti removal projects for our clients. On a recent project we worked closely with the client in providing a safe route of access for the removal of graffiti above the mouth of a tunnel. The team worked during engineering hours to move and erect a portable counter weighted system onto the street above and


Rope Access

then abseiled down to the work area to paint the graffiti above the month of the tunnel, completing the task and moving all equipment back off site in time for traffic hours. Our rail experience doesn’t stop there as Jeweltone is a trusted partner in the overground network as well, having completed numerus projects at major station in the past few years. Some of the projects we have undertaken on behalf of our clients include: St Pancras Station – a full roof inspection of window beading including photographing and mark up plans of each and every loose or missing window bead. Undertaking a full clean of the gable end glazing and structure along the St Pancras Square elevation of the station Kings Cross Station – the removal of pigeon guano from and around the vent shafts which were causing a danger to health and a slip hazard, following which we installed netting to the areas to eradicate the problem in the future Blackfriars Station – completed the cleaning of glass curtain walling to the front of the station.

The range of activities Jeweltone can offer include: • • • • • • • • • • • • • • • • • • •

Abseiling/High level rope access tasks High level cleaning General and access window cleaning Builders cleans and sparkle cleans Building/Structural surveys Guano removal Bird proofing – netting, spikes, etc. Commercial pest control Construction site pest control Gutter and roof inspections and cleaning Safety netting – installation and testing Glass inspection and installations Access/Mansafe system Latchways systems and eyebolts installation and testing External building/structural cleaning – materials include stone, brick, render, cladding, concrete, etc De-vegetation of structures, bridges and banks High level/access constraint graffiti removal Silo and confined space cleaning Painting high level/access constraints

Tel: 01621 841 222 Email: sales@jeweltonesolutions.uk Visit: www.jeweltonesolutions.uk

Industrial Abseiling

Specialists in Property & Rope Access Solutions for the rail industry T +44 (0)1621 841 222 E sales@jeweltonesolutions.uk Bath Place Wharf / Downs Road / Maldon / Essex / CM9 5HG

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Window Cleaning Cleaning Services Bird Proofing Mansafe System Vegetation Removal

jeweltonesolutions.uk Rail Professional Industry Reference Book 2020 Page 229


Safety

Safe and secure on Britain’s railway William (Liam) Johnston describes the important work railway chaplains do in assisting the British Transport Police and the rail industry

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veryone who has any connection to the railway industry knows that the railway network is a ‘safety-critical environment’. British Transport Police (BTP) are dedicated to keeping the industry safe. Many people only think about BTP as being a presence on the concourse of major railway stations, lending support to revenue inspection. The reality is that BTP is a highly professional and diverse organisation. This was demonstrated through their response to all of the terrorist incidents in 2017 and their involvement with the Grenfell Tower fire, both during the blaze and the subsequent recovery of the victims by the BTP Disaster Victim Identification team (DVI). What is less well-known is that throughout these and other incidents, standing alongside the BTP officers were the railway industry’s equally dedicated railway chaplains. Bill Bryden OBE, BTP’s Operations Delivery Manager for the Scientific Support Unit said of the railway chaplains: ‘Whenever the DVIs are deployed, our chaplains will be deployed with them; our chaplains are worth their weight in gold.’ Not only have chaplains attended major incidents but they have also provided post-incident care following fatalities and serious life-threatening incidents. This extends to being requested to attend the Old Bailey for the London Bridge inquest to provide a reassuring presence for officers and witnesses. BTP has also passed the contact details of the chaplains to other police services where officers have attended particularly traumatic incidents, recognising that while other forces have chaplains, it is the railway chaplaincy that has the experience when dealing with these kinds of tragedies. Railway chaplaincy has been provided by the Railway Mission for 138 years since it was founded in 1881. Despite its long history, many people still don’t know of Railway Mission’s existence, but this group of dedicated railway chaplains provide railway staff and BTP officers confidential, impartial and independent pastoral care.

helps protect those who are vulnerable and may consider self-harm. Chaplaincy support helps people to cope with the devastating effects of these traumatic events. T/DS Gerry Griffin (B Division FIT) said of the Railway Mission Chaplaincy: ‘We have used the chaplaincy services on a regular basis. Nothing is too much trouble for them and we appreciate the support the team provides to families who are at rock bottom.’ Day in and day out the Fatality Investigation Team are viewing the evidence, the witness statements, images and personal effects of fatality victims. Under normal circumstances, the team handles the constant traumatising effect of such work well. But when another negative stimulus is added, either through work or home life, the normal coping mechanism is disrupted. It is at this point that the ongoing pastoral care of a chaplain becomes invaluable to the individual as either a sounding board or as an impartial confidant. But chaplains will also step into the role of advocate for the health and wellbeing of the team and others in both BTP and the railway industry where it is appropriate to do so. At the end of 2018 Michele Ashton, chaplain to London Liverpool Street and Anglian Region, received a special

Incident assistance Working with BTP’s Suicide Prevention and Mental Health (SPMH), BTP’s Coroner Liaison Officers and the Fatality Investigation team chaplains are asked to support families and witnesses following suicides and accidents. This indirectly supports railway staff by taking the pressure off of railway staff and BTP officers and Page 230 Rail Professional Industry Reference Book 2020

recognition award from BTP for all her work in supporting both Police and railway staff through challenging times, especially following incidents such as suicides or accidents on the railway. The nomination came from Stephanie Anderson, Key Account Director at STM Group and from police officers in the area. The award was presented by Superintendent Susan Peters, Head of Territorial Policing Support at BTP Force HQ. Another of the chaplains, Andrea Smyth, recalls her recent experience of two nightshifts with BTP. Where she and


Safety

the officers attended or were involved with incidents ranging from a stabbing to a shooting, to a person on the track, a fire and public disorder. ‘Sometimes we would drive around doing a general sweep of the local areas, but a lot of the time was spent on blue lights, responding to incidents of various levels of seriousness.’ Andrea recalls how the two officers talked to many people, being firm but fair with offenders and compassionate with the vulnerable. Receiving a call that there was a young woman lying on the track at a station, turning on the blue lights they sped to the location. Andrea says: ‘The three of us got out of the car and saw a young woman walking away from the station entrance. A Network Rail Mobile Operations Manager (MOM) came to meet us, pointed to the young woman, and said, ‘that’s her.’’

Apparently, she had been seen by the MOM lying very close to the track. A train had been approaching but had seen her and stopped in time. Approaching the woman, one officer spoke to her briefly before calling Andrea over. ‘I took her to the police car and we sat in the back talking quietly. It turned out that she had been at a meeting and then had gone for some drinks afterwards with friends, but didn’t remember anything after that. We all thought that her drink may have been spiked, particularly as she had lost her memory and had no recollection of lying on the railway track.’ When the chaplaincy receives a notification of an incident, it is the chaplains’ rapid response to the incident and their ability to assist with difficult situations that BTP officers have always valued. However, it should be noted, that where an incident may result in a criminal investigation into either railway employees

or a company, that the chaplaincy provides a dedicated chaplaincy to BTP and a separate chaplaincy to the railway industry, in order to prevent any perceived conflict of interest while supporting rail staff and BTP officers. This was the response for the recent tragic incident near Port Talbot where two Network Rail staff were sadly killed by a train while working on the track. Regardless of an individual’s beliefs or lifestyle, rank or role, railway chaplains seek to engage with people on a personal level. Spending time with police officers and staff helps build lasting and supportive relationships that help build personal resilience. Resilience is the personal capacity to manage the risks associated with excessive demands and stresses without experiencing any personal anxiety. Personal and industry-wide safety and security can be put at risk if officers and staff are suffering from anxiety or stress; because these affect concentration and the ability to perform efficiently and safely. The benefits of establishing a resilient workforce include the capability of the organisation to operate in such a way as to be able to respond rapidly to internal and external pressures, while at the same time reducing costs linked to the loss of productivity through stress; reducing costs while increasing performance is a priority of any responsible organisation. Railway Mission chaplains understand the need for BTP to focus on the psychological needs of officers and staff; therefore they provide ‘Psychological First Aid’ to the organisation, supporting BTPs Trauma Risk Management. All of the above are operational situations and represent a little of the breadth of the roles and responsibilities of some of those who protect the railway. The preparedness of BTP to respond to situations comes down to training and retraining. Occasionally you may see BTP officers searching a railway station with ‘passive dogs’. Here to, Railway Mission chaplains can and do, lend a hand, assisting in the training of these dogs. Some people might consider this as not a good use of a chaplain’s time, but without the volunteers helping with the training, these dogs would not be as effective as they are. Chaplains have also been known to assist in the training of police officers in riot situations and the chaplains join in with enthusiasm, after all, who wouldn’t volunteer to throw things at the officers of the Operational Support Unit? To find out more about the Railway Mission visit www.railwaymission.org

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Safety

Bridge strikes – reducing the impact on transport networks and the environment Bridge strikes are costly to both rail and road network operators; creating hours of delay and disruption for all involved and risking the lives of anyone directly or indirectly involved

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n average of five bridge strikes happen every day – potentially endangering lives every time – despite the current risk reduction initiatives. At best, there is no negative impact on human life, but each strike causes infrastructure damage and, on average, a two-hour delay to trains; resulting in disruption to both rail and road users. Approximately 1,800 vehicles a year crash into bridges, a majority being HGVs and buses. In simple monetary terms, bridge strikes cost on average £13,000 per strike. Historically this equated to around £23 Case study: City of Edinburgh Council Problem – four hotspot bridge sites with a high number of bridge strikes and obsolete/faulty OVD systems. Solution – replacement of 15 systems across four very busy sites with swift delivery during temporary road closures to minimise road traffic delays and avoid disruption to the Edinburgh Fringe. Technology – Coeval supplied dual infrared overhead broken beam detectors on each approach to the low bridges, detecting any vehicles exceeding the maximum vehicle height. Should a vehicle break the detection beam, Vehicle Activated Hazard Warning Signs are activated to warn of the height restriction ahead, and the Warning Signs advise to use an alternative route e.g. ‘Overheight Vehicle Use A701 to Left’ or ‘Overheight Vehicle Stop’ if no alternative exists before the bridge. George King, Project Manager for The City of Edinburgh Council commented: ‘Coeval won the tender for the replacement systems and carried out the installation works involving using different temporary traffic management set-ups to liaising and working with our own electrical consultants in the Street Lighting Section. The work was also completed within programme and budget. We are now satisfied that the new systems will help protect the bridges for several years to come.’

million a year of UK taxpayers’ money. This financial situation appears to have improved recently with Network Rail now claiming the cost back from hauliers. However, not all strikes are significant, as such some vehicles don’t stop when they’ve hit the bridge, so the costs are still borne by Network Rail. These figures relate to the costs relating to the bridge assets. In addition, we have both the financial cost to the wider transport network and the impact on the environment, caused by road traffic delays and congestion associated with a bridge strike. Transport bodies, including Network Rail and Highways England, continue to work on a number of initiatives to reduce the number of bridge strikes in the UK. These include working with the haulage industry to educate and engage their members to improve areas where the hauliers can have a direct influence on the drivers themselves, such as accurate vehicle height measurement and effective route planning. However, the number of bridge strikes does not appear to be decreasing. The physical infrastructure around the bridge location plays an important part in advising, informing and enabling HGV and bus drivers to avoid low bridges; with more effective warning signage and improved turning areas, for example. The challenge in relation to these infrastructure solutions appears to be the connection between rail and road and who funds such solutions.

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This is an interesting challenge as we enter a new decade where transport funding remains limited and climate change is at the fore. As climate change becomes a real focus, are we also considering the impact of bridge strikes on our environment? The transport sector is the fastest


Safety

growing contributor to climate emissions. It’s common knowledge that traffic congestion plays a major part in climate change issues and that this can be, in part, alleviated by improving traffic flow and enabling the greater use of public transport. When we consider the environmental impact of bridge strikes on the entire transport network, we need to look at two areas: The impact to rail travel – delays. The impact on the highway network – congestion. One means of reducing the number of cars on our roads is to see a shift to alternative modes of transport which includes rail; public transport is key in the

fight against climate change. As such we must have a reliable alternative to the car, any delay to rail passenger travel negatively effects the reputation of our rail services and damages the drive towards increased use of public transport. In addition, traffic congestion caused by these incidents also has a major effect on our environment and our health. Air pollution is the biggest environmental threat to health in the UK with up to 36,000 deaths a year attributed to long-term exposure (Public Health England, March 2019). The Government’s latest set of appraisal tools indicate that the health impacts of not delivering on the UK’s emission reductions

could be around £5.3 billion per annum by 2030. In order to achieve the emission reduction targets and protect future generations, we need to look at our entire transport network and how it effects our environment. This includes the impact of bridge strikes and how we can reduce these incidents. At Coeval, we work with our clients to reduce the impact of hazards across the transport network, including systems to protect bridges and tunnels. Overhead Vehicle Detection (OVD) systems can alert drivers to a low bridge ahead and warn them that they are too tall to pass under it. It can also collect data in relation to the number of triggers and help to identify if there is a wider issue that needs investigating further. Tel: 0141 255 0840 Email: info@coeval.uk.com Visit: www.coeval.uk.com

High-intensity signage to protect

bridges & tunnels Up to 10 railway bridges a day are hit by drivers not knowing their vehicle height, costing rail operators and councils time and money to put right. Coeval’s intelligent technology detects overheight vehicles and illuminates a high-intensity road sign that stops or diverts them. For over 20 years, our signs have been protecting railway bridges across the country.

design | manufacture | install | maintain

High-Calibre LED Road Signs & Traffic Control Systems Intelligent illumination

t 0141 255 0840 e info@coeval.uk.com www.coeval.uk.com w coeval.uk.com

Rail Professional Industry Reference Book 2020 Page 233


Scaffolding & Access

Layher access and protection systems – a proven track record The wide range of temporary works access needs that are a central feature to rail refurbishment projects call for equipment that is proven, safe and versatile

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ayher Ltd. has been at the heart of this scenario for many years and, according to its UK Managing Director, Sean Pike, the ongoing innovation behind the company’s scaffolding, access and weather protection systems is a further factor that helps it meet clear-cut rail industry needs. ‘The safe movement and management of both workforce and the public is invariably a feature of rail refurbishment and can take on many forms’ he says. ‘Access scaffolds, temporary bridging and site protection – all feature regularly on the project lists of a growing list of scaffolding contractors who use our equipment and systems.’ Sean Pike highlights key characteristics of Layher’s equipment design to fulfil specific rail industry needs. ‘The principal equipment in our range – Layher Allround – features a built-in connection mechanism which means the number of individual components required can be minimised’ he says. Sean Pike points out that the ‘rosette connection’ design offers a choice of fixing positions to enable an extensive range of installation layouts and configurations to be achieved. ‘Importantly, it provides a common fixing method not just for other Allround equipment such as transoms, guard rails and decking,

but also enables the system to interface directly with, for example, our temporary roofing, Protect screening and containment panels and choice of bridging and staircase systems. All of these, of course, feature regularly in the rail refurbishment sector’ he adds. Layher’s lightweight designs simplify handling operations while the absence of separate clamps not only helps to improve safety – there being a lower risk of material either falling or being left at site upon completion – but also means erection speed is optimised. Layher can point to examples where savings of some 50 per cent, in both manpower and materials, compared with tube and fitting, have typically been realised. This translates into not only time savings but also minimises transportation and site storage requirements. Significantly, Layher also has a proven commitment to innovation with new product designs emerging regularly from the company’s manufacturing plant in Germany. ‘Recent developments include our Aluminium FlexBeam design which has been developed for both suspended and upright surface scaffolds and is proven during the installation of bridge structures – often central to rail industry work’ continues Sean Pike. He adds that the product has a 40 per cent

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higher bending capacity than alternative designs and also enables lower construction heights to be achieved. The recent introduction of a new Lightweight Steel Deck – which achieves a ten per cent weight saving – is also set to offer important handling and application advantages to the rail industry. Using high tensile steel grades, thinner materials and an innovative transverse reinforcement design, the innovation still meets Load Class 6 requirements and is available in a choice of lengths. Features such as bridging across the rosette on Allround standards, increased rigidity and enhanced non-slip capabilities, all enhance the suitability of this latest addition to the Layher decking range. The company has also recently introduced two new independent tower options that meet short term moveable access needs. ‘Our new Solo Tower has been developed for transport, assembly and use by just one worker’ continues Sean Pike, ‘and a full set of Solo Tower lightweight components can be loaded simply into a van for easy transport to point of use.’ The Solo Tower assembly can reach a working height of 6.15 metres – with one man construction achieved via the ‘3T method’ – while a snap-on claw design means construction is tool free. Preconnected toe-boards and pre-assembled double guard rails help to make the installation as safe and simple as possible on a wide range of ground conditions, with a load capacity of 2.0 Kn/m² on the maximum of one working level then available. Alongside this, the company’s new Heavy Duty Tower XL enables a structure with a 2MN load capacity – equivalent to 200 tonnes – to be easily constructed by simply adding just a few components to the Layher Allround system. ‘Partially or fully completed, XL towers can then be readily positioned by crane – although none is required for the assembly process itself’ Sean Pike explains, ‘while


Scaffolding & Access

once again, a range of ground conditions can be accommodated using the adjustable base plate.’ The XL tower, which provides a working area of 1.57 metres by 1.57 metres, is ideal for applications such as working scaffolds, bridges and shoring and thus clearly opens up a wide range of possibilities throughout rail refurbishment operations. One of the most exciting developments to be introduced in recent months by Layher is its Scaffolding Information Modelling (SIM®) design tool. This builds on the company’s established LayPLAN and LayPLAN CAD facilities to create 3D visualisations which can be seen either through a wearable VR headset or on screen. ‘Scaffolds can be rotated, clash detection function enabled and mixed reality applications produced while realistic rendering, enhancement via extensive

libraries and the option to hold prefabricated assemblies and template drawings on file are all also available’ continues Sean Pike. Key information outputs such as material needs, weights and logistical details can then be generated. Layher has grown consistently over many decades to become a genuine multi-national modular scaffolding, access and protection specialist. Its offices in the UK, centred in Letchworth with support from satellite depots in Yorkshire, Scotland, Ireland and, most recently, the Midlands add up to extensive nationwide coverage – all underpinned by the organisation’s membership of the National Access & Scaffolding Confederation and achievement of a list of relevant, independent certifications. ‘Throughout this time, we have been fully aware that our success and growth is

closely linked to that of our customers so we are committed to giving them the tools to develop their own services’ concludes Sean Pike. ‘That doesn’t just mean the physical equipment, but also involves support that ranges from design and training to supply confidence, not least the six months’ stockholding that we have in place to accommodate possible factors relating to Brexit, and, of course, continuous innovation. Quite clearly, the rail industry – both mainline facilities and underground networks – is a key beneficiary.’ Tel: 01462 475100 Email: info@layher.co.uk Visit: www.layher.co.uk

Strength in partnership. It’s in our DNA.

