APRIL 2016 ISSUE 221 ÂŁ4.95
THE BUSINESS MAGAZINE FOR RAIL
Finding another gear change Esther McVey, chair of the British Transport Police Authority, on the expansion of partnership working
Visit us on Stand B02
INFRARAIL 2016 A guide to the show
CUSTOMER COMES FIRST Mental Health and Transport Summit
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Welcome APRIL 2016 Issue 221 £4.95
THE BUSINESS MAGAZINE FOR RAIL
Finding another gear change esther McVey, chair of the British Transport Police Association, on the expansion of partnership working
Visit us on Stand B02
INFRARAIL 2016 A guide to the show
CUSTOMER COMES FIRST Mental Health and Transport Summit
publisher RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel : 01268 711811 EditorIAL EDITOR LORNA SLADE email@example.com ASSISTANT EDITOR DAVE SONGER firstname.lastname@example.org ADVERTISING christian wiles email@example.com PATRICK McDONNELL firstname.lastname@example.org LYNDSEY CAMPLIN email@example.com SUBSCRIPTIONS BEN WARING firstname.lastname@example.org ADMINISTRATION cherie nugent email@example.com LISA ETHERINGTON firstname.lastname@example.org JODI PRESSWELL email@example.com DESIGN & PRODUCTION MILES JOHNSTONE firstname.lastname@example.org
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ne of the most abiding negative events of my life was being trapped in a Central line train in the mid-80’s. Absolutely packed, it came to a halt between Mile End and Bethnal Green for one and a half hours. Not a single announcement was made until a vague apology for the delay at Bethnal Green led us to believe all was solved. And then it stopped again before Liverpool Street, for an equally long time and with no announcement. This was in the days when smoking was allowed, and a stressed-looking man who unthinkingly pulled out a cigarette was stopped in his tracks with a punch in the face from a fellow passenger, as there really was a distinct change in our ability to breath. It would serve no purpose to go into further detail, suffice to say it was an unwelcome insight into how frail our psyches can be under pressure and without a sense of control. The experience never quite left me, and shortly afterwards I can see now that I transferred my upset at other issues onto my daily Tube journey, and it became a phobia. The dreaded experience of grounding to a halt in a tunnel heralded hyperventilation and then panic. Breathing techniques, Rescue Remedy, note making, were all I could do to make those journeys. Fast forward many years and things have changed on the Underground, but even now I can’t get on a deep line without a wide range of cognitive distortions attempting to accompany me. I recently undertook some training under a consultant psychiatrist at The Priory, and without asking, transport came into the day: ‘of course in those with anxiety and depression, the ability to travel on the Tube is one of the first things to go,’ he noted. We know the numbers – one in four of us will experience a mental health condition. However to what extent can Toc’s be responsible for the mental wellbeing of their passengers? There’s no doubting the rail environment can represent a challenge at best, the perfect storm at worst when things go wrong: trains will always stop in tunnels, crowds be overwhelming, information confusing. But awareness is all, and every Toc has a duty to understand how the system it operates can affect and exacerbate mental health problems and to train staff in how they can be sensitive to passengers’ needs. TfL is a leader in this area and in fact I witnessed an angel at Liverpool Street recently, helping a mentally ill man onto the Circle line saying: ‘We’re here to help’. However I’m told it wasn’t a walk in the park to get a response from Toc’s to the recent and much-welcome Mental Health and Transport Summit, and some that attended whom I approached for a feature or interview, including Philip Rutnam, have not replied. As well as that the press office at the ORR had no clue as to whether the industry has a formal policy on passengers with mental health conditions (if it did, could Toc’s be open to being sued?) and didn’t revert to me. There is so much more to be done, and this is an area where enough can never be said to be done. Reading the Shaw report reminded me of my interview with the RSSB’s Chris Fenton, who ‘loves the challenge of making a system work and the interfaces that come up’. At the time I made a tongue in cheek comment that he seemed very fond of the word ‘interface’. But fans of interfaces only need apply in a potentially even more complex future structure. On another note, we look forward to seeing you at stand B02 at Infrarail 2016! Note before print: The terror and devastation wreaked in Brussels recently brought a dilemma as to whether to mention my Tube experience for fear it seemed inappropriate. However I wanted to highlight the value of the Mental Health and Transport Summit. Lorna Slade Editor
Speciality Greases- making a point of being on time. www.klueber.com tel: 01422 015515 email@example.com
your global specialist
April 2016 Page 3
issue 221 • APRIL 2016
Railway suicide rates climb despite industry efforts; delays and attitude of staff hold up satisfaction improvements, says ICS; sexual offence convictions down on tube; potential u-turn at c2c; police should be based in former ticket offices, says think tank; new freight strategy for Scotland; Railway Mission rides with British Transport Police; Northern Line extension boring machines completed; Virgin unveils new trains; Northern Power Women celebrate recognition; Still fundamental problems in HS2 Ltd’s communications, say MP’s
A guide to the exhibition and its features
Infrarail Business Profiles
A E Yates; Anderton Concrete; Cannon Technologies; Flexicon; HARTING; Jointing Technologies; Rittal; Silver Fox; Tratos; Viztek
In the passenger seat
Think about the industry’s structure if that’s what it takes, but delivering a service that meets passenger needs should come first, says David Sidebottom
Delivering the goods
Chris MacRae looks at the implications for freight of the Shaw Review
Laying down the law
Martin Fleetwood looks at the implications for Toc’s that haven’t met their Energy Savings Opportunity Scheme obligations
Tweaking the tiger’s tail: will competition stir?
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Is there a lack of competition in GB rail, and, if so, should anything be done differently, asks Andrew Meaney
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Round the table are hundreds of years of experience and I guess what we’re trying to do is be like the conductor of an orchestra, making sure everybody is Interview - page 102 playing the symphony the best it can possibly be
News from the Institution of Railway Operators
Strength at the centre
Passengers numbers on public transport are decreasing in most UK cities – but the shifting geography of UK jobs could change that trend, says Paul Swinney
Rail Professional Interview
Lorna Slade spoke to Esther McVey, new chair of the British Transport Police Authority, about getting to know the organisation, partnership working, her philosophy on hard work, and how she wants to encourage girls to aspire to work in the industry
Always the best policy
Dave Songer reports from the Rail Way Forward Infrastructure Upgrades, Investment and Passengers conference
The great North of England rail gamble
Then and now
As new franchisees start to deliver on their promises of extra services, more capacity and new rolling stock, what are the likely costs and how is it all to be paid for?
The light at the end of the tunnel
Hidden amidst George Osborne’s seasonal bombshells is not quite the end of Network Rail as we know it, but a transition in structure and form that could change it forever, says Toby Ashong
Andy Trotter reviews An Inspector Recalls: Memoirs of a Railway Detective, by Graham Satchwell
Why are so few executives from the transport sector seeking non-executive director roles, asks Matthew Roberts
Finally, real privatisation
The old arguments put forward by those opposed to more rail competition no longer wash, says Tony Lodge
Women in Rail
Do men and women differ in leadership styles, asks Jodi Savage
Let’s get real
The best way to achieve an affordable, reliable and economically supportive rail network is by increasing competitiveness between rail and other transport modes, says Andrew Allen
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issue 221 • APRIL 2016
Twenty years of rail franchising
Is the rail industry back on track to improve customer service, asks Jo Causon
Michael Schabas looks at how franchising has evolved, what it has delivered, and what may follow
Making a difference to a life
Rail franchising in a time of reform
Anxiety UK‘s Laura Whitehurst reviews the Mental Health and Transport Summit
A call to action
Mental Health Action Group’s Niki Glazier on why it is so important the industry takes note of and implements the messages of the Mental Health and Transport Summit
Call them ‘guests’ and treat them like royalty
Ryan Flaherty explains why he thinks the Caledonian Sleeper isn’t a train ride, it’s an escape, an overnight teleport from hubbub to Highlands
Providing a choice
Adam Piddington looks at the customer service initiatives that are driving a change of culture at South West Trains
Abellio Greater Anglia describes the effects of its ‘Inspire’ customer service programme
Reviews of competition between rail operators and of Network Rail should stimulate new thinking about how we franchise rail services, says Nigel Keohane
Tracking the changing commuter
The growth of a new wave of long-distance rail users presents a huge opportunity for Toc’s and advertisers. So how best to engage them, asks Ian Reynolds
Right for the customer, right for the business
Laurie Bushe looks at transforming the passenger journey through innovative design
Keeping road safety on track
The management of work-related road risks is increasingly being prioritised within the rail industry, says Richard Whitehead
Hope Construction Materials; RVEL; Stadler; Loughborough University; RRUKA; RSSB; Freyssinet; Houghton International; Express Rail Services; telent; Transport Wireless Rail 2016; Iberian Rail Development and Scandinavian Rail Development conferences
Accon UK; ArchOver; Aspin Group; BAPP; Cable Jointing Services; Cintec International; Crowle Wharf Engineers; DILAX Systems; Executive Compass; Forbo Flooring; Freshwater UK; Fugro RailData; Furrer+Frey; GEORG; MGF; MRS Training and Rescue; NuApsect; Prōject; ProtectHear; REO (UK); RPS Group; Sec2 Security; Spectrum; Star Fasteners; Steel Line; STEGO; Stemmer Imaging; Street Crane; Triscan Systems; University of Warwick; URETEK
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Kevin Murgatroyd; Graham Goswell; Phil White; Garry Watts; Phil White; Will Whitehorn; Thomas Downs; Rob Phillips; Richard Allal; Rob Warnes; Allan Chaplin; Andrea Jacobs; Sharon Keith; Liam Sumpter; Paul Barnfield; Mike Paterson
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ONE TEAM: WHY DOES IT HAVE TO BE SO HARD? “Not that way, stupid, this way” “You’re so good at getting the best out of others” “Watch your back, they can’t be trusted” “Let’s stitch them up first then” “Push as hard as you like: I’m not moving” “What’s your problem? Why are you behaving this way?”
IT DOESN’T – BUT IT RARELY HAPPENS BY CHANCE! • Integrated team development • Behavioural & relationship assessment • Project recovery and turnaround • Individual & team coaching for performance • Supplier behavioural, leadership & capability assessment • Bid support for behavioural assessment Page 8 April 2016
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News in brief... Steepest fall Virgin Trains East Coast had the biggest decline in performance for period 12 in 2015-16, latest Network Rail figures show, with its PPM at 84.6 per cent from 93.5 per cent the previous year. Grand Central followed closely with an 8.2 per cent drop from 93.4 per cent in 2014-15 to 84.3 per cent in 2015-16. Southeastern had an 85 per cent PPM, a 5.7 per cent drop from last year, and First Hull had a 5 per cent drop to 85.6 per cent. Virgin Trains West Coast had a shorter decline from a higher starting point, with its PPM changing from 89.7 per cent in period 12 last year to 87 per cent in 2015-16. Non-inclusive Askar Sheibani, chairman of the Deeside Business Forum says the government has failed the North Wales business community by keeping it disconnected from Northern Powerhouse plans. ‘The HS3 high speed rail link connecting Manchester and Leeds, for example, has been given the green light, yet it fails to make the most of a potential connection to one of the most important regions in the UK – North Wales,’ he said. The right track GB Railfreight has called on the government to ensure the right configuration of track is in place before proceeding with planned Trans-Pennine electrification. MD John Smith said: ‘We welcome government plans to invest in east-west connectivity in the North. However, there is currently suppressed demand to move freight by rail because we can’t get enough paths across the Pennines. It is vital that specific track investment is prioritised to support the growth of rail freight.’