In-house technical services In-house CISRS-approved training centre In-house financial support solutions On-site product support services Unmatched stock support with fast, off-the-shelf availability Depot network, nationwide Original product innovation Quality engineered products Original permanent advanced guardrail option Strategic customer partnership The past, present & future of system scaffolding Layher UK info@layher.co.uk www.layher.co.uk Layher Ireland info@layher.ie

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Station Design & Refurbishment

Forward-thinking rail livery design Aura Graphics strive to have pioneering technology and products in the foreground of everything we do, and are always looking for new, exciting projects to be involved with to showcase these capabilities

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arlier this summer, we showcased such a project we were working on in collaboration with Porterbrook at one of the many exhibitions we attended this year – Rail Live. This event is the UK’s only exhibition that brings the entire rail industry together in a real rail environment. Rail Live is renowned for including ontrack machinery demos and live displays of the freshest, most exciting new products and equipment. This was the perfect environment to demonstrate our latest work and phenomenal new products as part of Porterbrook’s creative feat – the InnovationHub.

The hub was a four-car class 319 train repurposed into class 379 as a static testbed and working environment for SMEs looking to experiment with new tech, data, and passenger solutions before they go live. Porterbrook’s Project Manager for InnovationHub, Kevin Eley, spoke of the immense work that went into the hub, saying: ‘This year it’s got 30 different innovations on it, with 25 different suppliers. It’s fully powered so it’s got 240 and 110 power on it, and it’s been completely stripped out so it’s got anything from new seating to design graphics to wayfinding – the list is endless’. Aura Graphics were lucky enough to

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be selected as one of the 25 UK-based companies to demonstrate more than 30 new innovative products on the InnovationHub. Working closely with Porterbrook, we refurbished two trains for the event – the Innovation Train and the HydroFLEX train. We wrapped the exterior of 2 x 4 car carriages, with one being for the Innovation and one for the HydroFLEX livery, with one carriage wrapped per day. On the interior wrap, we started with approximately a third of a carriage that was in a particularly substandard state and wrapped it in various films advertising what each was capable of, as well as prepping all surfaces and fully spraying the ceiling. It took us approximately two days of prepping with spray, and another two full days of wrapping. We were also asked to wrap the bulkheads throughout the unit, as well as wrap and spray another third of a carriage in the VIP area for Porterbrook, which took us only three days in total. Following this, it was requested that we complete some interior painting and wrapping on the HydroFLEX, for an additional two days. We were able to transform the entire carriages, top to bottom. We managed to provide vinyl wraps with clear coat finishes; directional graphics; draught screen glass; dado panels; light diffusers; and powder coating and painting. All the graphics produced for the interior and exterior of the trains came from our unique in-house design team. The entire livery was comprised of original design work and graphics that were in place to lead people around the train with ease, whilst describing the uses and benefits of each product that was used on the interior space. On the windows we used temperature and heat reflective films, which are used to control the ambient temperature of the train. These films not only work to keep heat out on a hot, busy train but also greatly help to reduce running costs. Working closely with 3M we also used a number of new innovative products including the 3M DI-NOC series, a new conformable anti-graffiti laminate, and the


Station Design & Refurbishment

impact is possible.’ Echoing his sentiments, Oli Wilson – 3M’s Key Account Manager – mentions: ‘It’s a really exciting time for us, and also for Porterbrook, as we really value sustainability – it’s one of the key drivers in the rail industry today.’ In an age where sustainability is at the forefront of business, it’s incredibly important for us to continue using cutting edge products that push for a more environmentally friendly option. We will always champion state-of-the-art solutions that will renovate and transform the face of the rail industry. Tel: 08450525241 Email: info@auragraphics.com Visit: www.auragraphics.com brilliant 3M Envision Print Wrap Film 480. The 3M 480 is a non-PVC, high-quality film that has twelve years durability, and can amazingly be used for both external and internal use. The 3M Envision Print Wrap Film 480 also has a six-year warranty, can be installed in extreme temperatures, and has a slower burn rate with less smoke giving 4.5x longer evacuation time. Due to its non-PVC qualities, the 480 series is an environmentally friendly

alternative for printing large format graphics and allows us to greatly reduce our carbon footprint. Through our ongoing partnership with 3M, we’ve used their phenomenal 3M Envision Print Wrap Film 480 on several projects and continue to gain great feedback from clients. ‘Sustainability is extremely important to Porterbrook’ explains Kevin Eley, adding: ‘We want to make sure that everything we do, the least amount of environmental

Over 85%

Exterior Livery Wraps

Interior & Exterior Refurbishments

of UK rail operators (passenger, freight, trains & trams) have worked with us.

Wayfinding & Station Signage

1,750+

Anti Corrosion Protection and Repair

Promotional Campaigns

Anti Graffiti Protection and Removal

rail carriages with work completed by our specialist teams each year (on average).

1,100+

Interior Graphics

rail depot site visits made by our teams to provide rail services each year (on average).

Point-of-Sale

Repair & Maintenance

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Paint Solutions

+25 years providing services to the rail industry

Textured Surface Films

0845 0525 241 info@auragraphics.com

Rail Professional Industry Reference Book 2020 Page 237


Station Design & Refurbishment

Community action and spirit creates Cumbrian transport hub Most people have heard of Hadrian’s Wall, but the Roman name of Alauna is much less familiar

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ut this town – these days better known as Maryport, situated in West Cumbria – was a highlyimportant frontier settlement during the Roman occupation of Britain, and this fascinating history is now uniquely celebrated by a series of evocative storyboards installed on the bi-directional platform of the town’s railway station. But depicting the days when the legions of Rome marched through the hills and valleys of Cumbria is just part of a much larger picture. ‘The regeneration of Maryport station was a major strategic objective for the Community Rail Partnership,’ explains Dawn McGough, Community Rail Manager. ‘We wanted to create a series of hub stations along the Cumbrian Coast railway to encourage regular rail travel, alleviate local traffic congestion and facilitate much more tourist exploration of our scenic Cumbrian Coast railway. So we collaborated with Cumbria County Council and the Local Enterprise Partnership on preparing the business case and overall strategic approach. From the outset Maryport was a priority.

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Station Design & Refurbishment

There was very little car-parking space at Maryport station which led to major congestion on the surrounding streets and was a real barrier to persuading people to use the train. Bearing in mind the daily commuting needs for workers at Sellafield and the tourist opportunities in Maryport creating an integrated transport hub with the railway station was the perfect answer.’ Cumbria County Council secured the essential funding for the project – in excess of £1 million – through the Cumbria Growth Deal. Land ownership negotiations commenced with the local rugby club, on whose land the new car parking facilities were scheduled to be built. Running alongside these complex negotiations the Community Rail Partnership ensured the whole project had a strong strategic fit with Allerdale Borough Council’s ambitious plans for the regeneration of Maryport as a prime tourist destination. Following resolution of all practical issues the transport hub, consisting of a 78-space car park, pedestrian access to the station and associated footpath and highway improvements, was officially opened by Cumbria County Council in April 2018. This was welcomed by the local community and produced immediate results, with a notable upsurge in rail usage. Attention now turned to regenerating the railway station itself. The Community

Rail Partnership engaged with the local community for advice. ‘The station is a very important gateway to the town and we wanted to create something the community could be proud of,’ says Dawn, ‘the large platform areas were an overgrown and unkempt wilderness crying out for transformation and who better to tell us what to do than the people who live there?’ A priority on the community ‘wish list’ was a modernisation programme which coincided with Northern’s own Station Investment plans. Through ongoing collaboration with the community, a comprehensive work programme emerged, including clearance of the garden areas, installation of a new shelter, measures to reduce vandalism and anti-social behaviour, new Customer Information screens and extensive platform resurfacing. It was during this renovation work that the concept of introducing a Rome theme into the station really came to the fore. ‘We just don’t have the population along the Cumbrian Coast to sustain the usual commercial ventures at our stations’, says Dawn, ‘but we’re also firm believers in the fact that railway stations can be so much more than places to wait for a train. We have very strong links with schools along the line of route and teachers always tell us about the value of learning outside the traditional classroom environment. As a result, we’re

developing the concept of using our stations as outdoor classrooms.’ And, with an appreciation of local heritage being so high on the school curriculum, the project known as the ‘Edge of Empire’ was born. The years when the legions of Rome dominated Cumbria are well-documented, and during those times watch-towers and mile fortlets were built to protect the Cumbrian coast from invaders north of the border. Alauna was a hugely important location during the Roman conquest, both as a shallow-water port and a staging post for Roman troops on their way to Hadrian’s Wall. ‘We wanted to create a real focal point on the station,’ explains Dawn, ‘something that was both valuable in heritage and educational terms and also intrinsically different. So we established focus groups drawn from the community and specialists in Roman history to provide the basic guidance on the different themes we wanted to portray. Learning about Roman history on a railway station might seem a strange thing to do but it’s a perfect fit for places like Maryport.’ With financial support from the Community Rail Development fund, administered by the Association of Community Rail Partnerships on behalf of the DfT, the Edge of Empire became an exciting reality. The result is a remarkable display of highly-praised storyboards installed prominently on the Maryport platform. Deliberately sequenced, these intriguing storyboards begin with the chronicles of everyday life before the Roman conquest, how and when the Romans arrived, the many legacies the Romans left behind, and eventually end with the fall of Empire. ‘We set out to provide a memorable experience for children,’ laughs Dawn, ‘but it turns out that adults enjoy learning about Roman history just as much! The final storyboard is a quiz based on what has gone before and people go back to find the answers! The feedback we’ve had from both rail passengers and the general public has been absolutely fantastic. The Roman theme has made a huge difference to the station.’ But the community spirit and local enthusiasm which has made the Maryport transport hub such an outstanding success doesn’t end there. A new station adopters group, called the Maryporters, has been established and plans to extend the Roman theme are already being made. The last word must go to Dawn. ‘We’re so lucky to have such a huge reservoir of community goodwill here in Cumbria. The Cumbrian Coast railway is a lifeline for so many isolated communities, especially with the cutbacks in rural bus services. And it’s in places like Maryport that community commitment shines through. We’ll make sure it continues!’

Rail Professional Industry Reference Book 2020 Page 239


at the heart of the UK supply chain Find out why over 600 organisations spanning the entire rail supply chain have joined the Rail Alliance

Join the largest b2b rail community in the UK and the go-to organisation for doing business in rail

visit

www.railalliance.co.uk/join /company/rail-alliance @rail_alliance_bcrre @therailalliance

Network Collaborate Innovate Thrive


Supply Chain

Rail Alliance - at the heart of the rail supply chain At the beginning of last year the Rail Alliance entered a new chapter in its history when it was formerly integrated as part of BCRRE

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uilding on its reputation as the largest b2b rail community in the UK and the go-to organisation for doing business in rail, the Rail Alliance has gone from strengthto-strength. Spanning the entire rail supply chain, the community forms a rich and diverse network and as it grows, so does the knowledge within and also the connections to be leveraged. Sitting at the very heart of the rail supply chain, the Rail Alliance acts as a valuable resource for UK rail businesses, and provides a number of high quality business focused benefits from networking opportunities, knowledge transfer, market intelligence, company profile raising in addition to access to business advice specific to rail or international programmes and much more. We are also very proud of the representation within the community from other sectors – such as aerospace, automotive, oil and gas and nuclear to name but a few. This adds even greater diversity to the community, bringing fresh innovation and new ideas to further enhance and enrich the R&D/I processes within the sector. The Rail Alliance’s revised business model allows organisations to select a level

of service that meets individual business needs - from a freemium option right up to a full service, gold package. This provides new options and offers increased flexibility to join the community and has resulted in exponential growth. We have been extremely encouraged by the value the community has placed on joining the Rail Alliance with many choosing to move from a freemium option to full community partner status which reflects a true endorsement from the sector. With the backing of the University of

Birmingham via BCRRE, the Rail Alliance is in an even stronger position to support the rail supply sector and assist organisations within the community to navigate what can often be a complex market environment – whether a company is new to the sector or looking to develop rail business as an established organisation in rail. The Rail Alliance is fiercely proud of its community – a community with a passion to thrive and achieve through collaboration, networking and innovation. Our mission is to be the UK’s number one rail supply chain partner of choice – the critical link between rail buyers and suppliers. KEY PERSONNEL Executive Director: Colin Flack Office Manager: Dawn Bell Commercial Director: Martin Little Marketing Communications Director: Eli Rees-King Brand Manager: George Bates Business Development Director: Richard Carr Innovation Manager: Eddie Blackett Rail Mentor Manager: Jim Panter Rail Mentor Manager: John Beale Formula Rail: Chris Denison Associate Consultant: Marcus Mayers

CONTACT INFORMATION Address: The Control Tower, Quinton Rail Technology Centre, Station Road, Long Marston, Stratford on Avon, Warwickshire CV37 8PL Phone: 01789 720026 Email: info@railalliance.co.uk Website: www.railalliance.co.uk Rail Professional Industry Reference Book 2020 Page 241


Surveying

PBH Rail – delivering for you! PBH Rail was established 16 years ago and has expanded significantly during that time, now employing a team of 70 people across four areas of the business – Planning, Survey, Track Design and OLE Design

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he company places an emphasis on employing experienced and motivated individuals who are proven in their field of expertise and also have significant experience in multi-disciplinary rail projects. This enables the team to ensure it understands the challenges of integrating all disciplines, provides project and client focus, and delivers a quality, cost effective service. With the demand for a skilled workforce across all design disciplines at a premium, PBH is committed to working closely with framework providers to provide support across key areas ensuring projects are delivered safely, efficiently and to the specified remits. The company has extensive experience with all types of multi-disciplinary services through all GRIP stages, including S&C, remodelling, depots, platform rebuilds/ extensions, plain line and high output renewals. We have also completed entire electrification projects from survey and early GRIP stage development through to detailed design and full handover – the Stirling/Dunblane/Alloa (SDA) project being one recent example of a successful multi-

disciplinary project we have completed PBH Rail is fully RISQS accredited for Survey, Permanent Way & Electrification design and consultancy, this has enabled an innovative, focused approach to the management of railway projects. The company is ISO 9001, 14001 and 18001 certified and has also achieved accreditation in Investors in People. This has been an important journey as it ensured the team were fully involved and integrated into the accreditation process and were provided with clear development plans and management support to ensure they could continue to thrive and develop. Survey and Planning To complement our successful Track and Electrification design disciplines we have a dedicated specialist Planning and Survey team operating throughout the UK. With extensive knowledge of track access requirements, our RISQS accredited Planning team are fully compliant with the requirements for Railway Interface Planning, allowing our team of professionally qualified staff to provide a full spectrum of planning support services. We

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can plan long and short-term track access including haulage and isolations with access to both the Possession Planning System and Green Zone Access System. All Lead surveyors hold a minimum of COSS/SWL competency, with a high percentage of staff qualified as Protection Controller and SWL2. Our team provides the full spectrum of survey support services. PBH has a wealth of knowledge and experience within the survey team which enables us to plan, manage and execute surveys to maximise the tight time constraints on the railway and ensure “right first time” delivery. PBH Surveys provide a full spectrum of survey support services including, but not limited to, 3D topographical surveys, 3D high definition point cloud scanning, gauging surveys, electrification equipment surveys, drainage surveys, on-site technical support, building information modelling and UAV surveys. The team are experienced in the delivery of coordinated survey data tied into local, national or bespoke railway control grids. There is no the limit to the length of survey PBH can complete, with capabilities ranging from a single structure to tailored made programmes enabling surveys in excess of one hundred miles. At PBH Surveys we believe in innovation and have the latest equipment at our disposal for all survey needs. This equipment along with our comprehensive knowledge assists us in confidently catering for the most challenging of railway projects no matter the size. Services Include • In-house planning • Control networks • Coordinated topographical track surveys – detailed S&C surveys • 3D high definition laser scanning • UAV Surveys • Overhead Line height and stagger surveys


Surveying

• • • • • •

Highway Surveys Gauge clearances surveys Datum plate surveys Utility detection and service mapping GNSS Track structural and geotechnical monitoring • Setting out • Technical Support • In-house data delivery team. Rail The Permanent Way team consists of 13 people (with industry practice ranging from five years to 30 years), providing extensive experience, knowledge and the right industry skills earned through years of practical experience and training. The design services provided cover a number of different Permanent Way related requirements: • Plain line renewals • S&C renewals/abandonments • Feasibility and option selection • Track removal/reinstatement associated with bridge renewal schemes • Rail depots • Platform refurbishments and extensions • Track enhancements

• Gauge restoration projects • Track gauging analysis reports • Track renewals using the high output track relaying system • Track drainage • Track condition assessment and reports.

• Material bills of quantity • Construction methodology and planning • Testing and commissioning documentation • Section proving – provision of independent Test Engineer

Electrification In 2014 PBH expanded the company to incorporate Electrification design. Within the Electrification design business we can provide a complete professional service offering the following: • GRIP 1 - 3 Feasibility and Option selection • GRIP 4 - Outline design • Site surveys • OLE condition assessments • Major feeding diagrams • Section diagrams • Power feeding diagrams • Height and stagger analysis

Basic design production including foundations, main steelwork and SPS. Support services include: • Technical specifications • In-house expert CAD services • Site construction support • Handover/handback

GRIP 5 detailed design including • Wiring layout design • Cross-section production including OLE structures, bridges and switching • Bonding plans • Isolation documentation updates

Contact PBH Rail today to discuss the timely and cost-effective delivery of your requirements. P-Way Design Tel: 01904 279 494 Email: Darren.Pudsey@pbhrail.com Electrification Design Tel:01904 279 469 Email: Warren.Bain@pbhrail.com Surveying Tel: 07487 717 900 Email: Matt.Chilton@pbhrail.com Visit:www.pbhrail.com

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Rail Professional Industry Reference Book 2020 Page 243


Sustainability

The transport sector gets onboard with social value Chris Farrell, the Managing Director of Impact Reporting, discusses how the rail sector can prioritise Social Value and improve reporting to make a real difference to the bottom line

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ocial Value and Social Investment have become recognised words within the rail sector as more and more organisations have a growing awareness that they need defined social, environmental and sustainability goals. Businesses are looking at practical ways to reduce emissions through energy initiatives and people-focused outreach programmes such as staff training, by working with community groups and recruiting from diverse communities. The list of initiatives an organisation can undertake is exhaustive, with the challenge being how to prioritise what’s important. The frameworks and methodologies associated with Social Impact measurement may differ between organisations and

sectors, however some key themes are pertinent across all sectors. For example, analysing common inputs: money invested in charities, time spent volunteering, or trees planted is often balanced with common outputs: jobs created, lives saved, and carbon emissions prevented. Social Value can be calculated as a ‘Social Returnon-Investment’ (sROI), which relates to the perceived societal value of an organisation’s impact. However, it is important to be aware of the qualitative insights – the narratives and experiences – that also exist. These are often overlooked but are an effective way of contextualising your impact and humanising reporting about your social impact. This is important when it comes to communicating your impact to your audience.

Capturing accurate data Social Value is drastically influencing business behaviour in the rail sector and increasingly being seen as an effective and responsible strategy for setting organisations apart. This is reinforced by the expectations of consumers and employees and their ever-growing want to engage in pro-social initiatives. Public transport is often funded by the taxpayer, making the need to demonstrate a positive social impact even more pertinent in the transport sector, to get to a point where you are truly trusted by prospective customers and seen as a desirable employer, the clear measuring and reporting of your impact is imperative. Employees need to understand why they are engaging in a social or environmental project and whether the outcomes have contributed towards the business’ purpose. They want and expect transparency. It’s important to reflect on your current business behaviours to understand if all stakeholders are working towards a common goal and if your Social Value budget is being allocated efficiently. How Social Impact is recorded, analysed and reported is just as important as how it is created – the information you get out is only as good as the data you put in. Updating and quantifying data live is crucial. It’s already standard practice for HR, sales and financial data to be captured robustly and accurately in real-time – and now the norms for social value data capture are catching up. Google Analytics, Xero, SalesForce, and intranet Page 244 Rail Professional Industry Reference Book 2020


Sustainability

systems are all updated live, and reports can be gathered at the click of a button, without the hassle of manually compiling data from multiple sources. In short, having all social value data feeding into one central database is advantageous as it allows for regular updates. The benefits to transport businesses It’s important to make the analysis of your social responsibility an ongoing requirement, and refrain from solely relying on an annual report. Modern software is making this not just possible, but practical, taking in feeds from CRMs and intranets and calculating social value in real time. Rail organisations must pursue their organisational purpose – rather than monetary metrics – drives their Social Value strategy. All forms of Social Value activity should be encouraged, however if you only invest exclusively in activities that produce a high ROI you are in danger of ignoring other projects that may be more valuable in the long run or provide a broader range of benefits to society. Chris Farrell says: ‘It’s easy to pay lipservice to Social Value and not be truly committed, however eventually your stakeholders will see through this. The real and rewarding challenge comes when you take control of the agenda, using strong figures to support your decisions. ‘Driving with purpose-first means that decisions reflect the preference of the enduser or community you want to help, rather than the needs or whims – or indeed quotas – of the executives. To truly understand whether you are making a difference in communities, you need more than highlevel figures; you need stories driven by real people.’ Reaching the right goals Quantifying Social Value in an accurate and consistent way is key for all transport organisations. One such way, is by aligning to and supporting the Sustainable Development Goals (SDGs) – 17 global goals set by the UN in 2015 – is a straightforward and ethical way of benchmarking the impact of many value-based businesses. These are a blueprint to achieve a more sustainable future and address global challenges related to poverty, inequality, climate, environmental degradation, prosperity, and peace and justice. Chris Farrell says: ‘We encourage our rail clients to align to the UN’s SDGs because of their worldwide and future-proofed applicability. Organisations track and report on their pro-social and pro-environmental activities according to which SDGs they contribute towards – to provide structure and help employees understand the greater goals they are helping to achieve.’ Indeed, given the vast array of activities that rail, or aviation organisations can carry out, it is not surprising that many of these cannot be understood in simply

monetary terms. To focus strictly on this approach, and to exclusively report on quantitative data, organisations are missing an opportunity to truly understand the scope of their impact. It’s about the longterm difference an organisation is making to the lives of real people and environmental sustainability. On the right track As the owner and operator of Britain’s railway infrastructure, Network Rail, has set the social value standard within the rail sector. With 216,000 people in the UK employed by the rail industry and its supply chain and the £36 billion it contributes to the UK economy annually, the organisation is hugely influential. It sponsored the development of the sector’s Common Social Impact Framework (CSIF) and it aims to always be measured against these values. Sarah Borien, Sustainability Strategy Manager at Network Rail, says: ‘We want to measure our social value in a meaningful way and take into consideration a broad range of activities that we know are being delivered across the network, but rarely measured. For example, we will be examining employee’s volunteering time, STEM engagement, railway safety, social regeneration and community rail initiatives.’ Chris Farrell says: ‘Rail clients need to incorporate a range of diverse factors into their social value, from measuring outreach in schools, to rail safety, suicide prevention, apprenticeships and local economic spend. ‘Network Rail supports a range of Social Value initiatives such as supporting local communities, by addressing youth unemployment and developing training

and apprenticeships to address the gender pay gap and encourage a more diverse staff structure. ‘It also champions societal and environmental campaigns and hosts school interventions to discuss safety, accidental deaths and suicide prevention. Encouraging and investing in green initiatives is also essential for the rail sector. Network Rail is customer-focused and works to maintain tracks, create eco spaces at stations and plant trees. It also strives to make stations physically accessible and step-free for disabled customers.’ The power of social investment Social Value aids rail organisations by making them more efficient and leads to higher engagement amongst employees. Delivering social investment initiatives is key for the rail sector which was established to be used by the public and impacts on the environment and society. It will be an interesting journey ahead as Social Value becomes increasingly central to the success of the rail sector. About Impact Impact Reporting was established in 2017, in Manchester, by the co-founders of Reason Digital. It’s an easy-to-use, cloud-based SaaS which streamlines the way businesses capture, monitor, and produce real time reports on their social and environmental impact. In 2018 it measured an impact of over £50 million for clients spanning law, construction, transport services and housing providers https://impactreporting.co.uk/ Twitter: @CaptureImpact

Rail Professional Industry Reference Book 2020 Page 245


ACOREL HELPS YOU ASSESS AND ANALYSE PEOPLE FLOWS

People flow assessment is one of those fields which is complex to acquire but key to understanding and optimising many areas of activity, in particular railway transport and metro stations. Only experts are able to extract the relevant data and synthesise it to produce real operational intelligence tools or simply to use as decision-making support in real time.

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Technology

Our comfort zone Phil Linnecor, ACOREL UK Director and Paul Hirst, ACOREL Innovation Manager explain how they navigate beyond their comfort zones

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n our early years we instinctually know our comfort zone and when something breaks our tranquil lifestyle. We learn to adapt new patterns needed to gain people’s attention, thus helping us solve whatever discomfort we quickly need to overcome. As we get older our comfort zone is challenged, on the first day of school we are told where to hang our coat and where to sit and we undertake the challenge of the three R’s, although some challenges to our comfort zone we will never truly understand. We face comfort zone challenges on a daily basis and sometimes we have to adapt new patterns to answer those challenges. Back in the 80s, when Paul’s brother worked for London Underground, taking the tube seemed considerably easier. It was not only just that he knew which lines to take to get from Notting Hill to Elephant and Castle, but he also knew the shortcuts within the stations and where to stand on the platform. He’d always get on the carriage that was nearest to the exit at the arrival station and as the platforms were less crowded, he did not get crushed or jostled about by passengers who are trying to alight and are desperately in a hurry to get home to watch EastEnders. Today our transport networks are faced with twice the number of passengers, creating congested areas within the stations and platforms presenting greater challenges

to our comfort zone and increased safety risks to us and fellow passengers. Our perception is that we are entitled to always use the easiest course. Although paths that might have saved 30 seconds in the 1980s would create bottle necks within a station today and walking the wrong way down a no entry corridor has the same impact as standing on a hose pipe, it just restricts the natural flow. In order to fix the problem, passengers and operators alike will need to trust,

adapt, follow and educate to reprogram our transport patterns. This is where ACOREL comes in. ACOREL is now proposing a real-time solution that not only evaluates how many people are on the platform, but it shows the hot spots, where the crowding is the densest, where the potential danger is. The technology can be used throughout the station so that the bottlenecks can be pinpointed, and action can be taken, by temporarily shutting the entrance gates for example, that improves

ACOREL is now proposing a real-time solution that not only evaluates how many people are on the platform, but it shows the hot spots, where the crowding is the densest, where the potential danger is. The technology can be used throughout the station so that the bottlenecks can be pinpointed, and action can be taken Rail Professional Industry Reference Book 2020 Page 247


Technology

the flow and safety on the platforms. We can also follow the flow of the passengers within the station, see who uses the standard routes and who uses Paul’s brother’s shortcuts. People catch on quickly and the flow in the station could be potentially modified just through a couple of overcrowding incidents. A few people taking shortcuts may not perturb the traffic within the station, however, when the numbers increase new bottlenecks will occur. So, we need to predict when these incidents are going to occur, so that the flow of people and the path they take can be controlled. ACOREL’s solutions are not designed to take passengers out of their comfort zone, but more to help provide new travel patterns to passengers who may not know cities as well as Paul’s brother knew London and to provide confidence in the data that is provided. Just like over the last 20 years we have learnt to trust satellite navigation (SATNAV) and trust that Google, Apple or Waze will guide us to our destinations. ACOREL’s solutions will help visitors and residents alike to navigate the public transport networks across our cities. ACOREL’s latest technologies incorporate Artificial Intelligence with embedded Machine Learning techniques to generate predicted data and by analysing historical

data, machine learning algorithms can determine hidden tendencies and predict when peak or unusual behaviour will occur. This information can then be used to alert staff so that they can take the appropriate actions. These technologies provide an early warning mechanism to help reduce delays, risks and other unforeseen circumstances and improve the flow of passengers and vehicles alike through the networks and interchanges. ACOREL’s predicted data coupled with the real-time feeds can also orientate the passengers throughout the station and to the best place to stand on the platform, for safety’s sake. Not only will this optimise the flow within the station, but the passengers will have a better travel experience. ACOREL’s algorithms will be further optimised by introducing external data, such as the weather, local events and planned disruptions. Although the company is always looking for new data feeds that are relevant to helping passengers and operators attain the level of service they require to meet one another’s needs. With these new technologies you don’t need to have a brother who works for London Underground, they assist the operator on what additional information or educational needs are required for the passengers. This gives confidence to

ACOREL’s latest technologies incorporate Artificial Intelligence with embedded Machine Learning techniques to generate predicted data and by analysing historical data, machine learning algorithms can determine hidden tendencies and predict when peak or unusual behaviour will occur passengers to allow transit technology to assist them with their travel patterns, giving them the same local knowledge as passengers in Abbotsbury to Zabrze and that way they remain in their comfort zone. Phil Linnecor is Acorel UK Director and Paul Hirst is Acorel Innovation manager Tel: 01376 324 825 Email: phil.linnecor@acorel.com Visit: www.acorel.com

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The Digital Railway

Making the digital revolution happen for the rail industry Dr Jenny Illingsworth, Deputy Director, Birmingham Centre for Railway Research and Education at University of Birmingham explores the opportunities presented by the Digital Railway

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expect the concept, or at least the name, of the Digital Railway is not new to most readers. These are exciting times to digitise the UK’s railway… But what does it really mean for your company, your business, even your sector within the industry? And how can you get into digital? What are the opportunities and where can you find them? You wouldn’t be reading Rail Professional if you didn’t agree that the rail industry plays an important role in the UK economy. Backing up this opinion is an independent study, commissioned by the Rail Industry Association (RIA) in 2018, which found that the rail industry contributes over £36 billion each year to the UK economy, over 600,000 jobs in the sector and £11 billion produced annually in tax revenue. Looking forward there is an unprecedented pipeline of investment into the UK railway system, with £87 billion currently committed to rail infrastructure projects across the UK including HS2, and the national Digital Railway initiative to digitise the mainline network and invest billions of pounds during CP6 alone. Added to UK investment in rail, there is €176 billion (£157 billion) available through existing international markets, and many more new export markets are opening up. The UK leads the world in technical foresight: look at the 2012 Rail Technical Strategy (RTS) and 2017 RTS Capability Delivery Plan. Both have heavily influenced global thinking, particularly the EU Shift2Rail Programme for research and development. The challenge facing the industry is to translate these grand plans and policies for traditional academic pursuits into step-change improvements to railway operations and innovative new UKmade products. What the UK’s rail industry needs is support for business and the means to foster collaboration and innovation. Here at the University of Birmingham’s Centre for Railway Research and Education (BCRRE) we are poised to do exactly this. BCRRE is lead partner in the UK Rail Research and Innovation Network (UKRRIN); we have a portfolio of around £10 million worth of funded research projects taking place at any time; we teach the UK’s two leading postgraduate Rail Systems Masters programmes and we offer unique undergraduate degrees specialising in

railway engineering. To go alongside this traditional academic activity, BCRRE is reaching out to UK companies of all shapes and sizes with an agenda for innovation and application of ideas into the industry. The DIGI-RAIL project is part-funded by the European Regional Development Fund (ERDF) and provides business and innovation support to eligible small and medium sized enterprises (SMEs) in the Birmingham & Solihull and Coventry & Warwickshire Local Enterprise Partnership areas. The DIGI-RAIL team of technical and business support specialists are available for general discussion, business planning, technical expertise, demonstration facilities, and access to technology providers and buyers from industry. Co-funded by the University of Birmingham, the DIGIRAIL project makes its laboratories and experts available to help with research and development, to foster partnerships and develop new digital rail products and services. Eligible SMEs can choose from a menu of support activities, from seminars and workshops through to bespoke consultations, diagnostic activities and hands-on technical assistance. Led by Professor Clive Roberts, Project Manager Louise Woodall and Business Engagement Manager Al-Amin Dabo, the Digi-Rail project has already engaged with 60 companies in the regions eligible. At the launch event in March this year, Al-Amin Dabo commented: ‘We are delighted to have launched the Digi-Rail project in March and, by working with SMEs on specific R&D challenges we anticipate seeing the development of new products, processes and services into the rail industry. This in turn will provide substantial benefit for the businesses involved through increase turnover and by creating more jobs in the sector.’ See www.birmingham.ac.uk/digi-rail for more details and how to benefit and look out for news of DIGI-RAIL in other areas of the country. What if your company is not an SME in either of these two regions? There is good news, whether your company is already doing business in the rail industry or if you are seeking to enter. In late 2018 BCRRE absorbed the activities of the Rail Alliance, the UK’s foremost trade association

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and networking organisation in the rail sector. BCRRE and the Rail Alliance together aims to create the largest community in rail and offers complete supply chain solutions, from fledgling ideas right through to commercialisation. A freemium membership model opens the community to all sizes of company with access to the online community, news and open events. Community partnership comes at nominal cost and adds benefits including attendance at events, promotional opportunities and discounts at events such as Rail Live. It is these events and the opportunities for networking which makes the Rail Alliance one of the industry’s most popular associations and the Digital Railway is central to much of its forthcoming events. Look out for news about Get Into Rail (digital) and The Digital Railway Revolution events coming up in the next few months. Details will be available on www.railalliance. co.uk and follow @therailalliance on Twitter to keep up with the news. The Rail Alliance doesn’t just reach into the UK rail industry. It is the UK’s representative in the PERES project (Promoting European Railway Excellence outside of the EU) and arranged a successful trade mission to the US. It is also a core member of the European Railway Clusters Initiative (ERCI), which brings together customers, suppliers and supply chain opportunities from across Europe and the world. Demonstrating the benefit that the combined BCRRE and Rail Alliance brings to the UK, BCRRE signed cooperation agreements in May this year with the Faculty of Transport and Traffic Engineering


The Digital Railway

at the University of Belgrade and with the Rail Cluster for South-East Europe. These agreements pave the way to open academic and business opportunities between the two regions. Spreading the digital railway message in a practical way for business planning, in June this year BCRRE hosted the third Digital Railway conference together with Network Rail’s Digital Railway group, Rail Delivery Group (RDG) and the Rail Industry Association (RIA). Themed ‘The Digital Journey: Putting Passengers (and freight)

First’, the conference addressed the digital railway from the perspective of government, Network Rail and both passenger and freight operators. It went on to look at ways to achieve the digital railway, with lessons learnt from other sectors’ experience of digital innovation means to achieve innovation in our challenging sector. See the digital railway website at www.digitalrailway. co.uk. Higher education – knowledge is power! BCRRE is the first University in the UK

to offer education as well as research, development and innovation for the digital railway. Its MSc in Railway Safety and Control Systems offers a pathway on Communications and Control which was developed in collaboration with the Institution of Railway Signalling Engineers and which emphasises the knowledge and understanding needed for digital railway control. Level 6 and Level 7 Rail and Rail Systems Engineering degree apprenticeships are now available, and autumn 2019 sees the first entrants and employers taking advantage of this opportunity, studying to BEng (level 6) and MSc (level 7) within their integrated programmes. We are using our long-standing expertise in BCRRE to take a lead in the digital transformation of our railways. The future will bring more challenges to our network and the way in which t rains operate. By driving digital innovation we can make improvements to the sector for the benefit of passengers and operators both in the UK and internationally. Dr Jenny Illingsworth is Deputy Director, Birmingham Centre for Railway Research and Education at the University of Birmingham. Tel: 0121 414 4165 Email: j.s.illingsworth@bham.ac.uk Visit: www.birmingham.ac.uk/railway

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Optical Displacement Sensor (ODS)

58mm 40mm

Nano and Nano+ Triaxial Tilt Sensors

Contact us to find out more about our range of wireless geotechnical & structural sensor applications

T: +44(0)207 731 8269 E: info@senceive.com W: www.senceive.com

ROBUST | DISCREET | RELIABLE | ACCURATE | LONG LIFE Rail Professional Industry Reference Book 2020 Page 251


Your reporting just got smarter

A Complete Custom Web and App based SMS Solution for the Rail Industry Free trial App now available on Google & Apple stores

Working in partnership with companies such as Transport for London, East Midlands Railway and mtr Crossrail our ISO27001 and RISQS approved applications have been built with you in mind. 01825 713 058 // smartaa@a-n-t.com

www.a-n-t.com


The Digital Railway

Safety, management and risk tracking Advanced New Technology (ANT), have been developing web systems for the rail industry for the past five years

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hrough studying their clients’ needs and challenges, ANT have been able to develop a solution to the myriad of issues and legislative requirements they face daily. ANT quickly realised that their clients needed something highly responsive but bespoke – and with a flat, standardised price. A system that could be rolled out across all employees, regardless of location, and with minimal training required. Of course, one size never fits all, so ANT worked to factor in the tweaks unique to each client. This resulted in SMARTAA. What is SMARTAA and what does it do? The Safety, Management and Risk Tracking App & Applications (SMARTAA) is a multifaceted, highly intuitive Web and App. It’s a system that does so much more than meets the eye. Industry bespoke and sector specific, it can process data for audit, health and safety, risk and security. It can used by customer-facing employees to report real time incidents, by engineers to input audit information, even by airport ground staff to flag security concerns. It is operated via a mobile device with all data feeding back live to an HQ dashboard. The mobile App syncs

with the web and desktop Apps. Above all, it is extremely easy and highly intuitive to use and tailored to whatever spec is required. Audit • standard questions can be input • easy to attach site photos • capture relevant pre-audit information • record notes as an audit takes place • simple and immediate verification of audit • logs and monitors the status of actions so you always know what is required and what’s been completed. Health & Safety • body part selector to easily report and register bodily injury • location input to log maintenance requirement – could be via QR or standard barcode • easy categorisation of incident: immediate escalation where required. Risk • matrix to assess risk levels • risk calculations based on information input. Security • real-time reporting of security risks • immediate escalation as required • specific security tour routes for different sites. SMARTAA Pocket Coach As well as being a business reporting tool, SMARTAA is essentially a handheld and portable corporate intranet. It gives all employees access to the documentation they need to carry out their tasks and encourages sharing of documents, photos and

information. It is easy for HQ to check that the right people have the right tools and also that they are using them when they should. It allows for engagement of staff because everything they need is at their fingertips and they can feedback to encourage interaction and improvements.