Railway suicide rates climb despite industry efforts Railway suicide rates in England and Wales have risen since the year 2000 despite measures aimed at reducing them, researchers from the University of Bristol have warned. From 2000 to 2013, the level of railway suicides, as a proportion of suicide in all persons, increased from 3.5 to 4.9 per cent. This trend was mainly driven by increases in male railway suicides. Dr Kyla Thomas, from the School of Social and Community Medicine, led the study. She said: ‘Although railway suicide is a relatively uncommon method of suicide, it is a highly lethal one. This continued rise in male railway suicide rates in England and Wales is extremely worrying, particularly given the psychological trauma and high economic costs associated with these deaths. ‘Railway suicides cause significant and long-lasting psychological effects on friends, relatives, witnesses, emergency personnel and especially on train drivers. Economically, each UK railway suicide is estimated to cost around £61,000 in train delays and managing the incident. The prevention of railway suicides is clearly a priority for the rail industry, and it has taken action on it.’ In 2010, a Tackling Suicide on the Railways programme was launched as a joint initiative by Network Rail, the Samaritans and other organisations including the British Transport Police and train operators. It aimed to achieve a 20 per cent reduction in railway suicides from 2010 to 2015. Some of the programme’s measures included posters to increase public awareness of the Samaritans, training for rail staff in how to manage suicidal contacts, trauma support training for staff affected by railway suicide, and physical alterations such as mid-platform fencing at railway stations. Dr Thomas said: ‘Despite a £5 million investment, and all the right organisations being involved, there is not much evidence that the programme has had a clear impact. As railway suicide rates in men increased by 31.3 per cent from 2010 to 2013, it is unlikely that the programme’s original target of a 20 per cent reduction in railway suicide from 2010 to 2015 will have been achieved.’ Railway suicide in England and Wales 2000–2013: a time-trends analysis by Anna K. Taylor, Duleeka W. Knipe and Kyla H. Thomas in BMC Public Health (Open access)
Sexual offence convictions down on tube The number of people convicted for sex offences on the tube has fallen in the past year, despite the high-profile Report It to Stop It campaign encouraging more victims to come forward. Figures from British Transport Police show there were 129 sexual offences on the London Underground network in 2015. But of those reports, just 32 led to a conviction – a 40 per cent drop on the rate for the previous year. In 2014, 132 crimes were reported to police but 54 people were convicted of the offences. BTP’s superintendent Chris Horton, who described the decrease as ‘marginal’, said making it easier for victims to report offences has led to a ‘dramatic increase’ in the number of investigations. ‘These investigations can take time and often involve extensive CCTV and forensic investigations before a person can be identified and an arrest made. Our primary focus is always with supporting the victim through the process.’ Another factor, said Horton, is that while the number of victims reporting sexual offences has gone up, so too has the number that do not wish to support a prosecution, as the incident can often be very traumatic for
them. ‘In many of these cases unless other evidence exists we cannot deal with the offender.’ He continued: ‘While we use a variety of tactics to identify and arrest offenders there are more than four million passengers that use the Underground every day, and most offenders are not known to police for this type of behaviour. ‘While BTP is not directly responsible for the decision of the courts to convict a suspect of an offence, prosecutions will always be more successful when reports are made early and can be verified with witness statements and CCTV, although these are not always available.’ In January, police statistics revealed that the vast majority of sex offences on the Tube happen during rush hour.
April 2016 Page 9
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News in brief... Setting in the East Stagecoach was a top faller in the FTSE 250 recently by 4.5pc after HSBC downgraded its stock to ‘reduce’ from ‘hold’. The bank blamed a particular slowdown in the rail business on changes in passengers’ travel patterns. ‘And the part that we worry about most,’ it said, ‘is East Coast, a franchise that was won on aggressive terms. We think that, just one year in, Stagecoach is already falling behind its targets.’ Stagecoach’s growth is currently at 4 per cent versus HSBC’s 8 per cent target. Off the books According to the Evening Standard, around 2,300 workers at Transport for London are being paid ‘off the books’ by setting themselves up as one-man companies so they can pay as little as 20 per cent tax. Lib Dem mayoral candidate Caroline Pidgeon, said: ‘Four years ago Whitehall woke up to the fact it was rarely acceptable to let civil servants avoid tax and NI through the use of personal service companies. In contrast, under Boris Johnson we have seen a rapid increase in numbers of TfL employees using these arrangements. That is shameful.’ Tfl boss Mike Brown told the London Assembly that it needed to ‘sort out’ the issue. Parting of the ways Nexus will not extend DB Regio Tyne and Wear Ltd’s contract to run the Metro and instead is seeking endorsement from the North East Combined Authority to manage operations directly for two years from April 2017. A statement said: ‘Both Nexus and the operator... are dissatisfied with the structure and the financial and operational performance of the current
Page 10 April 2016
Delays and attitude of staff hold up satisfaction improvements says ICS Customers are more satisfied with organisations in the transport sector than they have been since January 2013, but reliability, the attitude of customer-facing staff and complaints are causing serious delays to further improvements, according to the Institute of Customer Service (ICS). The ICS’s latest UK Customer Satisfaction Index (UKCSI) has revealed that even though the transport sector shows signs of improvement in almost every metric, it remains in tenth place out of the thirteen sectors measured. The best performing transport organisation, the only one to appear in the UK top 50 index for customer satisfaction, is Virgin Atlantic, which is placed 14th in the index of all UK companies. Quality of service and punctuality are the two issues that cause most dissatisfaction among customers, but staff attitude and competence are also in the top five most common complaints. Customers gave members of staff working for transport organisations a lower score than employees of any other sector for competence and helpfulness. The transport sector scored 73.5 points for customer satisfaction, up 1.2 points on January 2015 but 3.5 points behind the UK average in the ICS’s research. Organisations in the transport sector are among the most improved across all sectors – including Abellio Greater Anglia (up 6.2) (see page 121) and Southeastern (up 5.9). Overall the transport sector improved in 30 of the 35 metrics used to measure customer satisfaction. One of the new measurements in this year’s UKCSI reveals organisations that ‘get it right first time’ have far higher levels of customer satisfaction, however nearly one in five customers (18.2 percent) say transport organisations fail to do this. When customers have to make a complaint the most common responses from members of staff are negative. They are likely to either make excuses (32 per cent) or seem uninterested (30.7 per cent). More than a third (34.4 per cent) of customers were forced to escalate their complaint, a lower proportion than the UKCSI average, and the same proportion of complaints (33.3 per cent) remains unresolved. Through analysing the experiences of 1,500 consumers the UKCSI identified that, in the three months up to January 2016, the number of complaints in the transport sector increased to 15.4 percent from 14.9 percent. On a positive note however, satisfaction with the way complaints were dealt with remains stable and the speed of resolving problems is improving slightly. There is still a ‘worryingly’ large proportion of people that experience a problem with a transport organisation that decide against reporting it (36.2 per cent), with the majority of those (65.9 per cent) doing so because they are convinced it will make no difference. Jo Causon, CEO of the Institute of Customer Service said: ‘Improvements are being made but there is still some distance to go, as the transport sector still underperforms compared to the UK average. While reliability might be one of the more difficult items to manage in this sector, supporting and improving the skills of employees and reviewing the complaints procedure is not. These are key areas that transport organisations need to work on and are considered as ‘hygiene factors’ in the best performing sectors – skills that are basic requirements in any business. ‘Leaders of organisations in this sector must find new ways to motivate, engage and empower their staff if they are to deliver real and sustained progress. These are areas that can be improved effectively with the right culture and focus from the leadership teams.’
A Big Thank You to our Customers and Suppliers and to the hundreds of people involved in making a success of Lucchini Unipart Rail since we started in February 2015. From the announcement in November 2014 of the Joint Venture, Lucchini RS and Unipart Rail have worked together to enable LUR to deliver Bogies, Wheelsets, Axles and Wheels from its Doncaster and Manchester sites. New investments have already been made, with our second new wheel lathe and manipulator to be commissioned in 2016 to enhance our world class manufacturing facilities. LUR is unique in the control of its supply chain, with forged wheels and axles coming from the Lucchini RS steelworks in Italy before final machining and delivery â€œjust in timeâ€? from Manchester. Wheelset and gearbox assembly and overhaul in Manchester and bogie overhaul in Doncaster complete the picture of full service provision for the traction system.
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April 2016 Page 11 Excellence In All We Do
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News in brief... contract, as passenger outcomes are not where either party would want them to be.’ RMT’s Mick Cash hailed the decision as a ‘massive boost in the battle for public ownership.’ Oxford station design winners WilkinsonEyre, Allies and Morrison and AHR have won the competition to develop a concept design for Oxford station, run by the Royal Institute of British Architects and judged by Network Rail; Oxford City Council; Oxfordshire County Council, the DfT and Great Western Railway, with advice from architect Joanna Van Heyningen. The Oxford station consortium is now looking for funding for the project. The art of customer engagement Intercity Toc First TransPennine Express has partnered with West Yorkshire’s Arts Council England funded Creative People and Places programme, Creative Scene, to produce a series of short films capturing the thoughts of its customers and employees. The films, which take a behind-the-scenes look at the daily lives of the Toc’s staff and passengers, form part of an ongoing community engagement programme of activity designed to promote creativity through the arts. Not more research London TravelWatch is ‘disappointed’ at the ORR’s response to the Which? super-complaint about passenger delay refunds, saying it ignores the distinct problems London commuters face in potentially being delayed by 10-15 minutes day-after-day without being eligible for recompense. LTW chair Stephen Locke, who wants compensation to be paid automatically after 15 minutes for those who are registered, had hoped the ORR would ‘bring Toc’s to task rather than embark on a round of research that will mean passengers have to wait longer for a fairer system.’
Page 12 April 2016
Potential u-turn on c2c timetable The Department for Transport looks set to make an announcement on changes to c2c’s highly controversial timetable after ‘positive conversations’ with the Toc. c2c had proposed that 95 per cent of trains should stop at East London stations Barking, West Ham and Limehouse, but a new government agreement to waive the clause came to light recently in a letter to a constituent from James Duddridge, Conservative MP for Rochford and Southend East mentioning this as ‘the first positive step towards reversing the unwanted changes.’ c2c had not made an announcement by the time Rail Professional went to press but a spokesman admitted to the magazine recently that its trains were ‘more crowded than initially predicted’ as the Toc was carrying just under eight per cent more passengers than four to five months ago, compared to its typical annual growth of around five per cent. He said: ‘Two-thirds of the extra passengers are from Essex stations, which means by the time trains get to the likes of Laindon and Basildon they are more crowded than we expected them to be, and the extra capacity from the new timetable has already been filled.’ c2c was already in discussion with the DfT regarding extra carriages, but an agreement with another Toc had fallen through. Southend MP Sir David Amess claimed recently that c2c’s owner National Express tried to ‘gag’ him by writing a letter to the government after he described it as ‘the Misery Line’ in the House of Commons, a reference to the nickname the line endured throughout the 1990’s when it was run by LTS Rail. Amess said: ‘I’m shocked, I’m angered. It’s absolutely disgraceful that this company has written to the Conservative Party chairman to complain that I have been raising, quite rightly, my constituents’ concerns. ‘Since they got the franchise renewed – which I supported having been told we’d have more trains, people would more easily be able to get a seat – it’s been a total disaster.’ A spokesperson for National Express said: ‘Our letter explicitly supported the right and responsibility for all MP’s to represent their constituents, and to ask questions on their behalf. Our concerns were the hostile language used to publicly attack and ‘declare war’ on the company.’ c2c recently announced a new purpose-built CCTV suite which will be manned 24/7 and allow the Toc’s camera operators to view more than 50 of the 1,100 cameras on the route at any one time. Located in Network Rail’s new Rail Operating Centre at Romford, the new centre allows operators to provide live information to c2c’s security teams and the British Transport Police.
Police should be based in former ticket offices, says think tank Police should be located in London Underground ticket offices closed in 2015, to boost visibility and make it easier for the public to report crimes, a think tank has said. A report, Boosting London’s Frontline Policing, by the Capital City Foundation says these ‘Underground Police Points’ would mean commuters should see a Metropolitan Police presence twice daily to enhance public confidence. The new points would be based at offices where TfL has not already concluded a deal with a commercial partner; located in a high crime area that has been subject to police front office counter closures, and on one of the tube lines that will be open 24 hours when
the Night Tube is introduced. Police staff based in the new points would perform the same basic services for victims and members of the public as they do in police front office counters. They would record details of crimes and vehicle accidents, deal with missing persons, store identifiable and valuable lost property, look after victims and witnesses and provide first aid in emergencies. Glyn Gaskarth, author of the report, said: ‘The tube station is a more easily identifiable landmark than the local supermarket, town hall or library. Millions of Londoners would feel reassured.’ The BTP declined to comment to Rail Professional.
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News in brief... Manufacturing – not just a man’s world Hitachi Rail Europe celebrated International Women’s Day by holding a Ladies’ Day recruitment fair at its Newton Aycliffe facility. Ninety women registered to attend the event, which included networking with the Hitachi Rail team and a visit to the production area. HR manager Julia Potts said: ‘Although a large number of women work in Hitachi Rail in general, our manufacturing and engineering teams are not so equally represented. We thought it was time to try and improve the gender balance and dispel the myth that manufacturing is a man’s world.’
Railway Mission rides with British Transport Police BTP officers based at Croydon recently invited Railway Mission chaplains to join them on a series of shifts on the railway, to gain an insight into what happens in an emergency. The BTP officers ride alongside Network Rail mobile operations managers (MOM’s) in the Emergency Intervention Unit (EIU) when responding to incidents such as trespass on the tracks or reports of a disturbance on board a train. Railway Chaplain John Robinson is delighted that the exercise was so fruitful and that he could further understand the occupational requirements involved for officers and industry colleagues. He said: ‘The opportunity to build trust and relationships with officers, railway and industry staff means we can be one step ahead in terms of how we provide pastoral care. It was great to get to know different members of the EIU team and I hope they benefited from us being on board also.’ Sergeant Mo Mahmood, who manages the Croydon EIU team, was full of praise for The Railway Mission and their work. He said: ‘John and his team have been a real asset to our officers and rail staff and always offer valuable support during and after what can sometimes be quite traumatic incidents. Recently one of our officers was assaulted but fortunately John was able to visit the hospital where he had been sent to and offer welfare support.’ The Railway Mission has offered pastoral care to those in need across the network for 134 years. It hopes this new partnership working will continue to broaden the scope of care it can provide to BTP officers and industry colleagues.