Don’t just take our word for it... ‘We have eleven tools and applications combined into one single App with the successful data integration into an existing back office system. The system surpassed all expectations in terms of delivery date, innovative scope, system robustness and user experience at all levels.’ MTR Crossrail ‘The easy to use staff APP/web-system has allowed us to easily audit items that have been found and our match rate has increased by six per cent. As the system is automated, we have also seen a 52 per cent reduction in calls to the team. ANT were easy to work with and the system was tailored to our own requirements – pleased to do business with them.’ East Midlands Trains

Rail Professional Industry Reference Book 2020 Page 253


The Digital Railway

How can SMARTAA help your business? One of SMARTAA’s many features is that everything is contained within one system. No lengthy paperwork to complete only to lose or forget. Straightforward options for users, chosen carefully to match your business’s needs. An easy to follow and complete electronic trail, clearly showing each process step and the people involved. In all, a timesaving, user-friendly and highly cost-effective tool to streamline business processes. ​Consolidating this information means all the details are at your fingertips should you need to look over previous reports. There are straightforward options for users, tailored to match your business’s needs. SMARTAA for the rail industry SMARTAA has already been successfully adopted in this sector. Some of the train operators we work with are Southern, MTR Crossrail and Freightliner. We are RISQS verified and in 2019 we won Safety Initiative of the Year for our partnership with MTR Crossrail. We created a truly bespoke App for MTR Crossrail, aimed at improving their safety record, which we achieved through an increase in report (198 per cent), greater reporting of Close Call events (four times as much) and, importantly, a reduction

in accidents. For any train operator, SMARTAA saves time through comprehensive auditing features, greater quality checks and evaluations, reduced admin time, superior GDPR, HSE and SMIS+ compliance. A comprehensive and custom reporting Web and App System At the heart of SMARTAA is a powerful web system containing additional corporate requirements i.e. Action Tracking Dashboards and Dynamic Reporting modules, all designed to provide a time-saving solution to your business. A few examples of modules included in our system are: • close call reporting • accident reporting • suicide intervention reporting • assault reporting • station safety tours • staff suggestions • environmental reporting.

Your custom web system built to your company’s requirements 1. Unique setup module – this enables ANT to setup your custom application to match your requirements in less than two days. It is an intelligent system that asks questions based on the previous answers given. 2. Multiple applications – multiple applications can be set up, resulting in all your key requirements being in one single system. The password module can restrict what users can see and do individually for each application. 3. Four level applications – split the applications to different levels of staff. For example, an accident record can have the settings User Event Entry, Local Manager Verify, Investigation and Close Off. 4. Action dashboard – actions can be created for all applications. The dashboard shows the status of the actions for each application and overall, split by months and responsible person. The status can be defined by a host of criteria from Outstanding/ Complete/By location and more. 5. Three stage reporting – produce graphs, reports and excel sheets in 3 easy steps. Once you have your top-level graph, save it as a template and use it repeatedly. Each time you use it you can add different criteria to produce a variation of graphs, such as adding accident by gender etc. 6. Compass and CAFM – our complete system also allows interface with Compass, CAFM or any other systems that have an API. Minimal disruption to your business We understand implementing a new system can be disruptive to a business, therefore being quick and efficient is crucial. When working with ANT, you can be confident in minimal disruption, with typical projects finished in three months, you will then be given a comprehensive training program to give you the tools to use your system effectively. And unlike other development companies, you will benefit from no additional charges for changes of lookups or other data. Tel: 01825 713 058 Email: smartaa@a-n-t.com Visit: www.a-n-t.com

Page 254 Rail Professional Industry Reference Book 2020


Redi-Rock modular retaining wall system .....with the look of natural stone! Build Faster Build Leaner Build Greener Build Quality Build Smarter Build to Last 1066kg

Download BIM and free Redi-Rockâ&#x201E;˘ design software at www.cpm-group.com

Dry laid one tonne large interlocking concrete blocks Extremely fast and easy to install Can be built in any weather Standard blocks.... no waste Produced from 40% recycled materials 100 year design life Gravity and reinforced earth walls available Designed in accordance with BS EN 1997-1:2004 Installation support or full installation service available

Now available in three natural finishes... To find out more see our website or call our sales team.

T: 01179 814500 F: 01179 814511 E: redi-rock@marshalls.co.uk www.redi-rock.com www.cpm-group.com

Ledgestone

Cobblestone

Limestone


Track & Trackside

Redi-Rock™ modular walling Since the Infrarail show began in 1994 it has been a highlight on the rail sector calendar

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longside the Railtex show, Infrarail is firmly established for highlighting railway infrastructure, technology and expertise, which is why Marshalls CPM will be displaying our RediRock™ modular walling solution at Olympia in London this May. The ‘big block’ option offers time savings, as well as cost savings and is available in three different finishes and has been used throughout the rail industry on projects such as Manchester Metro and the £87 million contract for the design and build of the Chiltern Railways route between London Marylebone and Oxford. This involved the widening of the existing track bed and building a new one-kilometre section of railway. With fast installation and a natural Cobblestone look of the concrete block appealing to the contractor. Dean and Dyball first used Redi-Rock™ walling on the Blackboy Tunnel/Exmouth Junction project, where a section in a cutting, approximately 20 metres long required stabilising for Network Rail. The cutting had suffered from several small slips and was collapsing onto the S and T through route. The Marshalls CPM modular block retaining wall was designed to replace this

arrangement, using an installation gang of three men and an excavator (with an operator), the blocks were transferred to the worksite by a Road Railer towing a trailer, under the supervision of a Machine Controller and excavated material was removed from site using the same resource. One of the three-man gang was tasked to act as a slinger and the Redi-Rock™ blocks were collected from the trailer and placed directly onto the compacted lean-mix concrete foundation by the excavator, the work was completed during the night-time possessions, with less than a four-hour working window. The location for the retaining wall also suffered from ingress of water from natural springs and fissures in the rock. Due to the nature of the mass concrete blocks, temporary control of the water was easily dealt with by forcing the water around the blocks to the existing track drainage by forming small bunds. The design called for a second wall constructed behind the main wall with a small void between the two walls, which was filled with concrete. This greatly reduced the volume of loose material which would require compacting, thus enabling the works to be completed within the planned possession programme.

Since this first project, the concrete block system has been used on extensively on other Network Rail projects, due to its strength and earth retaining capabilities, keeping both the train and track safe whilst offering a pleasant viewing experience for passengers. John O’Gara, Steve Callow and Louise Chouhan-Hodges will be on stand E50 at Infrarail 2020 so why not stop by and ask how the aesthetically pleasing, BBA approved, Redi-Rock™ modular walling can offer more land take and save space on your project. Tel: 01179 814500 Email: redi-rock@marshalls.co.uk Visit: www.cpm-group.com

Rail Professional Industry Reference Book 2020 Page 257


Track & Trackside

Delivering excellence in engineering Engineering specialist, Pod-Trak, delivering award-winning, multidisciplinary infrastructure services in the UK and Ireland

P

od-Trak is a highly talented engineering specialist, carrying out multi-discipline works within the railways, airports and power sectors. Alongside delivering a large portfolio of work right across the UK in 2019, the team has been working hard to capitalise on the record levels of rail work planned over the next five years during Control Period 6. A new office has been opened in Bristol to support the growth in the Southwest and South Wales, whilst there’s been an investment in training for all the staff and new plant to support the projects. It’s the latest chapter for a company which is committed to engineering excellence, specialising in railway electrification, civil engineering and communication systems. Pod-Trak is helping to keep the UK & Ireland moving, with recent projects delivered on the P-Way and OLE scope at Barking Riverside and Heathrow Airport and work on the Trafford Line for Manchester Metrolink; three major rail projects of many recently delivered by this impressive Group. How the story began It’s a journey which began in 2007 from humble beginnings – a big idea by founder Paul O’Donnell working with his wife Brenda. Fast-forward twelve years and the company now employs 300 people, has offices in London, Manchester, Bristol and Doncaster and works throughout the UK and Ireland focusing on infrastructure projects, well established within the railway, airports and power sectors. A key to the success is the company’s ability to build strong, long-lasting partnerships with its clients, producing an efficient, safe and quality product throughout the project cycle. The highly skilled teams have the knowledge to support

the broad spectrum of transport networks keeping passengers and freight on the move.   Values Pod-Trak is committed to outstanding performance, basing all its work to a set of core values, which are adopted and promoted across the company. It underpins the way in which they conduct business, interact with stakeholders and operate as individuals or teams within the organisation. The values are: • Excellence – be exceptional in everything they do. Safely delivering quality results, first time. • Trust – open and transparent. They earn and instil trust by being honest and accountable at all levels. • Collaboration – achieving more together. Allowing them to integrate their expertise and know-how for efficient project delivery. • Innovation – encourage a bold and entrepreneurial attitude to work. Be challenging in their approach by thinking

Page 258 Rail Professional Industry Reference Book 2020

outside the box. • Integrity – be moral and upstanding. Build strong relationships by respecting personal and business values. Railway electrification Pod-Trak is one of the UK’s leading contractors in the installation and maintenance of Overhead Line Equipment (OLE) systems on both light and heavy rail infrastructure – supported by experienced OLEC qualified staff at all levels and their fleet of modern On Track Plant with POS License. The team also has a proven track record in delivering all aspects of DC electric track equipment (ETE) and electric track maintenance (ETM) installations. They also carry out HV and LV installation and maintenance works across the UK rail infrastructure, covering switchgear transformers, cabling and earthing.   Civil Engineering At Pod-Trak the team is able to provide a wide range of civil engineering and minor


Track & Trackside

communications networks and SCADA control project. Station upgrade works include passenger information displays, passenger alarms, CCTV and public address systems.

building services which include building for the future and restoring the past. The projects include both airport and railway infrastructure works, with everything from platforms and foundations, through to earthworks and drainage works. The teams also carry out plain line and S&C works from design through to delivery, as well as track maintenance and renewal works to Network Rail standards. Communications The Pod-Trak is leading the future of rail, installing cutting-edge communications systems which are supporting the UK and Ireland’s growing rail network. The wide range of projects includes fibre optic network installation and testing, radio systems, GSMR Installation, 4G

Thinking outside the box Safety is at the heart of everything within Pod-Trak – making sure staff are well trained and looking for innovative ways to improve procedures and working conditions. Making sure everyone arrives home safely every day is the company’s number one priority. This includes ‘The Pod’ app, which continues to be developed and expanded – this year seeing the launch of two more mini apps covering Take 5 and Site Inspections. The aim is to make sites safer by raising close calls – giving staff the opportunity to report close and good calls. The close call app simplifies and streamlines the reporting process into one simple form on screen. Staff can fill in basic details and input a description of the good call, incident or hazard, with the option to add a photo. Once submitted, the report is sent to a central point and the HSQE team is notified. It shows the company’s commitment to report unsafe situations, actions and behaviours which have the potential to

0845 450 4190

cause harm, which is key to reducing and eliminating accidents at work. Collaborative working The Pod-Trak team work to the principles of ISO44001, the nationally recognised collaborative working standard. This is reflected in the very good feedback that the company receives for its project planning and delivery and is the reason that so many companies are making Pod-Trak their supply chain partner of choice. This is a business that is going places and has a strong reputation for consistently delivering safely and delivering incredibly well. Tel: 0845 450 4190 Email: enquiries@pod-trak.com Visit: www.pod-trak.com

enquiries@pod-trak.com

www.pod-trak.com

Crove House, 14 Aintree Rd, Perivale, Middlesex UB6 7LA Woodrow Way, Thames Trading Estate, Irlam, Manchester M44 6NN Apex Business Centre, 1 Watervole Way, Balby, Doncaster DN4 5JP

Delivering award-winning, multidisciplinary infrastructure services in the UK and Ireland

Pod-Trak Group is a highly-talented engineering specialist, carrying out multi-disciplinary works within the railways, airports and power sectors. We employ more than 300 very skilled people and have a large fleet of road and rail vehicles available for projects of all sizes.

RAILWAY ELECTRIFICATION

CIVIL ENGINEERING

PERMANENT WAY

COMMUNICATIONS

Rail Professional Industry Reference Book 2020 Page 259


Track & Trackside

Trackside â&#x20AC;&#x201C; worldwide MATISA proudly continues to supply global rail networks with specialist railway machinery

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his equipment includes tamping machines, track construction and renewal trains, ballast cleaners and regulators, inspection vehicles and supporting wagons, with a growing client base and a number of strategically placed subsidiaries across Europe, Japan, Australia and Brazil. Here in the UK, our premises at Eastleigh in Hampshire have been designed to provide additional trackside workshop and office facilities to clients during the overhaul of machines, wheelsets and bogies, and our expanding technical team continues to provide specialist technical support throughout the UK. Having recently supplied a new B66UC Universal Tamping Machine to VolkerRail, with the purpose of enhancing their existing fleet and national tamping capability, a second new machine is currently being manufactured at our headquarters in Switzerland for delivery to the UK in 2020. Whilst we continue to build on the relationships with our existing, valued customers, we are also excited about enquiries from potential new clients, and are keen to promote our latest design, technologies and innovations that will help to improve rail networks nationally and internationally. Tel: 01724 786160 Email: matisa@matisa.co.uk Visit: www.matisa.ch

Rail Professional Industry Reference Book 2020 Page 261


Get on track with Elite interlocking blocks and barriers

British made

Workforce protection barriers avoiding all line closures with adjacent line open

Rockfall prevention with our multi-purpose Jersy barriers

Hoarding stabilisation utilising Elite Duo interlocking blocks

Large ballast bays with walls constructed from our Legato interlocking blocks

Large scale embankment retention using the versatile Legato blocks

Workforce safety refuges built from Elite Duo blocks

Everywhere on rail networks Elite products are seen in use For more information phone 01952 588 885 or browse www.eliteprecast.co.uk or email sales@eliteprecast.co.uk

KM 642263 BS EN 1917 & BS 5911-3

KM 658166 BS 5911-6


Track & Trackside

Concrete barriers providing vital flood relief Elite Precast Concrete Ltd was approached by a major UK client to see if it had a quick and effective solution to prevent rising flood waters engulfing a Cotswold village near Whitney in Oxfordshire

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fter reviewing their extensive range of ‘off the shelf’ products Elite and the client decided that the TVCBs (Temporary Vertical Concrete Barriers) might just fit the bill. Each barrier is three metres long, 450mm wide and 800mm high. They are heavily steel reinforced, cast from high strength (50N/mm2) concrete and each one weighs 2,500kgs. The TVCBs are also designed to be bolted

together if required making them incredibly robust under lateral impact. The next challenge was the logistics of getting enough barriers (over 200 were required) to the project site before the flood waters struck. One of Elite Precast Concrete’s specialities is being able to react quickly to client’s requirements and so they were able to immediately confirm that they had the barriers available and transport on hand to get them to exactly where they

were needed. Less than 24 hours later 200 TVCB’s had been delivered and placed into position, bolted together and lined with heavy duty plastic tanking to render them impervious to the quickly rising flood waters. Once the immediate danger had passed the Environment Agency were able to recommission the barriers and design a more permanent solution. Elite Precast Concrete Ltd was founded in 2008 and supply a wide range of products for use in a huge variety of sectors throughout the UK. Tel: 01952 588885 Email: sales@eliteprecast.co.uk Visit: www.eliteprecast.co.uk

Rail Professional Industry Reference Book 2020 Page 263


Training & Skills

Training is key to success Skills and competence come hand in hand to make a safer industry and high quality, responsive training is key to a competent and more productive workforce

S

eaton Rail’s Railway and Track Safety Training Courses provide our own workforce, companies and individual contractors with the skills, knowledge and certification to ensure that rail works are carried out efficiently and safely as well as in full compliance with Network Rail Standards. Ensuring that people are safe whilst working in a high risk environment is imperative, on the contrary, there is the need for people to not only be aware of how to keep themselves safe on the railway but how to safely and competently complete works – often to strict and demanding timescales. Seaton Rail’s subject area of expertise is railway track safety training and compliance. The courses and assessments we deliver range from Personal Track Safety (PTS) up to Safe System of Work Planner (SSOWP) including Controller of Site Safety (COSS), Engineering Supervisor (ES) and Person in Charge of Possession (PICOP). We have full nationwide coverage and full-time trainers and assessors which allows us to meet our clients demands and needs. Courses are often tailored to suit individuals, meaning that the content is relevant whilst still delivering the knowledge as per Network Rail standards. Working alongside our other departments within the organisation,

we strive to enrich the lives of others by delivering high quality, responsive training – we aim to be inspiring, innovative and outstanding. Recently graded as a GOLD (outstanding) Network Rail training and assessment provider by the National Skills Academy for Rail (NSAR), we are rigorously inspected and adhere to the relevant Network Rail standards. In addition to railway track safety training, we deliver level 1-4 OFQUAL accredited health, safety and compliance training ranging from Health and Safety, First Aid, Functional Skills, Customer Service, teacher/assessor qualifications, Food Safety & Business Skills. We form a collaborative partnership with all our clients to achieve maximum productivity and performance metrics to get the job done! Of course, safety is paramount to us, and as members of the British Safety Council we are committed to working towards Health, Safety and Environmental best practice. Our industry specialists have a combined 120 years of railway experience and in partnership with our training division, we offer Safe Work Planning, track access, the booking and management of isolations and possessions, on track protection and warning services, labour supply & Drugs and Alcohol screenings and

Page 264 Rail Professional Industry Reference Book 2020

medical screenings. Creating a safe working environment track side ‘on or near the line’ requires careful planning before work can begin. A job that is planned well is more likely to make full use of available resources, be more cost-effective and above all be safer to implement. We form a collaborative


Training & Skills

partnership with all our clients to achieve maximum productivity and performance metrics to get the job done. Seaton Rail can quickly provide a bespoke, dedicated and experienced workforce of the highest quality to our clients thus enabling maximum possession utilisation and project delivery within agreed budget and time constraints. In addition, all of our staff have extensive route knowledge, dramatically reducing the risk of any of your works being aborted. Seaton Rail has a full time, directly employed On Track Division, together with our large database of Support Staff we can offer full UK nationwide coverage of contingent on-track labour and protection and warning staff for safety critical manpower requirements covering all aspects of rail work. The railway industry no longer simply requires recruitment agencies to supply a labour force, the rail industry requires qualified and experienced staff to assess and resource the needs of individual clients on a project to project basis. Seaton Rail offers dedicated industry specialists to resource and supply experienced personnel that match clients’ bespoke requirements to ensure the client and their project receive the attention and ongoing support that optimise ‘best practice’ working. Another service we provide to the

trust us

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medical screenings to determine suitability industry is Drugs and Alcohol and medical to work in a safety critical role and, if screenings. Any allegations of drink and applicable, be issued with restrictions whilst drug abuse in the railway industry are of Seaton Railway Track Safety Trainin working on or nearand the line. concern. Safety Critical staff including Train Rail’s Due to our vast expertise in track safety, Drivers, Guards, Conductors, Shunters, provide companies with the skills, knowledge and c planning and track access we ensure the Signallers, Permanent Way workers and to ensure that works on the railway are carried out effi training that is delivered by us is of the all other Safety Critical staff and their highest quality and learners leave the employers are subject to the Transport & safely as well as in full compliance with Network Rai classroom ambitious to progress their career Works Act which makes it a criminal offence on one the railway & knowing exactly how and assessment for employees to work under the influence Seaton Rail are of the leading railway training to promote and maintainby a safe working of alcohol or drugs, additionally, employers recently graded GOLD (outstanding) NSAR. Our courses are deli environment. are bound by law to have proceduresprofessional, full-time trainers who know how to get their message in Trust us to deliver – from the classroom place to prevent this from occurring.also tailor course content and format to meet your specific requirem It is the front line. an offence under section 27 of the act forcourses to Our are delivered at our modern training centres in Brid employees to carry out and for employers to Goole, York, Rotherham, Warrington and Glasgow where we have ex Tel: 01262 608 313 allow employees to carry out, safetyfacilities, lunch is provided, unlimited free hot and cold drinks and fre critical Email: info@seaton-rail.com tasks while under the influence of drugs or We also arrange training to meet the requirements of our Client Visit: www.seaton-rail.com alcohol. Safety critical workers are subject to including early, late and night turns of duty. Training is also available a or at a premises of your choice.