Big deal TfL has selected Exterion Media as its media partner for the world’s largest outdoor advertising contract that will combine advertising space across London Underground, London Overground, Tramlink, Docklands Light Railway, Victoria Coach Station and, once it is operational, the Elizabeth line. TfL aims to generate £3.4 billion in commercial revenue by 2023, with this contract alone contributing an estimated £1.1 billion. What a voice An East Midlands Trains’ employee has become the new voice at all of its stations. Stephen Carlyle-Hearn, a senior conductor based at Norwich was one of 30 employees who entered the Toc’s ‘Station Voice’ internal competition for all pre-recorded announcements. Gemma Allanson, customer information manager said: ‘By choosing one of our own employees we wanted to demonstrate how important customer information is.’ Terrific tunnel Northern Rail joined local community groups to mark the 175th anniversary
Page 14 April 2016
New freight strategy for Scotland Transport Minister, Derek Mackay has launched the Scottish government’s new rail freight strategy at an event at Aberdeen Craiginches Freight Terminal. The document, Delivering the Goods, outlines a new vision for a competitive and sustainable rail freight sector that will meet the demands of modern markets, provide a boost to the industry and support economic and environmental targets. The strategy supports the rail freight sector to tap into new and growing markets through four key levers of innovation,
facilitation, promotion and investment. Mackay called upon industry and business across Scotland and the UK to unite behind the delivery of the strategy and support the rail freight sector. He said: ‘By offering a range of concrete actions that will lead to increased innovation and collaboration across the industry, targeted investment in Scotland’s strategic freight network, and better promotion of the benefits of rail freight both to business and society, we can create the conditions that will allow the sector to prosper and grow.’
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News in brief... of the Summit Railway Tunnel, one of the oldest in the world and the longest when it was completed in 1841. Stretching between Littleborough and Todmorden it enabled trains to cross the Pennines for the first time. The tunnel was mined by hand through shale, coal and sandstone, then lined with six courses of bricks, using more than 23 million in total. Building up to a job Eight young unemployed people from Welwyn Garden City, Luton, Hertford and Letchworth, have graduated from a ‘Get Into Railways’ job support programme run by Great Northern and youth charity The Prince’s Trust, which helps those who have experienced difficulties finding or sustaining work. The youngsters will now be reviewed against vacancies with Great Northern to see if they can be considered for a job. Fascinating figures National Statistics from Transport Scotland showed that 540 million journeys were made on public transport in 2014/15. 77 per cent were made by bus; 17 per cent by rail; four per cent by air and two per cent by ferry. There were 92.7 million passenger journeys on ScotRail services in 2014/15, an increase of 7.4 per cent over the previous year. Over the past five years air and rail passengers, car traffic and cycle traffic have increased but bus and ferry passengers have seen decreases. Duke it out A team from Network Rail’s orange army are volunteering to help one of the UK’s rarest butterflies to ensure their survival. Workers from the EWR Alliance joined wildlife charity Butterfly Conservation to create new habitat for the Duke of Burgundy colony on land adjacent to a Buckinghamshire rail line. The
Page 16 April 2016
Complete bores The construction of two 650 tonne tunnel boring machines which will build the new Northern Line Extension tunnels under south London is now complete. The machines – built by NFM Technologies in Le Creusot in central France – will now undergo factory testing and will then be dismantled later this year and shipped to London. Teams in Battersea will then start their final assembly, which is estimated to take three months. More than 100 metres long, each machine is equivalent to the length of the pitch at Wembley Stadium with a cutting head just over six metres in diameter. The TBM’s, which will be named by local school children, will run 24 hours a day, seven days a week. As they advance forward, nearly 20,000 pre-cast concrete segments will be built in rings behind them. Tunnelling for the Northern Line Extension, which will extend the line from Kennington to Battersea via Nine Elms, is due to begin in early 2017.
Northern Power Women celebrate recognition Northern Rail was a winner at the first ever Northern Power Women Awards, taking home the honours in the Large Business category. The Serco and Abellio joint venture’s staff joined more than 400 people at the awards ceremony last month, which saw 51 people shortlisted in nine categories that had been selected from 700 nominations. Simone Roche, founder of Northern Power Women, said the vast amount of nominees not only shows the expanse of talent in the North but also recognises
professionals who put gender balance in the workplace high on their agenda. Alex Hynes, Northern Rail’s managing director said: ‘This is a fantastic accolade for Northern and we are delighted to be recognised for our commitment to supporting gender equality as a business. ‘As a champion of the newly formed Women in Community Rail I’m delighted to see our women, from platform to boardroom, being acknowledged as one of the vital elements adding growth and innovation to the railway industry.’
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News in brief... colony currently sits on private land near Princes Risborough, but the site has gone up for sale. Double figures Britain’s train fleet could almost double by 2045 to meet rising passenger demand, according to the industry’s fourth Long Term Passenger Rolling Stock Strategy, which projects how many trains will be needed to meet future growth. It estimates that more than nine in ten trains are set to be electric-powered or able to run on either diesel or electricity in the next 20 years and between 13,000 and 20,000 new electric vehicles will be needed by 2045; also that the national fleet is forecast to grow by between 51 per cent and 99 per cent over 30 years. Dream team HS2 Ltd has appointed a team made up of CH2M, Atkins and SENER as Phase One Engineering Delivery Partner. The team will be fully integrated within HS2 Ltd ‘in order to drive long-term efficiencies across the design and build process,’ said the company. ‘Their role will focus on providing expert engineering and construction management support as well as assisting with preparation for the procurement of the main civils contracts for the London to Birmingham stage of the route.’ Wanting a say in devolution Attitudes to local decision making on infrastructure are largely positive according to a survey from the Institute of Civil Engineers. 26 per cent think devolution will make local services less efficient and 33 per cent want it to slow down across England. 52 per cent said devolution could help boost local economies and 63 per cent believe a single travel ticket across all transport would have a positive effect on their local area. 78 per cent said locals should vote to decide whether powers are devolved to their area.
Page 18 April 2016
Virgin unveils for the first time Virgin Trains has unveiled the first of its new fleet of trains in a ceremony at King’s Cross attended by Sir Richard Branson. Set to revolutionise travel on the East Coast from 2018, the Virgin Azuma will be one of the most advanced trains on the UK’s rail network. Literally translated as ‘East’ in Japanese, the Virgin Azuma pays homage to the new train’s lineage and to the East Coast route. With 65 trains providing an extra 12,200 seats for a new and expanded timetable, the new fleet will increase capacity into King’s Cross by 28 per cent during peak time. While the trains will initially reach speeds of up to 125mph, Virgin Trains has announced the creation of a cross-industry working group to investigate the potential for the East Coast route to enable their operation at 140mph.
Still fundamental problems in HS2 Ltd’s treatment of public, say MP’s There are fundamental problems with the way HS2 Ltd communicates with residents affected by its plans and the way it handles complaints subsequently made by those residents. So says the Public Administration and Constitutional Affairs Committee (PACAC) in its follow-up report into a PHSO (Parliamentary and Health Service Ombudsman) investigation into HS2 Ltd’s conduct. The 2015 PHSO report dealt with a group of six families whose small community faced break-up under government plans for the new high speed rail network. It identified a series of failings in communication and engagement and in complaints handling which amounted to ‘maladministration’ in the opinion of the Ombudsman. This was then followed, on 22 February 2016, by the final report of the HS2 Bill Committee, which heard nearly 1600 petitions from members of the public for changes to the HS2 Phase One Bill. As a result, the PACAC remains unconvinced that the necessary changes, identified some time ago, in the way HS2 Ltd engages with the public, have ever taken place. Chairman of the Committee, Bernard Jenkin MP, said: ‘There is still a culture of defensive communication and misinformation within this public body and that is not acceptable. Unless those responsible for delivering HS2 understand that first and foremost they serve the public, they will continue to be criticised for having complete disregard for the people, some of them vulnerable, who are impacted by this large-scale infrastructure project. Among the PHSO’s recommendations, which HS2 Ltd has begun to implement, was the creation of an independent review chaired by former Independent Police Complaints Commissioner, Ian Bynoe, which has concluded but not yet published its report. Said Jenkin: ‘We expect HS2 Ltd to prioritise its response to Ian Bynoe’s forthcoming recommendations on communication and engagement and on complaint handling. This is a matter of primary importance for HS2 Ltd and must be treated as such.’ The PACAC report says that what should have been consultation events were in fact turned into public relations exercises, and the information that was made available to the public was either too generic to be of use or was inconsistent. The process was treated as a one way ‘box-ticking’ exercise by HS2 Ltd, with no genuine two-way engagement. In future, members of the public dealing with HS2 Ltd should never have to go through the same experiences as those whose homes and communities were affected by Phase One, said the Committee.
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Exhibitions, conferences and events...
April 2016 If you have an event to promote visit www.railpro.co.uk/events/submit-new-event EXPO Ferroviaria 2016 05/04/2016 to 07/04/2016 All DayLingotto Fiere Turin, Italy +44 (0)1727 814 400
Infrarail 2016 The UKâ€™s Definitive Rail Infrastructure Event 12/04/2016 to 14/04/2016 ExCeL, London +44 (0)1727 814 400
World Travel Catering & Onboard Services Expo (WTCE) 05/04/2016 to 07/04/2016 Hamburg +44 (0)20 8271 2181
CITE The Civil Infrastructure & Technology Exhibition 12/04/2016 to 14/04/2016 ExCeL London UK +44 (0)1727 814400
Joint Rail Conference 12/04/2016 to 15/04/2016 Columbia Marriott, Columbia, SC
International Rail Safety Seminar & Expo 18/04/2016 to 19/04/2016 Orlando, Florida, USA Tel: 001-321-473-6066
SmartRail Europe 19/04/2016 to 20/04/2016 Amsterdam, Netherlands +44 (0)20 7045 0916 National Engineering & Construction Recruitment Exhibition 22/04/2016 to 23/04/2016 The NEC, Birmingham EMC in Railways 25/04/2016 to 29/04/2016 University of York & York, EMC Services Castleford Laboratory +44 (0)1904 324440 TRANSPORT WIRELESS RAIL 2016 26/04/2016 to 27/04/2016 Chongqing,China 86-21-6140 3762 Pan-European Freight Security And The Migrant Crisis 2016 27/04/2016 to 28/04/2016 London, UK For more information on events and shows for the rest of the year, visit www.railpro.co.uk/events April 2016 Page 21
Welcome to the Show The timing of this year’s Infrarail ’16 exhibition has coincided well with a strengthening focus by the UK government on the long-term development of the country’s national infrastructure
aking place at ExCeL London in the capital’s Docklands from 12 to 14 April 2016, the 11th Infrarail will showcase the full range of systems, equipment and skills needed to create, operate and maintain the fixed assets of main line and urban railway networks. Last October, Chancellor of the Exchequer George Osborne announced the creation of a new independent National Infrastructure Commission (NIC) charged with offering unbiased analysis of the UK’s long-term infrastructure needs. The NIC has now begun that work, led by Lord Andrew Adonis as its first chairman. Initially the NIC is focusing on: • a plan to transform the connectivity of cities in northern England, including high-speed rail (HS3) • priorities for future large-scale investment in London’s public transport infrastructure • how to ensure investment in energy infrastructure can meet future demand in the most efficient way. The NIC has begin work on a national infrastructure assessment, looking ahead to requirements for the next 30 years. Rail has already featured prominently in the government’s National Infrastructure Pipeline, its report on planned investments published last July. This identified future spending of £411 billion on 265 programmes and 299 projects. Transport accounts for £127.4 billion or 31 per cent by value of this total, with nearly three-quarters of that destined for railway schemes. Additional spending is planned by devolved administrations in Scotland, Wales and Northern Ireland on their own networks. The prospect of a clearer long-term approach to investing in the UK’s national infrastructure is good news for companies planning to exhibit at Infrarail – and at the CITE - Civil Infrastructure & Technology Exhibition 2016 which will take place alongside it at ExCeL London. Many of the products and services covered by CITE 2016 are equally applicable to rail, highways, utilities
and communications networks. Sectors represented by CITE exhibitors will include civil engineering, construction services and products, plant and equipment, geotechnical, tunnelling, consultancy and project management, as well as IT products and services. Among fields covered by Infrarail are track construction and maintenance, signalling and communications, electrification, and installations such as stations and maintenance depots, plus key areas such as recruitment and training, occupational health and security. Kirsten Whitehouse, exhibition manager for both events, said: ‘Staging these two shows together offers many benefits for exhibitors and visitors. Infrarail has a well-established reputation for introducing the very latest in technology and services specifically for the rail infrastructure market. And CITE fits ideally with the government’s recent initiatives to prioritise long-term investments in national infrastructure by providing a professional showcase for companies offering the civil engineering and construction equipment, products and skills needed to create and enhance these major vital networks.’ Both exhibitions will feature keynote
speeches by leading figures, industry seminars, project briefings and discussion groups – all free to attend and aimed at providing valuable insights into trends in technology and policy.