trust us

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to deliver

Seaton Rail’s Railway and Track Safety Training Courses Workplace assessm Courses we deliver (both initial and recertification): provide companies with the skills, knowledge and certification • Personal Track Safety • Individual Worki to ensure that works on the railway are carried out efficiently and • Rail’s Working Near or Adjacent to the DC Conductor Rail • Controller of Site Seaton Railway and Track Safety Training Courses (DCCR) OLP, CRP LLT and safely as well as in full compliance with Network Rail Standards. provide companies with the skills, knowledge and certification •

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to ensure that works on the railway are carried out efficiently and Individual Working Alone • Safe System of W Seaton Rail are one of the leading railway training • and assessment providers, safely as well as in full compliance with Network Rail Standards. • Controller of Site Safety (OLP and CRP LLT) • Possession Supp recently graded GOLD (outstanding) by NSAR. Our courses are delivered by • Protection Controller • Person in Charge Seaton Rail are one of the leading railway training and assessment providers, professional, full-time trainers who know how to get their message across. We can Level Crossing Attendant recently• graded GOLD (outstanding) by NSAR. Our courses are delivered by also tailor course content and format to meet your specific requirements. • Points Operator professional, full-time trainers who know how to get their message across. We can Our courses are delivered at our modern training in Bridlington, • centres Engineering Supervisor also tailor course content and format to meet your specific requirements. Our courses are delivered at our modern training centres in Bridlington, • Safe Work Leader 1 and 2 Conversion Goole, York, Rotherham, Warrington and Glasgow where we have excellent Goole, York, Rotherham, Warrington and Glasgow where we have excellent • Safe System of Work Planner facilities, lunch is provided, unlimited free hot and cold drinks and free wi-fi. facilities, lunch is provided, unlimited free hot and cold drinks and free wi-fi. • Possession support We also arrange training to meet the requirements of our Clients shift We also arrange training to meet the patterns requirements of our Clients shift patterns • OLEC 1 including early, late and night turns of duty. Training is also available at the weekends, including early, late and night turns of duty. Training is also available at the weekends, • Industry Common Induction or at a premises of your choice. or at a premises of your choice. • Person in Charge of Possession

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• Track Personal Track Safety • Seaton Rail’s Railway and Safety Training Courses • Working Near or Adjacent to the DC Conductor Rail• • provide companies with the skills, knowledge and certification (DCCR) • • Lookout to ensure that works on the railway are carried out efficiently and • • • Individual Working Alone safely as well as in full compliance with Network Rail Standards. • • Controller of Site Safety (OLP and CRP LLT) Protection Controller Seaton Rail are one of the leading •railway training and assessment providers, • byLevel Crossing Attendant recently graded GOLD (outstanding) NSAR. Our courses are delivered by • Points Operator professional, full-time trainers who know how to get their message across. We can • Engineering Supervisor also tailor course content and format to meet your specific requirements. • Safe Work Leader 1 and 2 Conversion Our courses are delivered at our modern training centres in Bridlington, • Safe System of Work Planner Goole, York, Rotherham, Warrington and Glasgow where we have excellent • Possession support facilities, lunch is provided, unlimited free hot and cold drinks and free wi-fi. We also arrange training to meet •the OLEC 1 requirements of our Clients shift patterns • Industry Common Induction including early, late and night turns of duty. Training is also available at the weekends, • Person in Charge of Possession or at a premises of your choice.

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partnerships to achieve maximum productivity an Workplace assessments we deliver: the job done!

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Serving the rail industry throughout the U.

• Individual Working Alone  Possession, Isolation and Railway I  Safe System of Work Planning • Controller of Site Safety (Including  Work Package Planning  Railway Safety Training & Workplac OLP, CRP LLT and PC)  First Aid, Health & Safety and Comp  PTS Drugs and Alcohol Screening • Engineering Supervisor  Supply of Contingent Labour and O • Safe System of Work Planner Services • Possession Support • Person in Charge of Possession

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Seaton Rail has an outstanding reputation in the rail industry and strives to build long-standing, trusted relationships with all of our clients. We form collaborative partnerships to achieve maximum productivity and performance metrics to get the job done! Serving the rail industry throughout the U.K. 24/7 365 days a year.       

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Telephone: 01262 608 313 Tel: 01262 608313  Safe Web: www.seaton-rail.com info@seaton-rail.com www.seaton-rail.com Email: training@seaton-rail.com Seaton Rail has an outstanding reputati  Tel: Work 01 long-standing, trusted relationships with  Railw partnerships to achieve maximum produ info@se Rail Professional Industry Reference the job done! Book 2020 Page265 First Seaton Rail has an outstanding reputation in the rail industry and strives to build long-standing, trusted relationships with all of our clients. We form collaborative partnerships to achieve maximum productivity and performance metrics to get the job done!

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Personal Track Safety Working Near or Adjacent to the DC Conductor Rail

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VEGETATION MANAGEMENT

Herbicide Application on and off track weed killing • Japanese Knotweed Eradication Tree Management • Pest Control • Fencing Services

For more information please call 01379 384200 www.encompassenvironmental.co.uk

RAILWAY POWER SUPPLIES

THE POSITIVE CHOICE An independent Certification and Assessment Body At AEGIS Certification Services we pride ourselves on delivering efficient solutions to your certification and assessment needs.

• Notified Body Approvals (NoBo) • Designated Body Approvals (DeBo) • Plant Assessment Body (PAB) • Assessment Body Approvals (AsBo)

We will work with your team and provide guidance where

• Verification of Engineering Change (RIS-2700-RST)

appropriate

• Independent Competent Person

effective and

• Independent Safety Assessment and Audit

efficient route

• Network Rail Product Acceptance

approvals.

to ensure an

to gaining

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STAY ON TRACK. WITH OUR INNOVATIONS.

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Women in Rail

What does inclusion really mean? Adeline Ginn MBE, Founder and Chair of Women in Rail asks the question at a time when we are celebrating National Inclusion Week

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n 2013, Inclusive Employers launched National Inclusion Week, an annual campaign to raise awareness on the importance of inclusion in the workplace and the business benefits of having a diverse workforce. To date, over 400 organisations have taken part, reaching far over one million employees. National Inclusion Week took place on 23rd to 29th September 2019. Women in Rail proactively supported this initiative by organising events across the country through its eight regional groups, highlighting the charityâ&#x20AC;&#x2122;s commitment to improving gender balance, diversity and inclusion in UK rail. There is an overwhelming case for taking action. Diversity is modern Britain and a fact of life in the UK. Rail must embrace it if it is to perform to peak efficiency. Diversity and inclusion is not just about fairness; it is also about better decision making and economic performance. Studies have shown that organisations which have access to the skills, knowledge and insight of people from all parts of our society and promote an inclusive culture perform better: employees are more engaged, more productive and have higher levels of psychological wellbeing and resilience. There are plenty of practical steps that can be taken by employers committed to being more diverse and inclusive. A positive approach to diversity and inclusion must be stitched-in at the deepest and highest level of the organisation. This means taking proactive steps to build and embed an inclusive culture; create, at all grades and roles, a workforce comprising different styles, skills and backgrounds; provide more opportunity to

protected groups, promote social mobility and manage talent to maximise potential. But if we are to achieve greater diversity and inclusion, we also need to be more open about the factors that get in the way, such as our own bias. Everyone is prone to bias, conscious and unconscious and acceptance that each of us is biased, and need to work on this, is the most important step we can take. It has been reported that bias, especially in leaders, can lead to groupthink and the creation, or the maintenance, of a culture in which certain categories of people are less likely to feel fairly treated, valued and able to take part in the organisation. Inclusion is about how people behave. The ability of an organisation or industry to self-reflect is a sign of how healthy it truly is. Examples of action The civil service has done amazing work. It has introduced generous terms for shared parental leave, reviewed its recruitment process, improved the talent pipelines, created more opportunities for staff from under-represented groups, introduced a workplace Disability Passport to make life easier for those with adjustment needs and conducted widespread unconscious bias training. Rail needs to give diversity and inclusion the highest priority. It is by being truly representative of the public we serve that we will retain and attract talent, close the skills gap and perform at peak efficiency. Letâ&#x20AC;&#x2122;s work together to make this happen. Adeline Ginn was awarded an MBE in the New Years Honours list 2020 for services to the rail industry. For more information about Women in Rail visit www.womeninrail.org or email wr@womeninrail.org

The civil service has done amazing work. It has introduced generous terms for shared parental leave, reviewed its recruitment process, improved the talent pipelines, created more opportunities for staff from under-represented groups, introduced a workplace Disability Passport to make life easier for those with adjustment needs and conducted widespread unconscious bias training

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Rail Delivery Group

Rail Delivery Group Born out of privatisation, the Rail Delivery Group provides strategic and tactical services for the whole rail industry

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n 1993 ATOC (Association of Train Operating Companies) was set up to bring together all train companies to preserve and enhance the benefits for passengers of Britain’s national rail network. In 2011, it was joined by the Rail Delivery Group and five years later, the two bodies merged to become one organisation, known as Rail Delivery Group. Overall goal RDG brings together all passenger and freight operators with Network Rail and HS2 to provide oversight of all activities delivered by the organisation on behalf of its members. It provides governance in relation to the voice for the railway as a whole and also for passenger and/or freight operators separately on industry issues. Vision in action Independent data shows that Britain’s railway is one of the safest and most intensively used rail networks in the world. RDG’s vision is of a system operated by a number of organisations with clearly defined roles that work closely together to deliver a successful railway for passengers, freight customers and the public. Passenger and freight services are provided by train companies which operate over infrastructure provided by Network Rail. These organisations collaboratively deliver the timetable and customer service. Through the Rail Delivery Group (RDG), they also develop strategies and plans to

improve the railway. The strategy element of this comes from the appropriately named Strategic Boards which bridge the gap between the RDG vision for the industry and how that vision is delivered by the industry. They have been formed to give line of sight, alignment, and joining up of activities for all the groups charted to them. They also provide a point of escalation that can determine between competing priorities and, if needed, can give direction to their charted groups. Membership The train companies and infrastructure

provider are serviced by a large and specialist supply chain who provide everything from new trains to signalling systems and catering services. Members of RDG and RSG also work with Rail Safety & Standards Board (RSSB). RSSB supports the industry to help rail companies achieve their objectives particularly in regard to efficiency and safety. RSSB is independent, works across the whole rail network and facilitates cross industry collaboration. The RDG membership comprises the passenger train operators and their owning groups, freight operators and Network Rail.

KEY PERSONNEL Chief Executive: Paul Plummer Director: Planning, Engineering, Operations: Gary Cooper Finance Director: Ola Ogun Chief of Staff and Business Change Director: Naomi Rial Managing Director, Customer Experience: Jacqueline Starr Director of Policy: John Thomas Director of Communications: Andy Bagnall Regional Director: Robert Nisbet

CONTACT INFORMATION Address: 2nd Floor, 200 Aldersgate Street, London EC1A 4HD Phone: 020 7841 8000 Email: info@raildeliverygroup.com Website: www.raildeliverygroup.com Page 268 Rail Professional Industry Reference Book 2020


Railway Industry Association

Railway Industry Association The Railway Industry Association (RIA) is the voice of the UK rail supply community

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IA helps to grow a sustainable, high-performing, railway supply industry, and to export UK rail expertise and products abroad. It promotes and represent its members’ interests to policy makers, clients and other stakeholders in the UK and overseas. RIA has 240+ companies in membership in a sector that contributes £36 billion in economic growth and £11 billion in tax revenue each year, as well as employing 600,000 people – more than the workforce of Birmingham. It is also a growing industry with the number of rail journeys expected to double over the next 25 years and freight set to grow significantly too. RIA’s membership is active across the whole of railway supply, covering a diverse range of products and services and including both multi-national companies and SMEs (60 per cent by number). 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. Background The Railway Industry Association can claim to be almost as old as rail itself. In 1875, a number of independent steam locomotive builders grouped together to petition Parliament. They won their case and decided

that it would be valuable to create a formal body for their mutual benefit. It was first known as the Locomotive Manufacturers Association of Great Britain and proved to be very effective in promoting its members’ interests, both at home and overseas, and in such areas as coordinating development of technical standards. Membership was widened to include manufacturers of all forms of rolling stock, including components suppliers, with a change of name to the Locomotive and Allied Manufacturers Association in 1957. Finally, the change to the Railway Industry Association was completed in 1971 with the inclusion of all parts of the railway supply industry. With the break-up and privatisation of British Rail in the 1990s, many of the resulting supply-side companies joined RIA as they moved into the private sector. Membership Its membership is active across the whole range of railway supply – including infrastructure, rolling stock, signalling, and consultancy – and incorporates many skills and resources which were previously part of the national railway undertaking but which now operate commercially in the private sector. RIA members represent the greater

part of the UK railway supply industry by turnover. Most large firms are members, as well as a wide range of smaller companies. Services RIA provides its members with extensive services, including the provision of technical, commercial and political information every week. It also represents the supply industry’s interests to the Government, Network Rail and others. As with most groups with large and diverse memberships, the main advantage of membership is the opportunity for dialogue and networking between members. RIA also lobbies Government for sectoral growth and has a keen interest in promoting UK rail around the world. It does this by exporting promotional activity through briefings and visits overseas as well as hosting inwards visits. It also organises a UK presence at exhibitions overseas. Contact For more information, you can contact Monica Barbosa in the Membership team, at RIA@riagb.org.uk and on 020 7201 0777.

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Professional organisations A-Z index

Asbestos Removal Contractors Association (ARCA) The Association is dedicated to promoting safety and professionalism throughout the licensed asbestos removal industry. As the UK’s leading association representing the interests of asbestos removal contractors and associated businesses ARCA provides guidance, asbestos training and support on all legislative requirements for members and their clients. www.arca.org.uk

Associated Society of Locomotive Engineers and Firemen (ASLEF) ASLEF is Britain’s trade union for train drivers. Its 20,500+ members are employed in the train operating companies, the freight companies, London Underground and some Light Rapid Transport. The first recorded meeting was held on 7 February 1880. www.aslef.org.uk

Associated Train Crew Union (ATCU) ATCU, an accountable and democratic independent Union founded to address the issues affecting all our colleagues and to meet the aspirations of all those working in the rail industry. www.atcu.org.uk

Association for Consultancy & Engineering (ACE) The Association for Consultancy and Engineering (ACE) is the association for the UK’s professional consultancies and engineering companies operating in the social and economic infrastructure sectors. ACE champions infrastructure to government and other stakeholders, representing the views of around 450 members. www.acenet.co.uk

Association for European Transport (AET) The Association for European Transport is a European organisation for transport professionals. It provides networking opportunities to enable the exchange of ideas, information and opportunities among its 300 corporate and individual members, who are based in more than 35 countries. www.aetransport.org/en-gb

Association for Project Management (APM) APM the chartered body for the project profession, is committed to developing and promoting the value of project management to deliver improved project outcomes for societal benefit. With more than 30,000 individual members and over 500 organisations participating in its Corporate Partnership Programme, APM is the largest professional body for project management in Europe. www.apm.org.uk

Association of Community Rail Partnerships (ACoRP) ACoRP is the membership body for almost 60 community rail partnerships, representing over 80 community rail lines across the UK, as well as more than 1,000 station adoption groups. It supports its members to be effective in benefiting their communities and railways, socially, environmentally and economically. www.communityrail.org.uk

Association of Fencing Industries (AFI) AFI exists to promote safety, quality and professionalism throughout the UK, working to make the fencing industry stronger. We support our members with expert advice, exclusive benefits and encourage

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inter-member trading and collaboration. The AFI continually works to raise the profile and image of the UK fencing industry. www.afiorg.uk

Association of Geotechnical and Geoenvironmental Specialists (AGS) The Association of Geotechnical and Geoenvironmental Specialists (AGS) is a non-profit making trade association established to improve the profile and quality of geotechnical and geoenvironmental engineering. The membership comprises UK organisations and individuals having a common interest in the business of site investigation, geotechnics, geoenvironmental engineering, engineering geology, geochemistry, hydrogeology, and other related disciplines. www.ags.org.uk

Association of Railway Training Providers (ARTP) The ARTP is the trade association for suppliers of training, assessment and development services to the rail industry and has more than 50-member organisations. www.artp.co.uk Association of Technical Lightning & Access Specialists (ATLAS) ATLAS has been representing the leading players in the lightning protection and specialist access sector since 1946. At the forefront of all industry developments, ATLAS is committed to improving working practices, technical excellence and the skills of the workforce to provide the highest quality service to the industry’s clients. www.atlas.org.uk

Association of Transport Coordinating Officers (ATCO) The Association of Transport Coordinating Officers was formed in 1974, joining together senior public transport officers of local government across the UK. ATCO’s members include staff directly concerned with strategic policy development and implementation

for securing passenger transport services for a wide range of public authorities. www.atco.org.uk

Automatic Door Suppliers Association (ADSA) The Automatic Door Suppliers Association (ADSA) formed in 1985 to ensure that its member companies offer superior levels of safety for pedestrian automatic doors. The members can advise on every aspect of automatic doors, from the initial selection and specification, through to installation. www.adsa.org.uk

British Drilling Association (BDA) The British Drilling Association (BDA) is a trade association with 125-member companies, representing all aspects of the drilling sector. Committed to Improving Standards in Health & Safety, Quality of Workmanship and Technical Proficiency for the Benefit of the Drilling Industry and its Clients. www.britishdrillingassociation.co.uk

British Fluid Power Association (BFPA) Representing and supporting businesses in the hydraulic, pneumatic and motion control industries in the UK. The only voice for the industry in the UK, the BFPA encourages all organisations or individuals to explore the options open to them through the Association. www.bfpa.co.uk

British Geomembrane Association (BGA) British Geomembrane Association, the trade association of specialist Geomembrane installers operating in the UK. Set up over 10 years ago, the BGA represents the interests of


A-Z index Professional organisations its members and their clients and stands for quality installation work, cost effective service provision and, above all, technical excellence in environmental protection. www.britishgeomembraneasso ciation.co.uk

British Geophysical Association (BGA) The British Geophysical Association is a Joint Association of the Geological Society of London and the Royal Astronomical Society. Its aims are to promote the subject of geophysics, and to strengthen the relationship between geophysics and the other natural sciences in the UK. Membership of the BGA is open to Fellows of either of the Parent Societies. www.geophysics.org.uk

British Geotechnical Association (BGA) We are the principal association for geotechnical engineers in the United Kingdom. We also perform the role of the Ground Board for the Institution of Civil Engineers, as well as being the UK member of the International Society for Soil Mechanics & Geotechnical Engineering (ISSMGE) and the International Society for Rock Mechanics and Rock Engineering (ISRM). www.britishgeotech.org

British International Freight Association (BIFA) The British International Freight Association is the trade association for UK-registered companies engaged in international movement of freight by rail, air, road and sea. It has around 1,500 corporate members who offer a wide range of services within these various modes of transport. www.bifa.org/home

British Parking Association (BPA) We are a not-for-profit organisation representing the UK parking and traffic management profession. We work with our 750 plus corporate members and stakeholders to support their communities, improve compliance by those managing and using parking facilities, and encourage fairness to achieve our vision of excellence in parking for all. www.britishparking.co.uk