April 2016 Page 23
Page 24 April 2016
Exhibitors prepare for Infrarail 2016 Kirsten Whitehouse, exhibition manager gave Rail Professional an update on the show
ore than 200 companies are now making their final preparations for Infrarail 2016. The show provides a great opportunity for managers, engineers and buyers involved with railway infrastructure to learn more about the latest that the supply market has to offer. Alongside many familiar names, around 75 firms will be exhibiting at the event for the first time. Some of these are new to the industry and all will be bringing plenty of innovative products and ideas. As well as showcasing developments in railway technology, this year’s event features a very strong programme of keynote speeches, project updates, industry seminars and discussion forums – all free to join and open to everyone. Leading organisations taking part include Network Rail, London Underground and the Rail Supply Group. Crossrail and HS2 Ltd will be participating too, and both will have a stand at the show.
Everyone attending Infrarail will also be welcome to visit the accompanying Civil Infrastructure & Technology Exhibition – CITE 2016. This takes place in the same hall at ExCeL, and will feature many products and services used by the rail sector. So there are many good reasons to set aside time to visit to this year’s unmissable Infrarail. We look forward to welcoming you at ExCeL London. The Venue ExCeL London (Halls N1-N6) One Western Gateway Royal Victoria Dock London E16 1XL United Kingdom Tel: +44 (0) 20 7069 5000 email@example.com Opening Hours Tuesday 12 April 2016 10:00 to 17:00 Wednesday 13 April 2016 10:00 to 17:00 Thursday 14 April 2016 10:00 to 16:00 A history of good reasons to visit Infrarail is the definitive UK rail infrastructure exhibition. For more than 20 years it has been the industry’s meeting place, with hundreds of new products and services covering the rail infrastructure market, free to attend seminars, invaluable networking opportunities, live product demonstrations and much more. More than 200 companies exhibited at the last show in 2014 and showcased their latest products and services. In a digital age, Infrarail provides visitors with the opportunity to harness the power of faceto-face communication. Visit: www.infrarail.com/infrarail Visit www.infrarail.com/visitors/registration to register online. Pre-registering speeds up entry and avoids the £20.00 charge at the door, payable by non-registered visitors. The website also contains the latest list of exhibitors and full details of the programme of supporting activities.
April 2016 Page 25
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Page 26 April 2016
“The new chamfered tactile design is a vast improvement and one that we fully endorse and would like to see as a national standard throughout the UK. As we would endorse anything that improves on the safety aspects of products and materials used on or around the operational railway” NR Asset Management South East Route
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Keynote speakers Three of the biggest names shaping the rail industry will headline the seminar programme in daily keynote addresses Tuesday 12th April Claire Perry Parliamentary Under Secretary of State at the Department for Transport Conservative MP for Devizes since 2010, the minister is responsible for: • rail major projects and growth • rail infrastructure, safety and security • passenger services • strategy, funding and sponsorship • integrated delivery and accessibility • rail fares and ticketing
Combined with the newly published Shaw Report – looking at the future shape and financing of Network Rail – there will be plenty of topical news about.
Thursday 14 April David Waboso Capital programmes director, London Underground Waboso’s portfolio includes completing the upgrade of the Victoria line, overseeing the ongoing delivery of the upgrade and re-signalling of the sub-surface railway, the programme of works to rebuild several key London stations and plans for the ‘New Tube for London’.
Wednesday 13th April Sir Peter Hendy Chairman, Network Rail Previously commissioner of Transport for London from 2006 until 2015, Hendy joined Network Rail just as questions were being asked about the organisation’s ability to deliver its committed level of work by 2019, the end of Control Period 5. The Hendy Report on re-shaping the delivery of Network Rail’s five-year investment programme has now been published.
SEMINARS Tuesday 12th April 11:05 Innovation in Electrification and Automation Peter R Jones, technology manager, Power Grids - ABB 12:15 Cables for the Digital Railway Chris Harris, sales manager, Mass Transit - Tratos 14:40 Materials and Product Evolution in Identification to meet Current Fire Standards Mario Appello, global engineering manager, Identification Solutions - TE Connectivity 15:15 How to Save €2 billion on Track Maintenance Costs Using UnderSleeper Pads Alex Zuckerman, chairman - Fimor Wednesday 13th April 11:05 Innovations in LED Zero Maintenance Technology Steve Robert, engineering director - Unipart Rail 11:40 Innovations in LED Zero Maintenance Technology Steve Robert, engineering director - Unipart Rail 14:40 CCTV solutions for Rail RemoteAccess Body-Worn Camera Systems David Short, regional sales manager Wireless CCTV 15:15 Changing European Train Fire Safety Requirements Tests for Now… and the Future Beth Dean, technical leader, Reaction to Fire - Exova Warringtonfire Thursday 14th April 11:05 Capacity on High Speed Railways Pascal Grosjean, international director Setec Ferroviaire 11:40 Extending Rail Life Through Advanced Technologies Pascal Grosjean, international director Setec Ferroviaire 11:40 Extending Rail Life Through Advanced Technologies Daniel Pyke, product marketing manager, Rail - Tata Steel 12:15 Innovation within the Rail Industry John Cullum, director - Pace Networks
April 2016 Page 27
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Connecting the industry RSSB Regional Engagement Days 2016 Come and meet your RSSB team and colleagues from across the industry, at RSSB’s second series of engagement days across the UK this spring. These half-day sessions are for RSSB members and key stakeholders who want to understand more about key projects. This year’s sessions will be on: • • • •
The Rail Health and Safety Strategy (Launched soon) Development of the next generation of safety reporting system (SMIS+) Progress on the Platform-train Interface (PTI) strategy How you can get involved with the rail innovation programme
Are you an RSSB member and interested in attending? Further location details and registration information can be obtained by emailing email@example.com, visiting www.rssb.co.uk or following us on Twitter via @RSSB_rail
Page 28 April 2016
The Platform at Infrarail 2016
he Platform sessions at Infrarail 2016 will once again play a key role in bringing industry leaders together for a series of lively and engaging discussions and debate with those visiting the UK’s most important rail infrastructure event. Across the three days of Infrarail, the industry will converge to discuss Skills and Training, Supplier Engagement and Infrastructure Planning. All visitors and exhibitors at Infrarail 2016 are warmly invited to join the debates. ___________________________________ Skills & Training Tuesday 12th April at 12:50 • making the levy work for industry employers • what support does the supply chain want from industry and government on this issue? • how do we raise the profile and prestige of apprenticeships among young people?
Speakers in this session include: Neil Robertson, chief executive, NSAR Simon Rennie, general manager, NTAR Paul Francis, managing director, Porterbrook Guy Wilmshurst-Smith, head of professional development and training, Network Rail ___________________________________ Supply Chain Engagement Wednesday 13th April at 14:00 • How suppliers are delivering innovation in the rail industry • How can suppliers drive real competitive value? • How to attract funding for R&D Speakers in this session include: Nick Elliott, managing director, National Supply Chain, Network Rail Iain Roche, head of innovation, HS2 Martin Buck, transition and strategy director, Crossrail Stephen Howard, chief executive, Business in the Community (BITC) ___________________________________
Infrastructure Planning Thursday 14th April at 13:25 • expectations of the Infrastructure Commission • what do we need to do more of? • how can we be more effective? Speakers in this session include: Jo Kaye, director, network strategy and capacity planning, Network Rail David Hoggarth, director, Rail North Phil Graham, chief executive, National Infrastructure Commission
April 2016 Page 29
Rail Mentoring Scheme Delivered by the Rail Alliance, a Rail Supply Group key delivery partner
or SME’s looking to increase their rail footprint or those that are new to the rail market, Rail Mentor offers the opportunity to have a direct line of communication with the top end of the supply chain. Rail Mentor also offers assistance and guidance to help fine tune a business offer to meet best practice sector requirements to take a business from Right for Rail through to Ready for Rail. Any SME based in the UK is eligible to take part in the Rail Mentor programme. It is free of charge to register and could be the key to unlocking your business barriers to growth in the rail sector. Please go to www.railmentor.com to register.
Business Matching Service New for Infrarail 2016!
ake advantage of the new Business Matching Service – whereby key buyers and decision makers attend prebooked meetings at relevant exhibitors’ stands. Make the most of this opportunity for valuable face-to-face time with potential new clients and suppliers. All you need to do to benefit from this service is to pre-register for your visit to Infrarail and complete the demographic question asked. You will then receive a message inviting you to select which companies you want to arrange meetings with during the show. Your ticket to Infrarail is free as long as you pre-register your attendance before midnight 11 April 2016. It is recommended however that you book your place as soon as possible in order to have the best selection of meeting slots to choose from.
Page 30 April 2016
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A selection of Infrarail exhibitors... A E Yates Group Stand G75 The A E Yates Group of companies has been strategically developed to offer a complete service for customer civil, ground and rail engineering needs. The stability and strength of the group, combined with a specialist range of options, reinforces confidence in project delivery for its customers. Anderton Concrete Products Stand F30 Anderton Concrete is a manufacturer of concrete rail products, fencing materials and retaining wall systems. This year, the stand will showcase several innovative products: the Ander-Lift tool in conjunction with Anderlite troughing and Easi-Lift lids, as well as the theft deterrents Ander-Clip and Ander-Fin. Cannon Technologies Stand B64 Cannon Technologies is an enclosure manufacturer established in 1978 by teams from the Parent RJF and Scammell groups. With a presence around the globe,
Cannon provides solutions for some of the toughest environments and is a leader in data cabinets and metal enclosure systems utilised in the data networking, telecommunications, electronics and IT industries. Concrete Canvas Stand A44 Concrete Canvas (CC) is a cement impregnated geotextile that hardens on hydration to form a durable, fibrereinforced and waterproof concrete layer. CC is widely used in rail for the rapid lining of critical drainage channels, slope protection, weed suppression, and for culvert and gabion re-mediation. Crossrail Stand D32 Crossrail is the biggest construction project in Europe and is one of the largest single infrastructure investments undertaken in the UK. It is managing and delivering a multiple worksite programme with construction works running concurrently across the whole route.
Diamond Point International Stand C61 Diamond Point designs and manufactures rugged computers that meet EN50155, the international standard covering electronic equipment used on rolling stock. The company provides an exact system in form fit and function and has more than 3,000 systems currently installed under trains, in carriages, trackside and in drivers’ cabs. Dura Composites Stand B21 Dura Composites’ solutions are the ideal replacement for wood, metal and concrete products, offering greater levels of safety, reduced maintenance costs and shorter possession times on the network. Dura Composites’ fibre-reinforced plastic products for the rail industry include award-winning station platforms, ballast retention, walkways and treads. Ellis Patents Stand D80 Ellis Patents is a designer and manufacturer of safety-critical cable cleating systems. The
Enclosures from the smallest to the largest. ENCLOSURES
company’s products can be designed and manufactured to bespoke specification to ensure that cable installations are safely secured in the event of short circuit. Exova Warringtonfire Stand F46 Exova Warringtonfire and sister company Exova BM TRADA are fire testing, engineering and structural inspection experts operating in the rail industry. Both specialise in the testing of products used on rolling stock, the inspection of rail infrastructure and the design of stations, smoke control systems and evacuation analysis. They also provide third party design review and risk assessments. Fischer Connectors Stand H75 Fischer Connectors has been designing, manufacturing and distributing highperformance connectors and cable assembly solutions for more than 60 years. Fischer’s FiberOptic series enables the transfer of large amounts of data, facilitating the monitoring, testing and maintenance of the railway network and the growing demands for infotainment. Flexicon Stand E41 Flexicon is a UK manufacturer of cable protection and flexible conduit solutions, with more than 52 different systems to choose from in either metallic or nonmetallic. GAI-Tronics Stand C19 GAI-Tronics’ GSM, GSM-R, analogue, VoIP telephones are used in safety-critical
situations where rapid access to emergency or information centres is crucial including trackside, in rail tunnels and at level crossings and platforms. Suitable for almost any environment, GAI-Tronics’ products are weather and vandal resistant.
manufacturer of windscreen wiper systems, controllers and wash tanks. With a worldwide network of more than 20 agents, the company exports to more than 50 countries a year, offering an extensive distribution service for all of it products.
GrayBar Stand G65 GrayBar has manufactured an energyefficient range of self regulating pointsheating and conductor rail heating systems, cable joints and accessories for 25 years. The company has now extended its range to include trackside GRP signalling, points and axle counting disconnection technologies.
HS2 Ltd Stand A21 The planned high-speed line would link London, Birmingham, the East Midlands, Leeds, Sheffield and Manchester. Although Parliament has approved the first two phases of construction, precise details of the plan and route have not been formalised, and are still open to negotiation and change.
HARTING Stand D03 HARTING develops cables and connectors specifically for railway bandwidth expansion and inter-car technology. Founded in 1945 by Wilhelm and Marie Harting, the company also produces backplanes, enclosures, cable assemblies and can assemble individual or complete systems.
Impreglon UK Stand E43 Impreglon’s UK facility is an industrial applicator of fluoropolymer, polyurethane, anti-microbial and thermal spray coatings. Among its products is a range of antimicrobial coated train grab rails and station handrails.
HellermannTyton Stand B15 HellermannTyton specialises in cable management solutions that have outstanding fire protection properties and comply with the strictest safety criteria. HellermannTyton will provide expertise on enclosures, safety solutions and cable management on its stand at this year’s Infrarail.
The Institution of Engineering & Technology (The IET) Stand A24 The IET is one of the largest engineering institutions with over 167, 000 members. Its also among the most multidisciplinary, reflecting the increasingly diverse nature of engineering today. IET is working to engineer a better world by inspiring, informing and influencing the UK’s engineers and technicians.
Hepworth International Stand B80 Hepworth International is a worldwide
Jafco Tools Stand B11 Jafco Tools manufactures specialist hand
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Concrete Canvas (CC) is a flexible concrete impregnated fabric that hardens on hydration to form a thin, durable, and water proof concrete layer. Essentially, itâ€™s concrete on a roll and is rapidly becoming the ditch lining and slope protection material of choice for engineers and contractors around the world. Since 2009, CC has quickly gained market acceptance as a cost effective alternative to conventional concrete. Typically installed ten times faster than laying precast slabs or pouring in-situ concrete, CC offers cost savings of up to 60%. As an effective weed suppressant, CC reduces future maintenance costs associated with unlined ditches. CC can be provided in man portable rolls negating the need for plant equipment and reducing vehicle movement. Unlike shotcrete or gunite where rebound requires line possession, CC greatly reduces or negates passenger inconvenience or disruption of services. CC has a low alkaline reserve, a low washout rate so can be installed directly into live watercourses. Used by leading contractors on projects for Network Rail, Highways England, Environment Agency and local authorities, simply unroll the material and...
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tools for use in safety-critical situations. A supplier of insulated and non-insulated maintenance tools to Network Rail and London Underground, its insulated range conforms to BS8020:2011 that allows products to be used on or near conductor rail systems. Jointing Technologies Stand A62 Jointing Technologies is a distributor of power cable and accessories, supplying products and services that maintain, develop and connect the UK’s electrical infrastructure. Kee Systems Stand A16 Kee Systems is a supplier and installer of handrails and guardrails. Over the years the company has provided safety solutions for the industry including DDA-complaint handrails within stations, safety barriers for working at height on bridges and trackside safety fences. Lanes Group Stand E31 Lanes Group has operated in the rail industry since 1992, providing reactive and planned civil engineering works to a client base across the UK mainline network, London Underground and light rail and trams. It has been RISQS registered for 15 years and has won a number of health and safety awards. Lindapter International Stand B60 Lindapter manufactures steelwork clamping systems, providing an independently approved and exclusive product range of steelwork fixings, cavity fixings, decking fixings, support fixings and floor fixings. Marshalls Stand A61 Marshalls is a supplier of hard landscaping materials, from platform copings and flooring to drainage solutions and protective street furniture. The company’s product portfolio is ideally suited to the design and construction of rail infrastructure, whether mainline, underground or light rail. Morris Line Engineering Stand F14 Morris Line Engineering has 40 years’ experience of designing and manufacturing high-voltage switchgear, voltage disconnectors and switches used for rail electrification schemes across the UK and overseas.
National Railway Museum Stand A20 Home to more than 300 years of rail history, and over a million fascinating objects, the National Railway Museum is the world’s greatest railway museum and a multi-award winning venue for hire. There is a dedicated conference centre with six meeting rooms, and two atmospheric halls for dinners and dances.
produced using one piece of software, one printer and one ribbon.
Park Signalling Stand F24 Park Signalling delivers engineered solutions for railway signalling and telecommunications. Formed in 2000 by staff from Alstom Signalling, it offers signalling system knowledge complemented with expertise of in-house hardware and software design.
Ultracrete Stand A80 Ultracrete is home to a portfolio of contractor-friendly repair and maintenance products for the rail, road and transport industries. Its products are ideal for a range of applications including the installation of signals, signposts and street furniture as well as for the maintenance of kerbs, sleepers, and concourse repairs.
Rail Alliance Stand E30 Spanning all areas of the railway industry and its supporting industries, The Rail Alliance embraces current and aspirational industry involvement and provides its members with the opportunity to network, collaborate and innovate with both suppliers and customers. RISQS Stand D20 RISQS is the rail industry’s preferred supplier qualification scheme, assessing a company’s capability to deliver against its chosen products and services and ensuring systems are in place to access the infrastructure. Rittal Stand E15 Rittal is one of the largest manufacturers of enclosures and accessories for the electrical, electronic and data communications industries in the world. It has an extensive range of design and calculation software to aid users in the application and installation of enclosures and their accessories. RSSB Stand E65 RSSB is a membership organisation with a system-wide perspective focusing on the whole railway and not the parts. The board’s purpose is to help its members, and consequently the industry, to continuously improve the level of safety in the rail industry, drive out unnecessary costs and improve business performance. Silver Fox Stand F44 Silver Fox manufactures labelling systems that are LUL and Network Rail-approved. Its LS0H tie-on cable labels; heat-shrink and non-shrink wire marking; raised profile equipment labelling; asset labelling; are all
TRATOS Stand E21 Tratos is a manufacturer of electrical, electronic and fibre optic cables. Its major clients include electrical contracting and manufacturing organisations and electricity distributers based all over around the world.
Unipart Rail Stand E14 Part of the Unipart Group that has a turnover of around £1 billion a year, Unipart Rail’s infrastructure product portfolio ranges from signalling to overhead line assemblies and from track safety equipment to telecommunications. Its 70,000 rail products and installation materials all come with full UK approval and accreditation for use on the railway. Viztek Stand F80 Viztek is the UK’s leading supplier of surface mounted tactile paving. Offering a host of new products that are endorsed and approved by Network Rail, London Underground and many Toc’s, many of its products are on display at this year’s show. York EMC Services Stand C36 York EMC Services is provider of EMC services to the railway industry and offers a range of consultancy, testing and training services. An independent organisation with more than 25 years’ experience, it has four sites across the UK including three UKASaccredited test laboratories.
COME AND SEE US ON STAND B02
April 2016 Page 35
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Joining telent after graduation, Natalie has progressed from Project Support to Project Manager receiving extensive training and support including the completion of PRINCE2 Project Management on the way. With experience in both Operational and Station Comms, she is currently managing a DOO CCTV Renewals Project worth circa ÂŁ4 million.
Stephen joined telent 14 years ago as an apprentice. Completing the apprenticeship programme, he took up a position in systems integration. Having progressed to become a System Engineer, he became the lead engineer on a large CCTV networking project. He now leads his own team designing and migrating stations from analogue to IPCCTV.
Mark started out as an engineer for Cable and Wireless 26 years ago and his career has travelled the world since then. He spent the last 4 years working on network infrastructure projects in Australia before joining telent in July to lead our network design team. His team design and build data network solutions for the rail industry, using the latest IP/MPLS technologies to deliver the digital railway.
Starting as a Telecommunications Apprentice 18 years ago, Andy now leads a team of 20 software development engineers who are growing telentâ€™s flagship Station Management System and supporting asset maintenance with business applications. Andy himself is involved in spearheading an R&D programme to provide cutting edge cloud based IoT solutions.
Emi joined telent in 2014 from a specialist CCTV product manufacturing business where he led their software development team. He is now a Technical Architect leading the development of complex video analytics applications for our remote monitoring business and doing research into media distribution and display systems to improve customer information on stations.
Tim joined our Graduate Scheme 18 months ago as a Graduate Project Manager. Based in Warwick, Tim has been working on a Power SCADA project, originally with the Software team before rotating into the Outstations sub-project, quickly earning promotion to Assistant Project Manager.
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Opening up its enclosures Rittal will be showcasing its top-of-the-range PADS and London Undergroundapproved range of enclosures at Infrarail 2016 on Stand E15
ittal will be exhibiting a range of Network Rail-approved outdoor enclosure systems at the show, including a range of double-walled CS enclosure systems used extensively in Long Line PA (public address) applications, as well as on level crossing controls. Ease of installation Made of the aluminium alloy AlMg3, Rittal’s enclosures offer exceptional corrosion resistance. Its CS enclosure has built-in features that include fan and filter cooling, anti-graffiti Ri-Nano paint, 19” front and rear angles, fan trays, light units and door-mounted switches, telescopic shelves, heaters and temperature controllers. The enclosure’s robust but lightweight frame means that only two people are needed to position it. For installations of outdoor free-standing enclosures, Rittal’s custom-built pre-cast concrete base/ plinths significantly reduce the time and cost of installations, as well as preventing disruption to services by removing the need to mix concrete and remove waste from site. Other products in Rittal’s range include wall-mounted boxes and pole-mounting kits to fasten metal and non-metal enclosures to round and square poles. Efficient engineering Rittal is a major system supplier for housing and enclosure technologies that combine a focus on energy conservation with efficient engineering. The company’s infrastructure system offers five wellmatched modules: rack, power, cooling, security and monitoring and remote management. Based around Rittal’s TS 8 control cabinet and TS IT rack system platform, it offers maximum rack volumes, high levels of surface protection, stability and endless expansion possibilities. For example, the TS IT racks are simple and flexible enclosure systems that feature snap-in technology, flexible internal configuration, intelligent cable management system, vented doors and multifunctional roofs.
Thermal performance, more than any other single element of the design, must form the baseline for the design of any enclosure. The company’s design and calculation software, Rittal Therm, can help users correctly identify the heat dissipation requirements within enclosures, and support their application and installation. Safety and security Enclosures have a vital role to play both in ensuring the safety and security of electrical equipment and also in protecting the people who operate it. All Rittal’s enclosure systems are compliant with LUL (London Underground Limited) specifications for fire safety performance of materials. They are widely applied across global networks, such as enclosure technologies, electronics packaging, power distribution, UPS and climate control. IT solutions, including high density cooling, kiosks, control and monitoring solutions, fuel cells and renewable energy solutions, are also provided, along with the integration and service to support these technologies. Power distribution Visitors to Infrarail 2016 will also be able to find out more about the company’s busbar systems, Ri4Power electrical power distribution system and its latest power engineering planning software. The software provides comprehensive support in planning and verifying standardised Ri4Power switchgear, as required by IEC 61439-1/-2 standard. As with all Rittal’s solutions, the power distribution range has been subject to the most stringent testing, demonstrating their capability to operate in the toughest and most demanding environments. Rittal will have a highly-qualified team of representatives at Infrarail 2016 who can support clients at all stages of the project design, through to installation and commissioning. Visit www.rittal.co.uk www.friedhelm-loh-group.com Twitter: @rittal_ltd April 2016 Page 37
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Connections with the industry’s best brands Jointing Technologies discusses the technology needed for the UK rail industry to achieve its electrification ambitions
ince its privatisation more than 25 years ago, the UK electricity industry has changed beyond recognition, creating a less regulated, more competitive and efficient generation, transmission and distribution network. To support these changes, manufacturers and suppliers in the rail industry have been driven to offer a wider range of cost-effective products that extend the life of the asset; products that can be installed more quickly and are readily available to facilitate fault and service requirements.