British Pest Control Association (BPCA) BPCA is the leading UK trade association, representing organisations with a professional interest in the eradication and management of public health pests. We’re a not-for-profit organisation acting in the interests of our members and on behalf of the pest management industry in the UK. www.bpca.org.uk

British Precast Tracing its roots back to 1918, British Precast is the trade association of precast concrete manufacturers. The main aims of the federation are to promote precast concrete in the construction market and to disseminate information, through a range of industry representation and by shared knowledge, to add value to its member companies. www.britishprecast.org

British Safety Industry Federation (BSIF) As the lead association for the PPE (personal protective equipment) directive, the BSIF has active links with a range of government departments and more than 130 representative trade bodies. It has around 300 members, ranging from manufacturers and distributors of safety products to test houses and certification bodies. www.bsif.co.uk

British Security Industry Association (BSIA) The BSIA is the trade association representing the UK’s private security industry. Its members provide more than 70 per cent of the UK’s security products and services (by turnover) including electronic solutions such as access control and CCTV, as well as security guarding and consultancy services. www.bsia.co.uk

British Standards Institution (BSI) BSI is the business standards company that helps organizations all over the world make excellence a habit. For more than a century we have been challenging mediocrity and complacency to help embed excellence into the way people and products work. That means showing businesses how to improve performance, reduce risk and achieve sustainable growth. As a global leader in helping organizations improve, our clients range from high profile brands to small, local companies in 182 countries worldwide. www.bsigroup.com

British Transport Police (BTP) British Transport Police is responsible for policing the UK rail network nationally, protecting passengers, rail operators and their staff across the country. It also covers the London Underground, DLR, Midland Metro tram system, Croydon Tramlink, Sunderland Metro, Glasgow Subway and Emirates Airline. www.btp.police.uk

British Transport Police Authority (BTPA) BTPA is the independent body responsible for ensuring an efficient and effective police force for rail operators, their staff and passengers. Its duties and functions

are like those of the Scottish Police Authority or a police and crime commissioner in England and Wales, but it oversees a force that is responsible for policing a much wider area – the railways of Great Britain. www.btpa.police.uk

British Tunnelling Society (BTS) The BTS is an Associated Society of the Institution of Civil Engineers (ICE). With a current membership of 813 individual members and 87 corporate members, it is one of the most vibrant gatherings of professional tunnellers in the world. www.britishtunnelling.org.uk

Campaign for Better Transport Campaign for Better Transport is a national charity which works to make sustainable transport available to all and encourage its use. Campaign for Better Transport’s vision is for all communities to have access to high quality, sustainable transport that meets their needs, improves quality of life and protects the environment. www.bettertransport.org.uk

Chartered Association of Building Engineers (CABE) The Chartered Association of Building Engineers (CABE) is a professional body and unifying voice within the construction sector. Bringing together members, who work across the life cycle of the built environment, specialising in a wide range of disciplines, CABE shares knowledge, raises standards and develops professional building engineers. www.cbuilde.com

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Professional organisations A-Z index

Chartered Institute of Arbitrators (CIArb) The Chartered Institute of Arbitrators (CIArb) is an international centre of excellence for the practice and profession of alternative dispute resolution (ADR). CIArb is passionate about promoting a harmonious society and helping people and organisations avoid, manage and resolve conflict through our global network of more than 21,500 members, students included. www.ciarb.org

Chartered Institute of Architectural Technologists (CIAT) The Chartered Institute of Architectural Technologists is the lead qualifying body for Architectural Technology. Founded in 1965, it represents those working and studying within the discipline. CIAT qualifies Chartered Architectural Technologists, MCIAT and professionally qualified Architectural Technicians, TCIAT. www.ciat.org.uk

Chartered Institute of Ecology and Environmental Management (CIEEM) We are the leading professional membership body representing ecologists and environmental managers in the UK and Ireland. We are passionate about nature and pragmatic about the need to manage it in ways that add value to society. Our Registered Practices deliver the best outcomes for biodiversity, whilst supporting successful development. www.cieem.net Chartered Institute of Logistics and Transport (CILT) A membership organisation for professionals leading supply chain operations for the movement of goods and people. Members of the Institute working in the rail sector

are supported by specialist forums including the Association of Railway Executives, the Railway Study Forum, the Rail Freight Forum, the Strategic Rail policy group, in addition to many cross-sector communities where they can share ideas and build powerful networks. www.ciltuk.org.uk

Chartered Institute of Personnel and Development (CIPD) The CIPD is the professional body for HR and people development. The not for profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has a community of more than 150,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development. www.cipd.co.uk

Chartered Institute of Procurement & Supply (CIPS) CIPS is the largest organisation in the world dedicated to the procurement and supply profession and acts as the profession’s voice, supporting individuals and organisations to achieve excellence and providing the Global Standard in Procurement and Supply. It is the awarding body regulated by OFQUAL in England for procurement and supply management qualifications. www.cips.org Chartered Institution of Building Services Engineers (CIBSE) CIBSE is the standard setter and authority on building services engineering. It publishes Guidance and Codes which are internationally

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recognised as authoritative and sets the criteria for best practice in the profession. The Institution speaks for the profession and so is consulted by government on matters relating to construction, engineering and sustainability. It is represented on major bodies and organisations which govern construction and engineering occupations in the UK, Europe and worldwide. www.cibse.org Chartered Institution of Civil Engineering Surveyors (CICES) The Chartered Institution of Civil Engineering Surveyors (CICES) is an international qualifying body dedicated to the regulation, education and training of surveyors working within civil engineering. It has relevant competencies for geospatial engineers and commercial managers, leading to grades of membership and professional registration as chartered or incorporated engineer. www.cices.org

Chartered Quality Institute (CQI) The Chartered Quality Institute (CQI) is the professional body for experts in quality management. We support individuals and organisations to improve the performance of their business through quality management. With 19,000 members located in 130 countries, the CQI is uniquely placed to lead the global quality profession. We encompass the whole quality community, including quality management professionals (CQI members) and management systems auditors, through our International Register of Certificated Auditors (IRCA) members. www.quality.org

City & Guilds of London Institute (C&G) We are a global leader in skills development and training delivery across several sectors. Our recent acquisition of Intertrain, one of the UK’s leading training providers, together with Gen2, allows us to offer Ofsted graded “Outstanding” technical training, assessment and certification in the engineering, rail and construction sector nationwide. www.cityandguilds.com

Civil Engineering Contractors Association (CECA) Representing civil engineering contractors, CECA builds and maintains the UK’s critical infrastructure networks in transport, energy, water, waste and communications. It has more than 300 members who are estimated to carry out around 70 per cent of all civil engineering activity in the UK. www.ceca.co.uk

Community Transport Association (CTA) The Community Transport Association (CTA) is a national charity that represents and supports providers of community transport: thousands of local charities and community groups across the UK that all provide transport services that fulfil a social purpose and community benefit. www.ctauk.org

Confederation of Passenger Transport UK (CPT) The Confederation acts as the voice of the bus and coach industry, and the focus for consultation on national and international legislation, local regulations, operational practices and engineering standards. It has direct access to politicians and policy advisors, ensuring its members’ voices are heard and their interests safeguarded. www.cpt-uk.org

Confidential Incident Reporting & Analysis Service (CIRAS) CIRAS is a confidential incident reporting and analysis service that delivers assurance for member organisations across the UK. It is a totally independent service governed by the ‘CIRAS Committee’,


A-Z index Professional organisations comprising representatives from the UK rail industry, TfL, UK Light Rail, Trams and other UK transport modes. www.ciras.org.uk Construction Industry Research and Information Association (CIRIA) CIRIA is a neutral, independent, not-for-profit body that links organisations with common interests and facilitates a range of collaborative activities that help improve the industry. www.ciria.org

Construction Industry Training Board (CITB) The Construction Industry Training Board (CITB) supports the skills needs of British construction - in England, Scotland and Wales. It attracts talent to the construction sector, so employers have an adequate recruitment pool, and encourages employers of all sizes to access the skills training necessary to grow their businesses. www.citb.co.uk

Construction Plant-hire Association (CPA) The Construction Plant-hire Association (CPA) is the leading trade association for the plant hire industry in the UK and CPA Members supply 85% of hired plant to the construction industry. Established for 75 years, the CPA has over 1,600 members, with premises in the City of London, and a permanent staff of experienced employees. The Association is governed by a Council of Members, who represent of plant-hire companies of all types and sizes throughout the country. www.cpa.uk.net

Construction Products Association (CPA) The Construction Products Association represents the UK’s manufacturers and distributors

of construction products and materials. The sector directly provides jobs for 373,000 people across 23,884 companies and has an annual turnover of £61.2 billion. The Construction Products Association is the leading voice to promote and campaign for this vital UK industry. www.constructionproducts.org.uk Contract Flooring Association (CFA) Members of the Association include Flooring Contractors, Manufacturers, Distributors and Consultants– large and small, operating from locations throughout the UK. Members work across a wide range of flooring finishes including carpets, underlays, vinyl, rubber, timber, adhesives and flooring accessories. www.cfa.org.uk

Cycling UK Formerly known as the CTC, Cycling UK has championed cycling for more than 140 years. Founded in Harrogate on 5 August 1878 by Stanley Cotterell, we promote all forms of cycling, inspiring people of all ages, backgrounds and abilities to discover the joys of cycling. As well as supporting our members, we also play a prominent campaigning role, fighting to defend cyclists’ rights for safer roads, better infrastructure and legal protection. www.cyclinguk.org

Delay Attribution Board (DAB) The Delay Attribution Board is an industry body established under the Network Code to ‘Lead, Monitor and Advise’ the Rail Industry on the attribution of train delays. The Board comprises representatives from Network Rail and Train Operators, with an independent Chair, providing knowledge and experience from across the industry. www.delayattributionboard.co.uk Department for Transport (DfT) The government department, which is run by the Secretary of State for Transport, is responsible

of the development of measures for prevention or remediation of geological hazards. www.geolsoc.org.uk/engineering for the English transport network and a limited number of matters in Scotland, Wales and Northern Ireland. Among the DfT’s aims are to sustain economic growth, improve productivity through reliable and efficient transport networks and to enhance access for all to jobs, services, and social networks. www.dft.gov.uk

Drilling and Sawing Association (DSA) The DSA’s mission is to promote the work of professional drilling and sawing contractors by highlighting the main advantages of cutting concrete with diamond tools, which include precision cutting within the shortest time scale, reduced noise, dust and debris and maintenance of structural integrity. www.drillandsaw.org.uk

Engineering Council The regulatory body for the UK engineering profession, it holds the national Register of 230,000 Engineering Technicians (EngTech), Incorporated Engineers (IEng), Chartered Engineers (CEng) and Information and Communications Technology Technicians (ICTTech). The Council also sets and maintains the internationally recognised standards of professional competence and ethics that govern the award and retention of these titles. www.engc.org.uk

Engineering Group - The Geological Society Engineering Geology is the science devoted to the investigation, study and solution of the engineering and environmental problems which may arise as the result of the interaction between geology and the works and activities of man as well as to the prediction and

Engineering Industries Association (EIA) The EIA has more than 70 years’ experience in promoting trade and representing the interests and aspirations of the UK engineering manufacturing sector, particularly SME’s. It’s an accredited trade organisation for Department of International Trade, assisting UK SME’s in their participation at overseas engineering trade shows. www.eia.co.uk

European Passenger Transport Operators (EPTO) EPTO is the trade association of the European Passenger Transport Operators, whose members are the six largest private public transport companies in Europe. Established in 2006, EPTO promotes the development of a competitive market structure for the supply of public transport services. EPTO has worked closely with the European Commission in the development of transport policy particularly in the field of opening of the passenger transport market and competition law and membership is available to qualifying operators. www.epto.net

Excellence Achievement Learning (EAL) EAL develops and awards industry qualifications. We have an unrivalled depth of rail sector knowledge, expertise and experience. Our portfolio covers all six recognised industry engineering disciplines (track, traction and rolling stock, signalling, telecoms, electrification and overhead line). Contact us for a highly responsive skills solution service, from strategy to delivery. www.eal.org.uk

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Professional organisations A-Z index Federation of Master Builders (FMB) The Federation of Master Builders is the largest trade association in the UK construction industry, representing thousands of firms in England, Scotland, Wales and Northern Ireland. Established in 1941 to protect the interests of small and medium-sized (SME) construction firms, the FMB is independent and non-profit making, lobbying for members’ interests at both the national and local level. www.fmb.org.uk

Federation of Piling Specialists (FPS) The FPS is the industry body for foundation contractors. Members undertake piling and geotechnical works on construction projects. All FPS members are independently and regularly audited to ensure they represent the best quality in the industry. The standards expected are rigorous and encompass technical ability, quality management, sustainability, safety and training. www.fps.org.uk

Fire Industry Association (FIA) The FIA is the largest fire protection trade association in the UK with 700+ members. We are a not-forprofit organisation and a major provider of fire safety training. Our objective is to promote, improve and perfect fire protection methods, devices, services and apparatus. We achieve this through the representation of our members, providing technical support, guidance and opportunities for professional advancement through education and appropriate regulation. www.fia.uk.com Freight on Rail Freight on Rail, a partnership between the rail trade unions, the rail freight industry and Campaign for Better

Transport, works to promote the economic, social and environmental benefits of rail freight nationally, regionally and locally. It advocates policy changes that support the shift to rail and provides related information and advice on freight related issues. www.freightonrail.org.uk

Freight Transport Association (FTA) FTA is the voice of the UK logistics industry, representing the transport interests of companies that move goods by road, rail, sea and air. The Organisation delivers safe, sustainable and efficient logistics, raises awareness of the industry, informs its members about the latest compliance requirements and provides training schemes to improve the skills and knowledge of drivers and industry managers. www.fta.co.uk

Galvanizers Association (GA) Galvanizers Association is the representational body for the hot dip galvanizing industry in the UK and the Republic of Ireland. Galvanizers Association (GA) has provided authoritative information and advice on hot dip galvanizing to users and potential users since it was first established in 1949. www.galvanizing.org.uk

Greengauge 21 Greengauge 21 aims to promote a network approach to Britain’s railways, through extending the reach of high-speed services (to Scotland, North Wales and across England) and showing how the existing network can best be freed up to improve local and regional services. It also carries out research to support the case for investment in rail in rural areas and improving freight and logistics services and links to ports and airports. www.greengauge21.net Ground Source Heat Pump Association (GSHPA) The Ground Source Heat Pump Association (GSHPA) was formed in June 2006 to serve as the focal point for organisations with business

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interests in Ground Source Energy. The GSHPA encourages the growth and development of the ground source heat pump industry. www.gshp.org.uk Guild of Master Craftsmen (GMC) The Guild of Master Craftsmen is the UK’s most established trade association, representing craftspeople recognised for their skill, integrity and expertise. See how we can support you at www.guildmc.com Or to find a craftsperson in your area go to www.findacraftsman.com www.guildmc.com

Health and Safety Executive (HSE) We’re Britain’s national regulator for workplace health and safety, preventing work-related death, injury and ill health. Our activities are supported by globally recognised scientific expertise. HSE does not endorse commercial products or companies including the Rail Professional reference book or other products or companies within this publication.   www.hse.gov.uk

Heritage Railway Association The HRA is the UK’s trade association for heritage and minor railways, heritage tramways, cliff railways, and related museums and organisations. We represent our 300 members to national and regional government; provide business support, guidance and technical advice; and we help promote heritage rail which attracts 13million visitors each year. www.heritagerailways.com

High Speed Rail Industry Leaders (HSRIL) Representing companies with relevant experience and an interest

in high speed rail, High Speed Rail Industry Leaders is committed to supporting the successful delivery of a world-class high-speed rail network in Britain.  Our members have helped deliver major infrastructure projects in the UK and around the world, and the group actively welcomes interest from a broad range of companies. www.rail-leaders.com Hire Association Europe (HAE) SafeHire is a Private Standard developed by Hire Association Europe and Event Hire Association (HAE EHA) with the assistance of the Health & Safety Executive (HSE) and the Prefabricated Access Suppliers’ and Manufacturers’ Association (PASMA).  All HAE EHA members have to be SafeHire Certified to demonstrate competence and compliance in all the key areas of business activity, particularly H&S legislation. www.hae.org.uk INCOSE UK Ltd INCOSE UK is the UK Chapter of The International Council on Systems Engineering. It is a not-forprofit membership organisation that focuses on the development of Systems Engineering. INCOSE UK offers members: professional development pathways, contact with local working and interest groups, INCOSE UK publications and networking events such as the Annual Systems Engineering Conference. www.incoseonline.org.uk

Industrial Rope Access Trade Association (IRATA) The rope access technique developed by IRATA is used in a wide range of repair, maintenance, inspection and access work. Rope access methodology boasts an unrivalled safety record, short set-up and dismantling time, positive environmental benefits and removes the need for invasive access equipment or disruption to a worksite. www.irata.org


A-Z index Professional organisations

Institute of Acoustics (IOA) The Institute of Acoustics is the UK’s professional body for those working in acoustics, noise and vibration. It was formed in 1974 from the amalgamation of the Acoustics Group of the Institute of Physics and the British Acoustical Society (a daughter society of the Institution of Mechanical Engineers). The Institute of Acoustics is a nominated body of the Engineering Council, offering registration at Chartered and Incorporated Engineer levels. www.ioa.org.uk

Institute of Asset Management (IAM) The Institute of Asset Management (the IAM) is the international professional body for people and organisations involved in the acquisition, operation and care of physical assets. The IAM is dedicated to furthering knowledge and understanding of Asset Management.  www. theIAM. org

Institute of Cast Metals Engineers (ICME) Our members include foundry men, design engineers, metallurgists, moulders, patternmakers, CAD technicians, methods engineers, researchers, students and suppliers to the industry. The aim of the institute is to bring together people from all sectors and levels, to offer help and advice, technical support and professional development opportunities, helping our members make the most of their careers in the castings industry. www.icme.org.uk Institute of Construction Management (ICM) Open Door to all construction sector s, learn more about the Institute of Construction Management, your invite - contact the membership department for an ICM Information Pack. We will provide you with

information about an Institute that cares about you, your profession, your employer and your customers in competent safety! National CDM Competence Registry™® launched 2018 CDM4BIM Gateway™ launched 2019. www.the-icm.co.uk

Institute of Corporate Responsibility and Sustainability (ICRS) The UK’s professional body for corporate responsibility and sustainability. ​We help Individual members develop their careers by setting professional standards, qualifying their experience, recognising their achievements and supporting them through CPD. We help Organisational members by enabling them to demonstrate their organisation’s commitment to responsible and sustainable business, share best practice and build their CR and sustainability capacity through dedicated member events.  www.icrs.info

Institute of Corrosion (Icorr) The institute is a learned body, offering training and certification in various corrosion mitigation disciplines. In addition to regional branches, it has two technical divisions: Corrosion Science and Corrosion Engineering, which provide an informal forum for the exchange of ideas and information relating to corrosion engineering issues. www.icorr.org

Institute of Customer Service The Institute of Customer Service is the professional body for customer service delivering tangible benefit to organisations and individuals so that our customers can improve their customers’ experience and their own business performance. The Institute is a membership body with a community of around 450 organisational members – from the private, public and third sectors – and 4,000 individual memberships. www.instituteofcustomerservice. com