Making the right connection Jointing Technologies (JT) has provided technical and logistical support to rail electrification for more than a decade and is a key supplier of a broad range of PADS-approved products, with a network of branches offering national coverage. A leading power cable and accessories distributor, JT supplies products and services that maintain, develop and connect the UK’s electrical infrastructure at voltages up to and including 132kV. The company’s product range was initially developed around the power cable accessories market to cleat, join
and terminate LV and MV cables. This product range remains integral to its business, however the portfolio has grown to reflect the broader range of materials used by JT’s core customers across all industry sectors. The JT product range now includes LV/MV power cables, cable troughing, earthing, specialist tapes and accessories, cable pulling and protection
April 2016 Page 39
Future proofing railway technology with robust jumper cables and customisable connectors
Visit us at Infrarail on stand D03 Bandwidth expansion for reliable, efficient inter-car technology Full 10GigE transmission tested to IEEE 802.3 utilising CAT 7 cable and Han-ModularÂŽ connector with ground disconnect Compliant with fire regulation EN 45545 â€“ 1, 2 & 5 and EN 50155:2007 to ensure reliable application on rolling stock Leading IP68 and IP69K sealing capability Ability to mix signal, data and power in one customisable connector plus the flexibility to incorporate up to 6 x10GigE in one connector For more information, phone +44 (0) 1604 827500 or email gb@HARTING.com www.HARTING.co.uk/rail
Page 40 April 2016
products, and package substations. The company is well-positioned to supply products that are approved for use by the relevant distribution network operators across the electrical infrastructure of the UK. Owing to JT’s portfolio of products and its knowledge and expertise, the company works with blue-chip clients across a wide range of industries and include energy, rail electrification, oil, gas and petrochemical, as well as industrial and commercial projects. Of these markets, rail is a key focus for JT and the company expects that the UK’s ongoing electrification programme will offer a wealth of opportunities. When considering the facts and figures, this assumption appears logical: the UK rail industry is critical to the economy, with more goods and freight than ever being moved by train. This is a trend that’s expected to continue with almost 20 per cent growth estimated in freight activity alone by 2019. Electrifying the line Currently, the UK rail network is only part-electrified, with the rest of the system running on traditional electric traction systems (locomotive and multiple units). Electrification of the network utilising overhead lines (AC current) and third rail (DC current) technologies will enable trains to accelerate more
quickly, be more reliable and cause less track wear than diesel trains. Therefore, the electrification of the network, especially in urban (metro) and suburban (commuter) areas, is expected to continue over the next ten years, along with projects such as HS2 and Crossrail 2. The electrification of the UK rail network has seen JT expand its business, supplying a full range of Network Rail PADS-approved products for substations, feeders, signalling power, civils and construction projects. The company has been involved in some of the UK’s largest rail projects, with 750V DC third rail work in the south east and 25kV AC projects that included the East Coast Main Line, West Coast Main Line, North West electrification, Great Western Main Line, Midland Main Line, as well as London Underground power upgrade projects based on the fourth rail system. ‘We pride ourselves on our unique insight into the rail industry,’ said Martin Parker, sales and marketing director at Jointing Technologies. ‘As well as an extensive range of PADS approved products, Jointing Technologies has a highly trained and knowledgeable team of professionals who have worked on the largest rail electrification projects in the UK. They pride themselves on their industry knowledge and use it to ensure the best products and services are selected for each project.’
The company’s extensive range of products sits alongside JT’s comprehensive stock holding, which is distributed nationwide from the company’s many UK locations. JT operates and holds a multimillion pound inventory that can deliver thousands of items next day, supporting the demands of JT’s growing list of customers. But, as Adam Lloyd, JT’s managing director said; it’s not just about increasing stock levels: ‘Our UK-wide network of offices and stock levels allow us to maintain exceptional level of service’. Leading the way JT’s reputation as a total quality supplier goes hand in hand with its customer service charter. The company’s dedication strengthens its reputation and enables it to deliver the highest quality products reliable enough to handle often harsh environments. Whatever voltage or electrical market a customer operates in, JT’s partnership with leading manufacturers; its knowledge of product approvals; technical support; 24/7 emergency-callout service; product training; and total commitment to stock means it will will go the extra mile to connect its customers with the best brands in the rail industry. Authored by Martin Parker, sales and marketing director at Jointing Technologies
April 2016 Page 41
A concrete company not set in its ways Anderton Concrete manufactures concrete products for the rail industry that are innovative, durable and safe; with the company offering a customer-focused service that can be delivered in a timely manner
nderton Concrete’s full range of C1 troughing products – on offer in standard and reduced weights – as well as other complementary products shows that concrete has never been more versatile. Not only fire and sulphur resistant, concrete is the natural choice for protection from the elements, providing a long-term stable solution.
Page 42 April 2016
Anderton Concrete also provides the widest range of complementary precast products to the UK rail industry, including drainage catchpits, signal bases, point rod rollers, ballast boards and posts, post mix and many more – all used extensively throughout Network Rail. Anderlite Anderton will be exhibiting its
lightweight troughing system, Anderlite, at Infrarail 2016, which features all the proven reliability of concrete but with a weight reduction of up to 30 per cent, but without any compromises in durability. Anderlite is available in two section lengths of 1,000mm and 500mm, with the 500mm size within health and safety guidelines for a single-person lift. This range is further complemented by
matching lids in the same material. The new Easi-lift trough lids make finger trapping a thing of the past. Fully compatible with existing troughing systems, Anderlite, as with all Anderton troughing, can be enhanced with the addition of Anderton’s latest proprietary route security systems. Security on modern rail routes is always a primary concern for the industry, not only from a safety perspective but also relating to the cost of replacement and repair and the unwelcome inconvenience of network service interruption. Anderton tackles the escalating problem of cable theft and unauthorised access with two simple but easy-to-install products. Securing a cable is achieved by inserting Ander-fin through a precast aperture at one-metre intervals in the bottom of Anderton troughing sections. The cabling is then bundled and fixed with a security tie. Anderclip is another security measure, securing the lid to the trough using a clip and band that can be installed with standard hand tools. The clip band can be simply removed with circlip pliers when access is required. Ander-lift tools Anderton Concrete will also be featuring the optimal lift tool for troughing sections, Ander-lifts clever cantilever mechanism makes efficient workflow and correct handling of loads more straightforward than ever. A pair of Ander-lift tools are capable of lifting up to 80KG and are readily adaptable to suit a range of troughing sizes. The increasing legislation regarding health and safety makes Ander-lift an indispensable tool. Anderton Concrete has gained a reputation for producing innovative retaining wall systems, which are used
extensively in rail industry projects of all sizes. Anderton’s stand at Infrarail 2016 will highlight several products from this range. Keystone. This system is capable of retaining attractive gravity walls and tall surcharges when utilising the geogrid system, with a huge number of proven uses in commercial markets worldwide. A dry-lay block system, the system has been selected in projects from retaining walls to bridge abutments and embankments – from Network Rail to the Channel Tunnel Stepoc. A system of dry-lay blocks that allows a poured cascade of concrete to form smooth-filled, incredibly strong shuttered walls while also offering time and labour savings. Ideal for platform edges and single-skin walls of up to four metres in height Slope-loc. Providing a stylish, hard-faced
aesthetic to soil slopes, embankment repairs or an alternative to vertical walls. Also a dry-lay block system, the clever interlocking shape of Slope-loc ultimately gives walls the ability to support high loadings. This product will be featured in situ as part of Anderton’s exhibit at Infrarial 2016. Anderton Concrete’s business is based on a solid reputation for delivering quality products and providing a first-class service. Anderton Concrete is committed to continued product and process development to ensure that its customers are completely satisfied. Anderton will be showing its concrete products on Stand F30 at Infrarail 2016. Contact the company for further information on any of its products. Tel: 01606 79436 Visit www.andertonconcrete.co.uk April 2016 Page 43
SISS | CIS | GSM-R| FTNx SISS / CIS / GSM-R PROJECTS USE CANNON TO PROVIDE ULTIMATE PROTECTION S-TYP OUTDOOR CABINET HAS BEEN DESIGNED AND PROVEN TO PROTECT ACTIVE ELECTRONICS, BATTERY, UPS, ROUTERS, DVR, SERVER EQUIPMENT ETC. PROVIDES PROTECTION FROM HOT & COLD CLIMATES, SOLAR HEAT GAIN, DUST & WATER, VANDALISM OR POTENTIAL THREATS FROM THEFT. IP65, EMC, Anti-vibration and Shock Enclosures with active cooling
TWPS & FTN PROJECTS USE CANNON PRODUCTS TO PROVIDE TOTAL PROTECTION ACTIVE LOC/APPARATUS OUTDOOR CABINET HAS NR PADS APPROVAL TO PROTECT ELECTRICAL, ACTIVE ELECTRONICS, BATTERY & UPS EQUIPMENT ETC. PROVIDES PROTECTION FROM HOT & COLD CLIMATES, SOLAR HEAT GAIN, DUST & WATER, VANDALISM OR POTENTIAL THREATS FROM THEFT. Industry approved products including PADS Network Rail, SNCF, DB
SISS / CIS PROJECTS USE ABACUS PRO TO PROVIDE IP55 PROTECTION ABACUS PRO IP55 CABINET IS DESIGNED AND PROVEN TO PROTECT ELECTRICAL, ACTIVE ELECTRONICS, BATTERY, UPS, ROUTERS, DVR, SERVER EQUIPMENT ETC. PROVIDES PROTECTION FROM DUST & WATER WITHIN BUILDINGS, OFFICES, REB OR SHELTERS. IP55 INDOOR CABINET Protecting SISS/CIS with optional cooling range
INTEGRATED 19” CABINETS, RACKS & ENCLOSURES PROTECTING ELECTRICAL & ELECTRONICS IP Protection from Dust & Water up-to IP65 Network Rail PADS Approved products Cooling options using Fans, Heat Exchanger, Peltier or ACU Heating options for cold climates & to reduce condensation Corrosion resistance, Anti-Vandalism & Graﬃti protection Stainless steel multi-point locking system Cannon Technologies Ltd Level 5 integration Queensway, Stem Lane For more information visit:
See our products at InfraRAIL 2016 or call Glenn to discuss your project requirements. +44 (0) 7866 900573
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First line of defence The UK’s rail network is reliant on information technology for its day-to-day activities. Cannon Technologies explains why its communications and control infrastructure needs to be protected by robust and reliable active cabinets, cabins and modular data centres
4,500 trains run on the UK’s railways every day, and in order for the system to run as smoothly and as safely as possible a seamless communications and information technology (IT) network infrastructure is vital. However, with a growing number of disparate technologies such as customer information screens, CCTV, access control, ticket machines and signalling all operating over it, this important equipment needs to be protected by state-of-the-art passive and active electronic cabinets. Work in progress Network Rail recognises the role IT is playing in its objective to transform the nation’s Victorian-era infrastructure into one that will be able to support an estimated 400 million extra passenger journeys by 2020. Central to this objective is Offering Rail Better Information Services (ORBIS), a five-year £325 million project to improve Network Rail’s approaches to the acquisition, storage and usage of asset information. Network Rail hopes this strategy will transform a ‘fix
and fail’ model into one based on ‘predict and prevent’. Work has already begun on a new traffic management strategy, which involves implementing the technology to support the phase-out of signal boxes and create 14 regional rail operating centres (ROC) across the country. 800 nationwide signal boxes will be decommissioned under the plan and the new automated system will allow large areas of the network to be controlled from fewer locations – cutting costs by around £250 million a year, while improving efficiency and reducing delays. In addition, controllers and monitors are currently being placed on the tracks to feed information to a system that allows maintenance workers to fix an issue before it causes a train delay. It is already estimated to have reduced delays for the travelling public and freight operators by hundreds of thousands of minutes. Safety information Keeping passengers safe and up to date with information on a real-time basis is also a top priority for rail franchise
operators. The use of CCTV within rail stations has grown rapidly over recent years; technology that is now widely deployed on platforms, concourses and trains. As well as making passengers feel safer, particularly in smaller, remote or isolated stations, CCTV has contributed to deterring criminals and providing evidence in the investigation of criminal acts. Customer information screens are being upgraded, providing modern systems that give accurate, up-to-theminute information about train arrivals, departures and delays, while Wi-Fi is being made more available. In February 2015, the Prime Minister, David Cameron, announced that passengers will be able to access free Wi-Fi on trains throughout England and Wales from 2017, thanks to nearly £50 million of funding from fines imposed by the Office of Rail and Road in 2104. Always on Although anything that improves the passenger experience and overall efficiency of the rail network should be welcomed, such reliance on IT means that downtime must be avoided at all costs. Put simply, with so much technology running over the network infrastructure, any interruption to its performance could April 2016 Page 45
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throw the whole network into chaos. A key part of maintaining the integrity of a network is the use of active cabinets that protect the sensitive electronic equipment that keeps information flowing. Adopting an attitude that all cabinets are the same creates issues that are entirely unavoidable. It might come as a surprise to some to find out that leading manufacturers are designing products that not only enhance functionality but also offer greater flexibility, and have features that can save time and money. Active cabinets are used in a wide variety of outdoor locations – both station-side and platform-side – and are often the first line of defence. They must be as difficult as possible to move or infiltrate, and are therefore usually installed using Network Rail’s standard LOC (location case) bases or a transformer root mounting system, which enables attachment to either a steel platform or concrete pad. Tough call Exposed to the elements, cabinets are designed to resist the effects of sun, rain, dust and other debris, and must be able to withstand the potential for damage as a result of vandalism. That’s why leading manufacturers such as Cannon Technologies construct cabinets from 2mm-thick Z600 pregalvanised steel sheets. Z600 denotes a total of 600gm/m² of zinc applied in an oxygenfree atmosphere to the steel substrate. The zinc weight equates to a thickness of 42μm (0.042mm) on each side, from which a life expectancy of 28 years can be expected without additional treatment. According to trials conducted by the Galvanisers Association, the average consumption of zinc from externally exposed galvanised products in the UK is 1.5μm (0.0015mm) a year. Powder coating is another layer of protection often used; it can meet
specific colour requirements and has the additional advantage – thanks to its light colours – of reflecting solar light and being UV resistant. This means that heat is directed away from the active components contained within, minimising solar heat gain. This is vital, as ensuring that the environmental conditions within a cabinet are kept within defined parameters maintains the correct operation of the equipment housed inside. Thermoelectric devices are used to give active cabinets an IP65 rating, with no ventilation or change of air between outside ambient and internally circulating air. Lock up Thwarting the efforts of those who want to access the equipment inside cabinets requires special measures, and only sophisticated locking and access control technology provide adequate levels of protection. Cabinet locking systems can be approved to one of The Loss Prevention Certification Board’s (LPCB) LPS1175 security ratings to provide the necessary delay and means of detection required to protect against methods of intrusion, including the use of a wide variety of power tools. Toc’s are also aware that issuing a key to every engineer or subcontractor requiring access to a cabinet is both impractical and a security threat in itself, in the event that it is lost or stolen. Therefore, remote keyless locking and unlocking is the answer. By integrating each cabinet into the network, personnel can call the relevant Roc once on-site to unlock the unit and then lock it again once work has been completed. For those requiring even higher levels of physical security, locking
systems can be used in conjunction with a personal identification number (PIN), radio frequency identification (RFID) device or even biometric fingerprint identification. Bigger picture Although securing individual cabinets is crucial, such is the need to keep an IT infrastructure up and running that a back-up data centre facility is increasingly considered necessary as part of a disaster recovery strategy. Transportable modular data centre (TMDC) systems offer all the functionality of a conventional data centre, as well as being energy efficient with low power usage effectiveness (PUE) ratings. The centres come with full size 19-inch or electrical control cabinets, and each unit comes prefabricated with power, cabling, hot/cold aisle containment and cable management. Other key features include preinstalled servers, switches, uninterruptible power supply (UPS) and fire suppression systems, LED lighting, and power distribution units (PDUs). Maximum layout flexibility facilitates a data centre solution that is easy to configure, fast to install and which minimises disruption, while ensuring that downtime is avoided. On track As the public’s reliance on the rail infrastructure increases, IT will continue to deliver a leaner, more efficient and reliable system that also provides greater value to its customers. Active cabinets, cabins and modular data centres are at the forefront in providing a temperature-controlled and secure environment for the valuable and sensitive active equipment that will allow this to happen, and are the first line of defence in maintaining an always on communications, control and IT network. Authored by Glenn Conlon, director of business development at Cannon Technologies
Tel: 01425 632600 Visit www.cannontech.co.uk
April 2016 Page 47
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We are exhibiting at Infrarail 2016, Stand E34
The UK’s largest supplier of specialist rail and geotechnical materials to projects Please contact us if you would like to discuss the supply of specialist rail materials for projects: Southern Rail Office 0344 892 2677 Northern Rail Office 0344 892 0007 Email email@example.com www.keyline.co.uk
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STATIONS AND PLATFORMS
Group practice A E Yates provides an overview of the five specialist contractor companies in the A E Yates Group, offering a broad range of skills and services to the rail industry single source solution. The provision of track monitoring further reinforces the offer. AEYTS also has major involvement in the completion of Forms NR/L2/ CIV/003/F001 to F003, demonstrating its increasing holistic understanding of rail industry requirements. Detailed discussions with Tier 1 contractors in relation to upcoming and future works, including HS2, are ongoing and recent projects on Crossrail, a collapsed culvert in the North East and shafts in lieu of piles for a rail bridge slide in Bristol, along with works at environmentally-sensitive locations, demonstrate the company’s commitment to the rail industry. A feature of these and other projects was that throughout the installation of trenchless methods on UTXs, the railway remained operational.