Institute of Directors (IoD) The IoD represents, supports, and develops directors. With branches across the UK, membership provides access to information and professional advice, networking, and flexible working spaces, alongside influence on issues from tax to infrastructure. The Institute, a Royal Charter body since 1906, offers in-company training and professional development for individual directors, with the Chartered Director programme at its pinnacle. www.iod.com

Institute of Environmental Management and Assessment (IEMA) IEMA is the professional body for everyone working in environment and sustainability. We provide resources, tools and knowledge sharing along with high-quality formal training to meet the needs of our members. We believe that together we’re positively changing attitudes to sustainability as a progressive force for good. Together we’re transforming the world to sustainability. www.iema.net Institute of Materials Finishing (IMF) To provide a focus for Surface Engineering and Finishing activities worldwide through the fulfilment of the technical, educational and professional needs at all levels for both the individuals and companies involved in the coatings industry. www.materialsfinishing.org

Institute of Materials, Minerals and Mining (IOM3) IOM3 is a major UK engineering institution whose activities encompasses the whole materials cycle, from exploration and extraction, through characterisation, processing, forming, finishing and application, to product recycling and land reuse. It exists to promote and develop all aspects of materials science and

engineering, geology, mining and associated technologies, mineral and petroleum engineering and extraction metallurgy, as a leading authority in the worldwide materials and mining community. www.iom3.org

Institute of Rail Welding (IoRW) Set up in 2002 by TWI (The Welding Institute) and Network Rail in the aftermath of the Hatfield disaster. The IoRW is a focal point for good rail welding practice, development and competence and aims to raise awareness of rail welding throughout the industry. www.iorw.org Institute of Risk Management (IRM) IRM is the leading professional body for risk management. We are an independent, notfor-profit organisation that champions excellence in managing risk to improve organisational performance. We do this by providing internationally recognised qualifications and training, publishing research and guidance and raising professional standards across the world. Our members work in all industries, in all risk disciplines and across the public, private and not-for-profit sectors. We’ve recently launched our new Certificate in Supply Chain Risk Management. www.theirm.org Institute of Spring Technology (IST) IST are at the forefront of the spring making industry developing Spring Calculator Professional (SCP) the leading, go-to, spring validation software. Used to design, test and adapt springs under real world constraints. We also provide ISO 17025 accredited testing, technical training, failure analyses and consultancy; giving impartial and informative advice to the world’s spring making industry. www.ist.org.uk Institution of Civil Engineers (ICE) A global professional engineering institution that promotes and

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Professional organisations A-Z index advances civil engineering. Established in 1818, ICE has more than 90,000 members, around a third of whom are based overseas. ICE qualifies civil engineering professionals, helps them exchange knowledge and best practice, and promotes their important contribution to society. www.ice.org.uk

Institution of Engineering and Technology (IET) The Institution of Engineering and Technology (IET) is one of the world’s largest engineering institutions with over 168,000 members in 150 countries. It is also the most interdisciplinary – to reflect the increasingly diverse nature of engineering in the 21st century. www.theiet.org

Institution of Engineering Designers (IED) Founded in 1945, Chartered in 2012, the IED is the premier membership body representing engineering and product designers. We aim to support and inspire our members to achieve their career goals and professional aspirations. www.ied.org.uk Institution of Environmental Sciences (IES) The Institution of Environmental Sciences (IES) is a charitable organisation which promotes and raises public awareness of environmental science by supporting professional scientists and academics working in this crucial arena. As a seminal environmental sciences organisation, founded in 1971, the Institution is consulted by the Government and other interested parties on environmental issues. www.the-ies.org

Institution of Fire Engineers (IFE) The IFE is a global professional membership body of fire experts striving to build a safer society. As a registered charity founded in

1918, the IFE assesses knowledge of fire and professional experience, awarding internationally recognised membership grades and fire-related qualifications. The IFE delivers over 6,000 exams annually which are recognised in the UK and internationally. www.ife.org.uk

Institution of Mechanical Engineers (IMechE) Established in 1847, the Institution has some of the world’s greatest engineers in its history books. It is one of the fastest growing professional engineering institutions with operations around the world and more than 120,000 members working at the heart of the most dynamic industries. www.imeche.org Institution of Occupational Safety and Health (IOSH) The Institution of Occupational Safety and Health is the Chartered body for health and safety professionals. With more than 47,000 members in 130 countries, it’s the world’s biggest professional health and safety organisation. IOSH sets standards, and supports, develops and connects its members with resources, guidance, events and training. It’s the voice of the profession, campaigning on issues that affect millions of working people. www.iosh.co.uk

Institution of Railway Operators (IRO) IRO exists for its members and the rail industry, promoting best practice and representing the interests of railway operators at all levels. It delivers membership services, learning opportunities and courses that are tailored specifically to the needs of the industry, many of which lead to internationally recognised qualifications. www.railwayoperators.co.uk Institution of Railway Signal Engineers (IRSE) Protecting the safety of all those who travel and work on railway systems worldwide. The IRSE is the professional institution for all those engaged in

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or associated with railway signalling and telecommunications, train control, traffic management and allied professions. www.irse.org

Institution of Structural Engineers (IStructE) IStructE is the world’s largest membership organisation dedicated to structural engineering. The Institution leads and supports the development of structural engineering worldwide, in order to secure a safe and resilient built environment for all. www.istructe.org Intelligent Transport Systems (ITS) ITS United Kingdom, the UK association for the promotion of Intelligent Transport Systems (ITS), is a not-for-profit public/private sector association financed by members’ subscriptions and provides a forum for all organisations concerned with ITS. www.its-uk.org.uk International Air Rail Organisation (IARO) The IARO is a worldwide organisation dedicated to spreading best practice and workable ideas for rail links to airports. The organisation enables the exchange of experience, ideas and information through access to its databases, workshops, seminars and via fellow members. www.iaro.com International Geosynthetic Society (IGS UK) The aims of the IGS UK chapter are to collect and distribute knowledge about geosynthetics & their applications by facilitating conferences, symposiums, evening presentations & research in order to promote the advancement of the state of the art of geosynthetics & to improve the communication and understanding of geosynthetic products between designers, manufacturers and users of the products. www.igs-uk.org

International Glassfibre Reinforced Concrete Association (GRCA) GRC is a material that has been widely used within the railway industry, ranging from permanent formwork for bridges through to decorative cladding on stations and buildings. Many GRCA members have knowledge and experience of working within the rail sector and we would recommend contacting them using our members contact information which is available via our website. www.grca.org.uk

International Institute of Obsolescence (IIOM) The International Institute of Obsolescence Management (IIOM) is a not for profit professional body for those involved in, or interested in, Obsolescence Management. The Institute is for professionals worldwide who are dedicated to furthering their knowledge and understanding of the Obsolescence Management discipline and who wish to network with a wide group of companies from a global membership. www.theiiom.org

International Institute of Risk and Safety Management (IIRSM) IIRSM is the professional home for everyone involved in managing risk. Our members work across all sectors of industry, worldwide and they lead the way in managing risks to benefit people, society, government and business. We welcome individual and corporate members from all sectors of industry, including: construction; oil and gas; engineering; public sector; facilities; hospitality and healthcare, and more. www.iirsm.org International Liaison Group of Government Railway Inspectorates (ILGGRI) ILGGRI is an informal platform for contact between the independent European railway inspectorates and its representatives, the national safety authorities (NSA’s). Its aim


A-Z index Professional organisations

is to be an effective forum for European safety authorities that can be consulted on railway health, safety and interoperability matters. www.ilggri.org International Transport Workers’ Federation (ITF) The ITF is a democratic global union federation of 670 transport workers trade unions representing 18.5 million workers in 147 countries. The ITF works to improve the lives of transport workers, organises international solidarity among its affiliates and represents the interests of transport workers’ in bodies that take decisions affecting the transport industry. https://www.itfglobal.org/en

Landscape Institute (LI) The Landscape Institute (LI) is the chartered body for the landscape profession. It is an educational charity that promotes the art and science of landscape practice. The LI’s aim, through the work of its members is to protect, conserve and enhance the natural and built environment for the public benefit. The LI provides a professional home for all landscape practitioners including landscape scientists, landscape planners, landscape architects, landscape managers and urban designers. www.landscapeinstitute.org

Lead Contractors Association (LCA) The Lead Contractors Association was formed in 1984 to promote and protect quality standards in working with lead sheet. The LCA consists of specialist installer members and Industry associate members. All members are vetted, and their work graded on a regular basis. Only LCA members can provide a 25-year guarantee of their work. www.leadcontractors.co.uk Lead Sheet Training Academy (LSTA) The Lead Sheet Training Academy

is at the forefront of training for those using lead or hard metals in the construction industry. LSTA operates from a modern purposebuilt training facility in Kent that includes full scale training rigs and a well-equipped environment in which to learn, re-creating real-life situations. www.leadsheet.co.uk Lifting Equipment Engineers Association (LEEA) With origins dating back to 1943, the LEEA represents all those involved in the lifting industry worldwide. Some of the key areas that it operates in include training services, industry representation, technical support, health and safety and marketing. www.leeaint.com Light Rail Transit Association (LRTA) Free of any trade or political affiliation, the UK-based not for profit is among the world’s leading organisations concerned with bringing better public transport – through light rail, tramway – to towns and cities worldwide. www.lrta.org Locomotive & Carriage Institution (L&CI) The Institution was founded in 1911 and was then known as the Institution of Locomotive Inspectors and Foreman. Our present title was adopted in 1931. Since then we have continued to provide a knowledge of and interest in all aspects of the railway industry. Whilst based in Britain, we also have members in Czech Republic, Austria, Germany and Switzerland. www.lococarriage.org.uk

Mineral Products Association (MPA) The Mineral Products Association (MPA) is the trade association for the aggregates, asphalt, cement, concrete, dimension stone, lime, mortar and silica sand industries. It has a growing membership of 530 companies and is the sectoral

voice for mineral products. MPA membership is made up of most independent SME quarrying companies throughout the UK, as well as the 9 major international and global companies. www.mineralproducts.org

trade association. With a history spanning 128 years, NFRC has established itself as the voice of the roofing industry, constantly adapting to change and innovation to ensure its members are at the forefront. www.nfrc.co.uk

National Access & Scaffolding Confederation (NASC) Founded in 1945 the NASC membership now accounts for a significant share of the UK’s total industry workload and is increasingly making its mark in Europe. Our members operate from locations throughout the UK. www.nasc.org.uk

National Railway Museum Home to iconic locomotives and an unrivalled collection of engineering brilliance, we celebrate the past, present and future of innovation on the railways. Dedicated to igniting our visitors’ curiosity about the people, places and engineering marvels behind the railways, we put our passion for amazing stories into everything we do. www.railwaymuseum.org.uk

National Federation of Builders (NFB) The National Federation of Builders (NFB) represents small to medium-sized builders, contractors and house builders across England and Wales. As one of the UK’s longest standing trade bodies, it was created to represent the building profession and to promote conditions its members need to thrive and contribute to the economic success of the UK. www.builders.org.uk

National Federation of Demolition Contractors (NFDC) The most powerful voice in the demolition industry, the NFDC has championed the standards and professionalism of its members for more than 75 years. Backed up with regular member audits to assure expertise is maintained and reinforced, NFDC’s added value lies in the peace of mind and reduced risk it strives to assure for anyone planning or commissioning a demolition project. www.demolition-nfdc.com

National Federation of Roofing Contractors (NFRC) The National Federation of Roofing Contractors Limited (NFRC) is the UK’s largest roofing

National Skills Academy for Rail (NSAR) The National Skills Academy for Rail is an organisation established to enable the sector to deliver a modern and efficient, world class railway through the development of a highly skilled and productive workforce. www.nsar.co.uk

National Union of Rail, Maritime and Transport Workers (RMT) Formed after a merger of the National Union of Railwaymen and the National Union of Seamen, The RMT is a British trade union for workers from almost every sector of the transport industry. Protecting its members’ pay and conditions, it currently represents more than 80,000 people. www.rmt.org.uk Near Surface Geophysics Group (NSGG) NSGG aims to advance, encourage and support the study and practice of near-surface geophysics, predominantly restricted to depths of investigation down to 500m. Areas of application include hydrogeology, engineering, archaeology, forensic science,

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Professional organisations A-Z index environmental investigations and monitoring, mineral exploration, hazard assessment and geological mapping. www.nsgg.org.uk

Network Certification Body (NCB) Network Certification Body (NCB) provides a system-wide approach to railway assurance and certification on infrastructure, vehicle and freight projects, both UK and worldwide. Our knowledge of the processes and our connections throughout the railway industry give us the unparalleled ability to provide solutions that work for you. www.net-cert.co.uk

Office of Rail and Road (ORR) The ORR regulates the rail industry’s health and safety performance, holds Network Rail and HS1 to account and makes sure the rail industry is competitive and fair. It protects the interests of passengers and oversees a number of consumer facing obligations which sit in train companies’ licences. It’s also the independent monitor of Highways England. www.orr.gov.uk Painting and Decorating Association (PDA) The UK’s largest trade and employers’ Association for painters and decorators in the industry. The Painting & Decorating Association has members across the length and breadth of the country and has been committed to encouraging best practice since1894. www. paintingdecoratingassociation.co.uk

Perimeter Security Suppliers Association (PSSA) The Perimeter Security Suppliers Association (PSSA) is the trade association for companies manufacturing, installing or supplying independently tested and rated high security perimeter protection products. PSSA members undergo strict vetting and criteria

checks ensuring that accepted industry requirements are met to give end users confidence in the product received. www.pssasecurity.org Permanent Way Institution (PWI) The Permanent Way Institution is a modern professional technical engineering institution for rail engineers. Its main objectives are to collect and share technical knowledge and best practice from and within the rail industry; contribute to the raising of standards through professional registration and increase the competency of rail engineers at all levels through its services. Individual & corporate membership available. www.thepwi.org

Pipe Jacking Association (PJA) Dedicated to best practice for the cost effective and environmentally sensitive installation of utility services underground. The PJA provides:: Detailed design advisory publications based on industry best practice. Case studies covering a range of applications and typical carbon savings. CPD lectures for clients and design teams. Presentations and animations to explain the technology. Research at leading universities and student teaching resources. Carbon calculator demonstrating carbon savings of non-disruptive methods. www.pipejacking.org Private Wagon Federation (PWF) PWF is a rail industry association, whose members have a commercial interest in the safe and efficient operation of railway wagons in the UK. It engages with developments and initiatives by liaising with government departments, standard setters, Network Rail, Toc’s and regulatory bodies. PWF is a member of the UIP. www.pwfrail.org

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Rail Alliance The Rail Alliance sits at the very heart of the rail supply chain by bringing rail customers, suppliers and supply chain opportunities together. As the UK’s fastest growing B2B rail community it spans all aspects of the rail sector and is now part of the University of Birmingham, Birmingham Centre for Rail Research (BCRRE) www.railalliance.co.uk

Rail Delivery Group (RDG) The Rail Delivery Group brings together Britain’s rail companies to deliver a better railway. All passenger and freight rail companies are members of the RDG, as well as Network Rail and HS2. RDG provides services and support to our members enabling them to transform and deliver a successful railway, benefiting customers, taxpayers and the economy. www.raildeliverygroup.com

Rail Forum Midlands (RFM) Rail Forum Midlands brings together rail businesses with national and regional government supporting them to grow, export, innovate and create skilled employment. Owned and governed by our members we provide unrivalled networking opportunities encouraging collaboration across the regional supply chain and beyond. www.midlandsrail.co.uk Rail Freight Group (RFG) The leading representative body for rail freight in the UK, RFG’s members include ports, terminal operators, equipment suppliers and support services. It campaigns to ensure politicians and key decision makers are well informed, enabling them to make the right decisions for rail freight and UK logistics. www.rfg.org.uk Rail Industry Contractors Association (RICA) RICA was established in 1999 to represent the interests of small and medium enterprises in the rail

industry. Its focus is on helping member companies grow through active engagement with major customers as well as influencing the direction of the industry on safety and commercial matters. www.rica.uk.com Rail Plant Association (RPA) Set up by members of the Construction Plant-hire Association (CPA), the Rail Plant Association’s (RPA) main purpose is to look after the interests of its members that hire plant and equipment for use on railway infrastructure. The CPA conditions under which plant owners generally provide their services assist in protecting and safeguarding owners, while remaining compliant with railway standards. www.cpa.uk.net/rpa

Rail Safety and Standards Board (RSSB) RSSB provides research, analysis, and insight to help the industry work together to deliver a better, safer railway. As a membership-based rail industry body, RSSB includes train and freight operating companies, infrastructure managers, contractors, rolling stock leasing companies and suppliers, and our work involves partnerships with academia and other railways across the world. www.rssb.co.uk

Rail Supply Group (RSG) The Rail Supply Group (RSG) is the leadership body for the rail supply sector, working in partnership with Rail Delivery Group to set the direction for the industry. We bring Government and the private sector together to champion the rail supply chain, focusing on four areas of work: driving growth; accelerating innovation; doubling exports and improving skills. www.railsupplygroup.org


A-Z index Professional organisations

Railfuture Railfuture is the UK’s leading independent organisation campaigning for better rail services for passengers and freight. The voluntary group represents rail users and has around 20,000 affiliated and individual members. Over the past 50 years it has played a major part in getting more than 370 new and reopened stations and more than 500 miles of route to join the network. www.railfuture.org.uk

Railway Benefit Fund (RBF) The Railway Benefit is the only charity that supports railway people and their families. Nobody can predict the future and offering that peace of mind within your industry is a charity that may be able to help you. The charity has been helping railway people for nearly 160 years, improving the quality of life of current and former railway people in the UK. www.railwaybenefitfund.org.uk

Railway Children Every day vulnerable children and young people end up at UK railway stations with no one else to turn to. We’ve teamed up with the British Transport Police (BTP) to create a safety net – and a safety network - for those children who need our help the most. And we’re here to help them for as long as it takes. www.railwaychildren.org.uk

Railway Civil Engineers’ Association (RCEA) The RCEA exists to foster professional development and exchange knowledge and experience between railway engineers. The Association’s main areas of expertise include main line, London Underground and light rail. It works with other engineering disciplines through the Railway Engineering Forum and Young Railway Professionals to develop strategies for the UK network. www.rcea.org.uk

Railway Employees & Public Transport Association (REPTA) REPTA (Railway Employees & Public Transport Association) was established in 1893 to offer rail workers travel concessions. It now offers a full benefits package for its membership and is open to all personnel and families in the transport industry. REPTA is managed by officers and trustees, area councils and local collectors. www.repta.co.uk

Railway Enginemen’s Assurance Society The Railway Enginemen’s Assurance Society was established in 1865 and its ethos is the same today as it was then: to provide financial security through Savings Plans and to support to its members and their families affected by death or injury that permanently prevents them from carrying out their duties. www.enginemens.co.uk

Railway Housing Association (RHA) Railway Housing Association owns over 1,500 rented homes in 24 local authority areas in addition, we also manage 73 leasehold properties for older people. We are proud of our heritage and retain our charitable values whilst being committed to the future provision of accessible homes and services to meet housing need. www.railwayha.co.uk

Railway Industry Association (RIA) RIA is the voice of the UK rail supply community, with over 290 companies in membership. We help to grow a sustainable, highperforming, railway supply industry, and to export UK rail expertise and products. We promote and represent our members’ interests to policy makers, clients and other stakeholders in the UK and overseas. www.riagb.org.uk