E Yates Group comprises a civil engineering company, A E Yates Limited, and five specialist contracting companies. Family owned, it has been strategically developed to offer a complete service for all its customers’ rail and ground engineering needs. The group’s companies provide benefits to customers not only through their specialist services but also, when working together, the elimination of interfaces and the potential coordination, management and programming issues involved that can impact on project safety, programme, quality and cost. The specialist contracting companies offer a range of services that can offer a nationwide one-stop shop solution. Celebrating 20 years since it was established, the company owns and maintains a large fleet of specialist plant and equipment that can be used for a range of techniques. This allows it to develop the most appropriate solution for customers’ particular needs. Over the years, A E Yates Trenchless Solutions (AEYTS) has carried out a large number of projects for the rail industry where Under Track Crossings (UTXs) are required. Techniques utilised for UTX works
include microtunnelling, pipejacking, auger boring and horizontal directional drilling (HDD). These techniques, with the exception of HDD, require permanent or temporary launch and reception pits or shafts to allow plant and equipment to be installed safely at the required level and extracted at the end of the drive. Permanent shafts are provided by AEYTS, which works closely with sister company SPI Appleton in the provision of temporary pits to offer customers a
Formed in 1998 to provide specialist civil engineering services for the built environment and its infrastructure, APB Construction has built a solid reputation in structure repair and refurbishment. The company holds a Network Rail Principal Contractor Licence and operates almost entirely in the rail industry. Initially specialising in abrasive surface preparation, encapsulation, industrial coatings, structural repairs and fabrication, the company has since added to its skill set. This includes concrete and masonry repairs and ancillary civil engineering works, which are invariably part of projects involving railway structures. General civil works were also added to the roster to maximise services that are of particular benefit in timecritical industries such as rail, where detailed planning, interface elimination and proactive management are key to successful delivery. Being RISQS accredited allows APB to have wider involvement in the rail industry and the company has been successful in achieving a position on two of Network Rail’s frameworks: the LNW (London North West) CP5 Civils Framework and the Wales Route – Civils Planned Works Framework. However, a large proportion of the company’s work is awarded through Tier 1 contractors where repeat business April 2016 Page 49
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Page 50 April 2016
is the order of the day; whether on the National Level Crossing Risk Reduction Programme, scour protection schemes or a programme of footbridge refurbishments. The skills, knowledge, experience and an uncompromising attitude to safety developed by the company for use in rail has proved to be eminently transferrable to other industries. For example, recent projects on highways structures demonstrate the adaptability and flexibility that is required in rail.
Combined Soil Stabilisation (CSSL) is one of the largest stabilisation contractors in the UK. Following its success in diversifying from highways to include the industrial logistics and distribution sectors, CSSL is now bringing its skills and experience – supported by its plant and equipment fleet – to the rail industry. The basic premise of soil stabilisation is that unsuitable material is treated so that it can be used rather than replaced by imported virgin aggregate. This provides significant environmental and economic benefits and opportunities are anticipated in the future for HS2, which will require engineered embankments, trackbed strengthening, piling and crane platforms and temporary haul roads. Such benefits have already been realised on the Norton Bridge project, part of the Stafford Area Improvements Programme. CSSL adapted its highways experience to work collaboratively with the Staffordshire Alliance as new rail track works can be similar to highways in that they are linear, have multiple access
points and require flexible working. A proportion of the 230,000m3 of earthworks material was too wet to be usable. A soil modification technique solved the problem, improving the material for use in the works. Attention then turned to phased visits to strengthen the capping layer below the new trackbed, which was more than a kilometre in length. Involving CSSL early in any project in a collaborative team environment is critical to maximising the benefit for a project. Areas for discussion include advice on techniques that can be applied; mix designs; earthworks strategies; value engineering; alternative proposals and applications; and to commence building relationships.
SPI Appleton (SPIA) is a steel piling specialist that carries out permanent and temporary installations. Using its own plant and equipment, it covers a range of options that allows its in-house designers to produce solutions that are most appropriate to the project, rather than making the solution fit the existing equipment. The company has been involved in the rail industry for many years and carries RISQS accreditation. SPIA’s recent work has included a collaborative relationship with Network Rail and a Tier 1 company in the development of steel piling as an alternative to concrete for footbridges. Adoption of the method will be safer, quicker, more economical and require less possession time than concrete piling. However, SPIA usually works as a direct subcontractor to Tier 1 contractors,
or with sister company A E Yates Trenchless Solutions, with retaining walls, abutments, tubular foundations and temporary pits all regular requirements. SPIA’s extensive experience in marine environments on coastal protection schemes and major road bridges was recently put to good use on the collaborative Pont Briwet road and rail bridge project close to the North Wales coast. SPIA installed six cofferdams in the tidal River Dwyryd on a site with SSSI status. SPIA also supported AEYTS on both the rail bridge in Bristol and culvert collapse in the North East referred to above.
Vibro stone columns are not generally considered for use on the railway. However, Network Rail is looking at techniques to stabilise tracks that are laid on poorly performing subgrade. Where a new trackbed is to be laid, the use of stone columns, which are simple to install and require relatively little plant and equipment, could be considered. This is a cost-effective alternative to using large volumes of virgin aggregate or geotechnical mats, fabrics and meshes. The technique transfers load through weak material to bear on stronger strata at depth. Tritech has the design expertise to work with specialist rail consultants and the plant and equipment to carry out the works. Contact John Harvey, group marketing manager, for more information Tel: 01204 696175 Email: email@example.com Visit www.aeyates.co.uk April 2016 Page 51
Award-winning composite solutions for rail
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...designed for the future Industrial Page 52 April 2016
FRP Ballast Retention System
Passenger-protecting paving Viztek’s latest tactile paving is helping the company go from strength to strength, with the high-visibility system being used across Network Rail infrastructure
iztek is working hard to stake a claim as the UK’s leading supplier of surface-mounted tactile paving. Now entering its third year of trading, the Sunderland-based company has seen its turnover treble year-on-year; a figure it looks set to more than exceed going into its fourth year of trading. The company’s success has been underlined by its attention to detail and by its ongoing development of new products, all of which have been wellreceived in improving passenger safety across the UK rail network and have led to numerous awards for innovation. Reducing installation times Network Rail worked hand in hand in with Viztek in the development of the unique safety feature of its chamfered edge tactile paving system. The latest system reduces potential tripping hazards, which is vital for a product so close to the platform edge, and vastly reduces installation times due to there no longer being a requirement to add a separate edge fillet. Resulting in speedier installation times of 100lms per four-hour working window, as well as offering an aesthetically pleasing solid band of colour along the platform edge. ‘The new chamfered edge tactile design is a vast improvement and one we’re happy to endorse. We welcome improvements to products and materials used in and around the operational railway, particularly where safety is a key factor.’ NWR Asset Management South East Route. One other major factor and switch from the norm has been the introduction of Hazard Yellow tactile paving, an idea led by Network Rail, it tasked Viztek with producing the required tactile now being specified on more and more projects. The coloured tactile paving reduces annual maintenance costs by no longer having to paint yellow lines on the platform. The yellow tactiles act as the platform’s yellow
line and is now four-times wider than before, providing another much safer and cost-effective system. Chris Elliott, managing director of Viztek, said: ‘The chamfered edge tactile system has really taken off and it baffles me as to how such a simple innovation had not been developed before. Thankfully, we have patented the design to prevent our competitors from producing similar or inferior products. ‘All these factors, combined with the all-round quality of our products, can only but help to protect our growing reputation as the leading UK supplier of these products.’ Major plus points: • higher levels of slip resistance. Viztek’s in-house and independently UKAStested products more than exceed the current DfT/Network Rail guidelines • vibrant colour. The company’s Hazard Yellow tactiles offer a more vibrant yellow than any other supplier • attention to detail. Viztek’s tactiles have squarer edges and uniform thickness • stringent quality control. All tactiles produced undergo a stringent quality control process • a high quality, customer-focused service. Not just relying on the products that it has, Viztek is constantly looking at ways of developing and improving other
products and will be unveiling further new developments in the near future. The company is proud to announce joining forces with G-Tech Copers, a partnership it began just over a year ago. G-Tech is a leading supplier of recessed platform coper systems in the UK and recently relocated to a purpose-built £2 million production facility to cope with the increasing demand for its products. Approved application process To date, Viztek has installed 1,000’s of linear metres of its products, a trend that’s set to continue throughout 2016 and beyond, as the company offers the added bonus of single point guarantee by way of supplying and installing themselves via its approved application process. This process ensures that any project Viztek is involved in receives not only the best quality product but also the highest possible quality of installation, which adds to the lifespan of the system being installed and explains why Viztek is developing an edge over its competitors. Tel: 0191 5166606 Email: email@example.com Visit www.viztekltd.co.uk April 2016 Page 53
Safeguarding network security Cabling between train cars is put under many stresses and strains that could affect its reliability; HARTING has developed an inter-car jumper solution that is altogether more robust
or multiple-unit trains, it is imperative that each is reliably and safely supplied with the electrical lifelines of power, signals and data. Laying electrical cables in the car itself is not a problem since they lie protected in the floor or roof assembly. However, the transition cables, or ‘jumpers’, to the next car are exposed to high mechanical stresses that result from bending, stretching and twisting. Similarly, any externally-mounted cables are subjected to a broad range of environmental conditions such as UV radiation, heat, cold, rain, ice and snow. Ethernet communications Ethernet communication links are now being used widely, both within trains and for inter-car connections. The first generation of these interconnectivity solutions were developed to link systems for functions such as passenger information, entertainment, security (such as CCTV) and automatic passenger counting, and were largely based on 100 Mbit/s Ethernet technology running over Cat.5 cabling. As both communication technology and the economic and regulatory needs of the marketplace have evolved, there is now a need for further expansion in the capabilities of these networks, with additional capacity needed to meet the requirements of advanced train control systems such as ECTS (European Train
Control System); driver-only operation; train-wide data monitoring; and new public access services, such as Wi-Fi. More significantly, in many cases there has to be clear physical separation between critical and non-critical networks, so that systems responsible for train control and safety functions are fully protected against potential cyberattacks via the public access network. In performance terms, current Ethernet networks on trains operate at 100 Mbit/s and one Gbit/s, as this is the maximum practicable speed that can be achieved with the current generation of Ethernet switches. However, train manufacturers are looking to the future, so all new designs are specifying ten Gbit/s to allow for the higher speeds that will result from technological developments and the requirements of new applications. The next generation HARTING has developed an integrated modular solution that addresses the challenges outlined above, also providing future-proofing for the next generation of trains (figure 1).