Railway Heritage Designation Advisory Board The Railway Heritage Designation Advisory Board has 12 members, consisting of individuals in the rail industry, archives and records offices, museum world, and heritage railway. It meets three times a year to recommend artefacts and records for designation by the Board of Trustees of the Science Museum. www.sciencemuseum.org.uk/ about_us/smg/corporate/railway_ heritage_designation_advisory_ board

Railway Industry Supplier Approval Scheme (RISAS) RISAS ensures key suppliers can become recognised as best-in-class at delivering the most challenging and high-risk products and services for the GB mainline railway. The scheme currently covers suppliers of critical products and services for the overhaul of rolling stock assets and components in the rail vehicle after-market sector. Work is now underway to transform RISAS including an expanded scope. www.risas-online.org

Railway Heritage Trust The Trust gives grants towards the restoration and regeneration of historic (listed) buildings and structures on the national network and is often consulted on applications for listed building consent and planning. Now in its 35th year, it has awarded more than 1,700 grants worth in excess of £57 million since its inception. www.railwayheritagetrust.co.uk

Railway Industry Supplier Qualification Scheme (RISQS) The official rail industry scheme for supplier assurance. Buyers of products and services throughout Great Britain’s rail industry – including Network Rail, TfL, train and freight operating companies and rolling stock organisations – use RISQS as its supplier qualification service. The scheme helps suppliers sell into the industry by providing

an open, fair and transparent way for them to be formally recognised as capable providers of products and services. www.risqs.org

Railway Mission Railway Mission provides independent, impartial, confidential short-term pastoral support to all railway staff and members of the public affected by railway operations. Our work complements the welfare services provided by rail employers. Our chaplains also act as chaplains to British Transport Police and support suicide prevention and mental health. www.railwaymission.org

Railway Study Forum (RSF) The Chartered Institute of Logistics and Transport’s latest professional forum has been created following a merger with the Railway Study Association (RSA). The Forum offers RSF members a forum for the exchange of knowledge on issues relating to all aspects of the rail industry. www.ciltuk.org.uk/RSF Railway Tie Association (RTA) The Railway Tie Association is the forum for the interests and needs of all groups that depend on the wood crosstie for their business success. Our mission since 1919: To ensure that the engineered wood crosstie system continues to evolve and improve in order to remain cost-effective and meet the everchanging requirements of track systems around the world. www.rta.org Retired Railway Officers Society (RROS) Consisting of retired senior managers from the wider rail industry, the society has more than 700 members with meetings on a monthly basis. There are regular talks and discussion on

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Professional organisations A-Z index current topics, and updates on news of colleagues, pensions and travel facilities. www.rros.org.uk

Royal Academy of Engineering (RAEng) As the UK’s national academy for engineering, the Royal Academy of Engineering brings together the most successful and talented engineers from across the profession to advance and promote excellence in engineering for the benefit of society. www.raeng.org.uk Royal Incorporation of Architects in Scotland (RIAS) The Royal Incorporation of Architects in Scotland (RIAS) was founded in 1916 as the professional body for all chartered architects in Scotland and is the foremost architectural institute in the country dealing with architecture and the built environment. The RIAS offer a wide range of services and products for architects, students of architecture, construction industry professionals and all those with an interest in the built environment and the design process. www.rias.org.uk

Royal Institute of British Architects (RIBA) The RIBA is a global professional membership body driving excellence in architecture. We serve our members and society in order to deliver better buildings and places, stronger communities and a sustainable environment. Being inclusive, ethical, environmentally aware and collaborative underpins all that we do. www.architecture.com

Royal Institution of Chartered Surveyors (RICS) We are RICS. Everything we do is designed to effect positive change in the built and natural environments. Through our respected global standards, leading

professional progression and our trusted data and insight, we promote and enforce the highest professional standards in the development and management of land, real estate, construction and infrastructure. www.rics.org

Science, Engineering and Manufacturing Technologies Alliance (SEMTA) Semta – The Science, Engineering and Manufacturing Technologies Alliance - is a not-for-profit organisation responsible for engineering skills for the future of the UK’s most advanced sectors. Led by employers, our job is to transform the skills and productivity of the people who power our engineering and advanced manufacturing technologies sectors, enabling UK industry to compete on the global stage. www.semta.org.uk Scottish Association for Public Transport (SAPT) The association campaigns for an efficient, world-class transport system for Scotland; sustainable public transport for rural and urban communities; city streets free from road traffic pollution and congestion; coordinated train, bus and ferry services; and high-speed rail for Scottish InterCity and AngloScottish routes. www.sapt.org.uk

Society of Operations Engineers (SOE) SOE works to advance Operations Engineering for the benefit of everyone through education, training, study and research. SOE also establishes and maintains standards of competence and conduct for those engaged in Operations Engineering professionally, with an emphasis on enhancing public safety. Through its Professional Sectors of IRTE, IPlantE and BES, SOE directly influences the road transport, plant and engineer surveying sectors, developing best practice and improving compliance across the board. www.soe.org.uk

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Structural Timber Association (STA) As the UK’s leading organisation representing the structural timber sector and associated supply chain companies, the STA has an objective to drive quality and product innovation through expert technical guidance and research underpinned by education, training and event programmes. www. structuraltimber.co.uk Survey Association (TSA) The role of TSA is to promote best practice amongst its members, provide a forum for members for discussion, debate and continuing professional development and, to the wider audience such as engineers and architects, provide guidance on new methods and techniques and a list of suitably qualified and experienced companies. www.tsa-uk.org.uk

Trades Union Congress (TUC) The TUC is the voice of Britain at work. We exist to improve working life and promote equality for everyone. The TUC brings together more than 5.5 million working people who belong to our 48-member unions. We support trade unions to grow and thrive, and we stand up for everyone who works for a living. Every day, we campaign for more and better jobs, and a more equal, more prosperous country. www.tuc.org.uk

Transport Benevolent Fund CIO The Transport Benevolent Fund CIO, known as TBF, is a non-profit making membership charity offering a wide range of financial, health and welfare benefits to those working in public transport, should need, hardship or distress arise. Membership costs just £1 a week,

covering the member, their partner and dependent children. Registered charity in England and Wales no. 1160901, in Scotland SC047016. www.tbf.org.uk

Transport Focus We are the independent transport user watchdog. Our mission is to get the best deal for passengers and road users. With a strong emphasis on evidence-based campaigning and research, we ensure that we know what is happening on the ground. We use our knowledge to influence decisions on behalf of passengers and road users to secure improvements and make a difference. www.transportfocus.org.uk

Transport for London (TfL) Transport for London (TfL) is the integrated transport authority responsible for delivering Mayor of London Sadiq Khan’s strategy and commitments on transport. It runs the day-to-day operation of the Capital’s public transport network, including London Underground, London Overground, Docklands Light Railway, London Buses and TfL Rail services, as well as managing London’s main roads. www.tfl.gov.uk

Transport Salaried Staffs’ Association (TSSA) Founded in 1897, the union for transport and travel employees represents around 30,000 administrative, managerial, professional and technical workers, ranging from engineers and senior managers to booking office staff and call centre workers. www.tssa.org.uk Transport Trust The Trust is the only British charity established to promote and encourage the preservation and restoration of the UK’s transport heritage, including rail, road and air. Founded in 1965, it provides advice and assistance,


A-Z index Professional organisations members between them our members serve over 24 million people. www.urbantransportgroup.org

organises public events and works to secure suitable accommodation and maintenance facilities for historic items. www.transporttrust.com

UK Rail Research and Innovation Network (UKRRIN) The UK Rail Research and Innovation Network (UKRRIN) is a powerful collaboration between academia and industry, providing a step-change in innovation in the sector and accelerating new technologies and products from research into market applications globally. www.ukrrin.org.uk

UK Society for Trenchless Technology (UKSTT) The UKSTT (United Kingdom Society for Trenchless Technology) is a registered charity involved in the development and promotion of Trenchless techniques, sometimes termed No-Dig techniques. We should be of interest to all people involved in the installation of new and renewal or replacement of, pipes, sewers or cables. It should also be of special interest to government bodies, environmentalists, or anyone with concern over street works or traffic congestion. www.ukstt.org.uk

UK Tram UK Tram was established to enable key stakeholders in the UK tramway industry to present a single voice in dealing with government and statutory bodies to enable it to develop a coordinated and structured approach to regulation, procurement and standardisation within the industry. www.uktram.co.uk UNIFE UNIFE - the European Rail Supply Industry Association, directly represents European companies responsible for the design, manufacture, maintenance and refurbishment of rail transport

systems, subsystems and related equipment. UNIFE’s mission is to foster an environment where its members can provide railway systems to cater for the growing demands of rail transport. Twitter: @UNIFE www.unife.org Unite the Union Unite, the country’s largest union, represents 12,000 members working in the rail industry, mainly in engineering and maintenance roles. The union engages with Network Rail and the railway employers to advance the pay and employment conditions of its members. www.unitetheunion.org United Kingdom Accreditation Service (UKAS) The United Kingdom Accreditation Service (UKAS) is the sole national accreditation body for the United Kingdom. UKAS is recognised by government, to assess against internationally agreed standards, organisations that provide certification, testing, inspection and calibration services. Accreditation by UKAS demonstrates the competence, impartiality and performance capability of these evaluators. UKAS is a non-profit-distributing private company, limited by guarantee. UKAS is independent of Government. www.ukas.com

Urban Transport Group The Urban Transport Group brings together and promotes the interests of Britain’s largest urban areas on transport. Our full members are Transport for West Midlands, Merseytravel (Liverpool City Region), Nexus (Tyne and Wear), South Yorkshire PTE (Sheffield City Region), Transport for Greater Manchester, Transport for London, West Yorkshire Combined Authority.  We also have associate

Women in Rail Women in Rail was created to improve gender balance, diversity and inclusion in the UK rail industry through providing networking opportunities and support for all women within the sector, encourage undertakings and stakeholders to adopt diversity as a business strategy and devising initiatives aimed at positioning rail as an attractive career choice for young people. www.womeninrail.org

Young Rail Professionals (YRP) In order to secure the future of rail, YRP promotes the rail industry as a great place to work, inspires the next generation of railway talent and develops the future leaders of the industry. www.youngrailpro.com

Not listed here? Please call us on 01268 711811 or visit the website www.railpro.co.uk

Looking to fill a key management vacancy? A recruitment advertisement in Rail Professional is the most direct route to the biggest pool of quality rail talent in the country. If you’ve got a key post to fill, Rail Professional is the magazine read by the professionals – 59 per cent of readers are managers or board-level executives. You can also advertise your vacancies at www.railpro.co.uk Call 01268 711811 or email - recruitment@railpro.co.uk

THE BUSINESS RESOURCE FOR RAIL Rail Professional Industry Reference Book 2020 Page 281


Industry suppliers by product/service

Government / Regulatory / Stakeholder Academic & Research Institutions National College for High Speed Rail University of Birmingham Central / Local Government Department for Infrastructure (Belfast) Department for Transport (DfT) Greater Manchester Combined Authority (GMCA) London TravelWatch National Infrastructure Commission (NIC) North East Combined Authority (NECA) Office of Rail and Road (ORR) South Yorkshire Passenger Transport Executive Transport Focus Transport for Greater Manchester Transport for London (TfL) Transport for the North Transport for Wales Transport Scotland West Midlands Combined Authority Franchise Owners Abellio UK Arriva UK FirstGroup PLC Go-Ahead Group Plc Keolis (UK) Ltd Mitsui & Co / East Japan Railway Company MTR Corporation Limited Serco Group Plc Stourbridge Shuttle - Pre Metro Operations Ltd Strathclyde Partnership for Transport (SPT) Infrastructure Owners Crossrail Ltd East West Rail Getlink (formerly Eurotunnel) High Speed 1 (HS1 Ltd) High Speed Two (HS2) Ltd London Continental Railways (LCR) Midland Metro Alliance Network Rail Professional Organisation Asbestos Removal Contractors Association (ARCA) Associated Society of Locomotive Engineers & Firemen (ASLEF) Associated Train Crew Union (ATCU) Association for Consultancy & Engineering (ACE) Association for European Transport (AET) Association for Project Management (APM) Association of Community Rail Partnerships (ACORP) Association of Fencing Industries (AFI) Association of Geotechnical and Geoenvironmental Specialists (AGS) Association of Railway Training Providers (ARTP) Association of Technical Lightning & Access Specialists (ATLAS) Association of Transport Coordinating Officers (ATCO) Automatic Door Suppliers Association (ADSA) British Drilling Association (BDA) British Fluid Power Association (BFPA) British Geomembrane Association (BGA) British Geophysical Association (BGA) British Geotechnical Association (BGA) British International Freight Association (BIFA) British Parking Association (BPA) British Pest Control Association (BPCA) British Precast British Safety Industry Federation (BSIF) British Security Industry Association (BSIA) British Standards Institution (BSI) British Transport Police (BTP) British Transport Police Authority (BTPA)

British Tunnelling Society (BTS) Campaign for Better Transport Chartered Association of Building Engineers (CABE) Chartered Institute of Arbitrators (CIArb) Chartered Institute of Architectural Technologists (CIAT) Chartered Institute of Ecology and Environmental Management (CIEEM) Chartered Institute of Logistics and Transport (CILT) Chartered Institute of Personnel and Development (CIPD) Chartered Institute of Procurement & Supply (CIPS) Chartered Institution of Building Services Engineers (CIBSE) Chartered Institution of Civil Engineering Surveyors (CICES) Chartered Quality Institute (CQI) City & Guilds of London Institute (C&G) Civil Engineering Contractors Association (CECA) Community Transport Association (CTA) Confederation of Passenger Transport UK (CPT) Confidential Incident Reporting & Analysis Service (CIRAS) Construction Industry Research and Information Association (CIRIA) Construction Industry Training Board (CITB) Construction Plant-Hire Association (CPA) Construction Products Association (CPA) Contract Flooring Association (CFA) Cycling UK Delay Attribution Board (DAB) Department for Transport (DfT) Drilling and Sawing Association (DSA) Engineering Council Engineering Group - The Geological Society Engineering Industries Association (EIA) European Passenger Transport Operators (EPTO) Excellence Achievement Learning (EAL) Federation of Master Builders (FMB) Federation of Piling Specialists (FPS) Fire Industry Association (FIA) Freight on Rail Freight Transport Association (FTA) Galvanizers Association (GA) Greengauge 21 Ground Source Heat Pump Association (GSHPA) Guild of Master Craftsmen (GMC) Health and Safety Executive (HSE) Heritage Railway Association High Speed Rail Industry Leaders (HSRIL) Hire Association Europe (HAE) Incose UK Ltd Industrial Rope Access Trade Association (IRATA) Institute of Acoustics (IOA) Institute of Asset Management (IAM) Institute of Cast Metals Engineers (ICME) Institute of Construction Management (ICM) Institute of Corporate Responsibility and Sustainability (ICRS) Institute of Corrosion (ICorr) Institute of Customer Service Institute of Directors (IoD) Institute of Environmental Management and Assessment (IEMA) Institute of Materials Finishing (IMF) Institute of Materials, Minerals and Mining (IOM3) Institute of Rail Welding (IoRW) Institute of Risk Management (IRM) Institute of Spring Technology (IST) Institution of Civil Engineers (ICE) Institution of Engineering and Technology (IET) Institution of Engineering Designers (IED) Institution of Environmental Sciences (IES) Institution of Fire Engineers (IFE) Institution of Mechanical Engineers (IMechE) Institution of Occupational Safety and Health (IOSH) Institution of Railway Operators (IRO)

Page 282 Rail Professional Industry Reference Book 2020

Institution of Railway Signal Engineers (IRSE) Institution of Structural Engineers (IStructE) Intelligent Transport Systems (ITS) International Air Rail Organisation (IARO) International Geosynthetic Society (IGS UK) International Glassfibre Reinforced Concrete Association (GRCA) International Institute of Obsolescence (IIOM) International Institute of Risk and Safety Management (IIRSM) International Liaison Group of Government Railway Inspectorates (ILGGRI) International Transport Workers’ Federation (ITF) Landscape Institute (LI) Lead Contractors Association (LCA) Lead Sheet Training Academy (LSTA) Lifting Equipment Engineers Association (LEEA) Light Rail Transit Association (LRTA) Locomotive & Carriage Institution (L&CI) Mineral Products Association (MPA) National Access & Scaffolding Confederation (NASC) National Federation of Builders (NFB) National Federation of Demolition Contractors (NFDC) National Federation of Roofing Contractors (NFRC) National Railway Museum National Skills Academy for Rail (NSAR) National Union of Rail, Maritime and Transport Workers (RMT) Near Surface Geophysics Group (NSGG) Network Certification Body (NCB) Office of Rail and Road (ORR) Painting and Decorating Association (PDA) Perimeter Security Suppliers Association (PSSA) Permanent Way Institution (PWI) Pipe Jacking Association (PJA) Private Wagon Federation (PWF) Rail Alliance Rail Delivery Group (RDG) Rail Forum Midlands (RFM) Rail Freight Group (RFG) Rail Industry Contractors Association (RICA) Rail Plant Association (RPA) Rail Safety and Standards Board (RSSB) Rail Supply Group (RSG) Railfuture Railway Benefit Fund (RBF) Railway Children Railway Civil Engineers Association (RCEA) Railway Employees & Public Transport Association (REPTA) Railway Enginemen’s Assurance Society Railway Heritage Designation Advisory Board Railway Heritage Trust Railway Housing Association (RHA) Railway Industry Association (RIA) Railway Industry Supplier Approval Scheme (RISAS) Railway Industry Supplier Qualification Scheme (RISQS) Railway Mission Railway Study Forum (RSF) Railway Tie Association (RTA) Retired Railway Officers’ Society (RROS) Royal Academy of Engineering (RAEng) Royal Incorporation of Architects in Scotland (RIAS) Royal Institute of British Architects (RIBA) Royal Institution of Chartered Surveyors (RICS) Science, Engineering and Manufacturing Technologies Alliance (SEMTA) Scottish Association for Public Transport (SAPT) Society of Operations Engineers (SOE) Stone Federation Structural Timber Association (STA) Survey Association (TSA) Trades Union Congress (TUC)

Transport Benevolent Fund CIO Transport Focus Transport for London (TfL) Transport Salaried Staffs’ Association (TSSA) Transport Trust UK Rail Research and Innovation Network (UKRRIN) UK Society for Trenchless Technology (UKSTT) UK Tram UNIFE Unite the Union United Kingdom Accreditation Service (UKAS) Urban Transport Group Women in Rail Young Rail Professionals (YRP) Regulatory British Transport Police (BTP) British Transport Police Authority (BTPA) Confidential Incident Reporting & Analysis Service (CIRAS) Rail Accident Investigation Branch (RAIB) Rail Delivery Group (RDG) Rail Safety and Standards Board (RSSB) Railway Industry Supplier Approval Scheme (RISAS) Railway Industry Supplier Qualification Scheme (RISQS) Railway Operators Leasing / Hire Locomotives Direct Rail Services Ltd Eversholt Rail Limited Loram UK limited Porterbrook Leasing Company Limited Leasing / Hire Rolling Stock Direct Rail Services Ltd Eversholt Rail Limited Loram UK limited Porterbrook Leasing Company Limited Light Rail, Tram & Metro Cleshar Contract Services Ltd E-Tech Components UK Ltd GHD Greenwood Engineering Infrastructure Training Services Ltd Leewood Projects Ltd Parry People Movers Ltd