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HARTING’s solution for these applications is based on an ‘open’ Han® 24 HPR hood and a range of inserts from the Han-Modular® industrial connector family (figure 2). The standard HPR housing has been approved by the rail industry and is already in use in the field. A threaded locking mechanism enhances stability and provides good protection against shock and vibration. Strain relief is achieved with a strain relief clip or a corrugated conduit adapter with strain relief. Shielding from several cables can be attached to shielding rings or clamping brackets to reduce cost. Instead of using bulkhead or surfacemounted housings, the interface at the car end is screwed directly onto a mounting plate, which results in significant cost and weight reductions. The result is a fully preassembled and tested inter-car connection that is pluggable from both sides by using the open hood (figure 3). HARTING also supplies mounting plates that are attached to the walls of the cars. HanModular®, Han Quintax® and Han® EEE inserts in Han® HPR upper and lower housings are fitted onto the power
World leading engineering, construction and rail support services. From design to delivery, construction to support, training to maintenance, Colas Rail delivers total solutions in all aspects of railway infrastructure, from high speed rail systems to light and urban rail. As award-winning specialists in the design and construction of all forms of railway, we focus our world-class performance in four key areas of rail infrastructure; Track, Rail Services, Rail Systems and Training.
For more information on Colas Rail: T: 020 7593 5353 W: www.colasrail.co.uk E: firstname.lastname@example.org TW: @ColasRailUK FB: Colas Rail UK Â Colas Rail, Dacre House, 19 Dacre Street London SW1H 0DJ, United Kingdom
April 2016 Page 55
networks. Using HARTING Han® HPR connectors with ground disconnect, these solutions provide full ten Gbit/s transmission that has been tested to IEEE 802.3. They’re compliant with fire regulation EN 45545 (1, 2 and 5 and EN 50155:2007) to ensure reliable application on rolling stock, and offer industryleading IP68 (submerged under pressure) and IP69K (high-pressure steam lance) sealing capabilities. HARTING also carries IRIS certification to meet the stringent demands of the rail industry. This includes certification to IRIS Version 02, which covers use at the trackside as well as on rolling stock. The modular nature of the Han® HPR family of products gives users the ability to mix signal, data and power interfaces in a single connector, along with the flexibility to incorporate up to six ten Gbit/s links in the connector.
and signal cables, which are routed through corrugated plastic conduit. In some cases, top-entry upper housings are used which mate with lower housings that are mounted on existing angle plates to optimise cable routing. The wires are protected inside the conduits to minimise the risk of abrasion. A pivoting threaded conduit connection is used to accommodate the dynamics of the application. Interference must be avoided between the power and signal lines which are routed very close to each other. In fact, the electromagnetic interference immunity of this system has been demonstrated during system testing. Future-proofing These robust jumper cables and customisable connectors provide sufficient bandwidth to allow expansion to accommodate the demands of future higher-performance communication
RFID transponders A recent development is the use of connectors fitted with industrial-grade Ha-VIS RFID transponders (figure 4). These transponders are extremely robust and can accompany the product from manufacturing through the broad variety of railway vehicles’ maintenance intervals all the way to replacement. The transponders permit the unique identification of the jumpers and monitor the maintenance history without errors throughout the product’s entire life cycle. This enables the precise analysis and classification of wear and tear, as well as the identification of errors and their source. In this way, Han® connectors with RFID support both product traceability and the integration of stateoriented maintenance of rolling stock. The result is an overall saving in time, money and life cycle costs. HARTING Integrated Solutions The modular gigabit jumpers have been developed and manufactured by
HARTING Integrated Solutions, a division of the company that designs and manufactures backplanes and backplane systems, as well as customised cable assemblies for a wide range of applications. The group’s activities range from design simulation and validation to comprehensive system testing. For the rail industry, HARTING offers a complete range of design and build solutions with the emphasis on saving space and weight. In addition to connectivity products covering highspeed data transmission at speeds of 40 Gbit/s or more, HARTING has developed a number of techniques for providing power to PCBs on board trains, on platforms or on the trackside (Figure 5). A common challenge in the rail industry is presented by high currents routed in proximity to sensitive PCB signal paths, which can cause problems in terms of PCB design and thermal management. HARTING offers the expertise to overcome these issues by developing custom backplanes and passive PCBs. A typical recent rail project handled by HARTING was the development of a rail (EN 50155)-approved chassis for an embedded drive controller at a lower cost than the existing customer product. For this application, HARTING developed a custom backplane, I/O and chassis. Another major project for HARTING was the replacement of a hard-wired relay rack for Vossloh’s Euro 3000 locomotive with a backplane-based solution that is lower in cost, easier to maintain and which offers enhanced flexibility as well as weight savings. HARTING Integrated Solutions is active as a fully integrated system developer and manufacturer, including production. Operating a global manufacturing footprint, the company has factories on three continents: Europe, Asia and North America. Each site has common equipment, tooling and procedures to provide seamless service to all global customers. Tel: 01604 827500 Email: email@example.com Visit www.harting.co.uk/rail
Page 56 April 2016
INTERNATIONAL HIRE & SALES
FOR ROAD RAIL AT ITS BEST CALL: 0870 050 9242 email: firstname.lastname@example.org or visit our website www.srsrailuk.com
Safeguarding cabling When it comes to cable protection, rail has to meet some of the most exacting standards. But, with no one-size-fits-all specification, how can one ensure that it’s done correctly? Flexicon takes a closer look
ystem integrity is essential for the functionality and safe operation of rail transport systems and infrastructure. When considering all of the different applications where power and data is vital – on both rolling stock and as part of the infrastructure – it will become clear that cabling is potentially exposed to extreme and diverse hazards. Simply supplying components to protect cabling is not the answer; there is a real requirement for technical solutions that can be proven to meet the needs of the application. Potential hazards could include, but are not restricted to, rain; snow and ice; flooding; UV light; thermal cycling from different temperatures; vibration; impact; abrasion; dynamic pulling; vandalism; and in extreme cases, fire. The first step is to conduct a risk assessment for the particular application, identify the likely hazards and then specify a complete conduit system to ensure the cable’s long-term protection. This in turn helps ensure continuity of power and data to keep vital systems functioning. It’s important to recognise that every industry wants value for money, so how
Page 58 April 2016
can it ensure that it is getting sufficient cable protection at the right price? Applying the principles of totex (total expenditure), the cheapest solution is generally not the best but, equally, it shouldn’t be over-engineered. A reputable manufacturer should be able to assist in both risk assessment and the specification of the most effective solution – both technically and in terms of value for money. Get it right first time and there is also less maintenance in the future. Quality assured To get the best solution, customers need to know which suppliers are the most reliable, in order to get the best flexible conduit system for their application. Product standards are of course vital, but at a time when the supply chain is expanding rapidly – with new suppliers entering the market all offering multiple solutions – the rail industry needs to ensure that the same quality standards apply to all. Many manufacturers in today’s market
can claim to be ISO 9001 certified, but the rail industry is well known for its exacting standards. Many applications are after all safety-critical, with the consequences of getting it wrong potentially very serious. With this in mind, it’s worth asking suppliers whether they meet the International Railway Industry Standard (IRIS). This standard complements the ISO 9001 quality standard but introduces specific rail industry requirements, auditing a company’s business processes, efficiency and systems. IRIS provides a common basis for benchmarking suppliers and assessing their quality procedures. It also helps ensure that any cost reductions are the result of innovation and production efficiency, rather than affecting the quality of the products or systems applied. Flexicon is IRIS approved for the design, development and manufacture of flexible conduit cable protection systems. Safety first Moving onto the flexible conduit solution, there are certain requirements that have to be met within the rail industry. The industry takes the issue of safety extremely seriously and has over the years learnt and then applied valuable lessons from past incidents. This is clearly seen in the lowering of fire risk, with rail having some of the most stringent specifications for low fire hazard products of all industries. Suppliers should be able to provide full independent test results to verify that their products meet all the necessary fire standards. Flexicon, meets the standards for UK rail, London Underground and other European and worldwide standards. It’s worth noting however that there is now a new European rail fire standard (EN 45545) that will eventually replace the current national rail standards and give an updated hazard level (HL) classification. This should make it easier for cable protection suppliers and where low fire hazard products are part of the specification, and it should be checked
that any cable protection in these areas meets this latest standard. Flexicon has a range of low fire hazard conduits in both Nylon 6 and 12 and metallic sheathed conduits that have been tested and approved to EN 45545 (HL3): the highest classification for both internal and external applications. Check the small print Even when sure that the system specified meets requirements on paper, it’s sometimes worth digging a little bit deeper to ask how the product was actually tested. One area that most people think they understand, but which can easily be misinterpreted, is a system’s IP rating. When it comes to water ingress, it’s not simply a case of specifying the
highest test and assuming that it will be okay. The standard actually states that products with IPx6 ratings, for instance, can’t be assumed to meet lower IP levels. This is because, above this level, each has a different type of test and is subject to different conditions and environments. In practice, water ingress could come from a variety of sources including rain, wash down, steam cleaning and, with the recent and much-publicised floods, immersion. This latter test raises an interesting point for specifiers looking at the IP ratings table. The standard for IPx7 is perfectly clear: ‘30 minutes immersion under one metre of water’. However, by demanding a higher performance than this, IPx8 is open to interpretation, which states: ‘Immersion at a depth (pressure) and time stated by the manufacturer, but must be more onerous than IPx7’. In other words, the manufacturer decides the exact nature of the test, so check with them what they mean by IPx8. For the record, Flexicon has conducted tests on products immersed under one metre of water for 72 hours. The company believes that this mimics what the cabling might be subjected to if there are floods covering infrastructure. Final thoughts With an influx of new suppliers and solutions for cable protection, it’s worth taking the time to get the specification right. Check that the supplier can claim IRIS approval and that their products and systems meet the relevant product standards. But beware: sometimes it will be necessary to dig a little bit deeper and
ith power and data cabling often supplying safety-critical equipment, Flexicon has launched Flexicon Ultra, the UK’s strongest one piece, IP68 and IP69 flexible conduit fitting for cable protection in the rail industry. This includes integrated sealing technology that offers a lifetime sealing solution, creating peace of mind and performance integrity. Said Tim Creedon: ‘The security of the fitting is absolutely essential to ensure ongoing cable integrity for both rolling stock and infrastructure. The consequence of failure for the continuity and quality of service is vital for rail operators and in some cases such failure could be dangerous. ‘When you consider the potential hazards faced by flexible conduit systems, the specifier has to consider the complete system, with the conduit-to-fitting and fitting-to-equipment interfaces being crucial.’ The design of Flexicon Ultra, with its six teeth positioned around its diameter, gives it a higher tensile strength than any competitive fitting – up to 70Kg. These teeth also provide anti-vibration and shock protection (tested to EN 613373 cat2) and provide enhanced tamper protection. Depending on the conduit specified with the fitting, it provides an IP rating of IP66, IP67, IP68 (2bar) and IP69. All of this functionality is supplied by a one-piece fitting that is simply pushed into place and twisted to secure. If needed, it can be removed using a screwdriver. ‘By combining Flexicon Ultra with a conduit that protects against the hazards faced by power and data cabling’, concluded Creedon ‘there is no better way to ensure continuity of supply for safety critical applications.’
ask how these tests were completed. Get it right and it will result in many years of maintenance-free, safe electrical and data connectivity. It’s not even worth thinking about the potential consequences of getting it wrong. Authored by Tim Creedon, sales and marketing director at Flexicon
Tel: 01675 466900 Visit www.flexicon.uk.com
April 2016 Page 59
T H E F U T U R E C O M I N G F R O M T H E PA S T
Tratos High-Speed Rail New generation of Enhanced fire resistant cables for High Speed (HS) rail applications and for traditional railways. Tratos supplied Freccia Rossa the Italian Railways on the project “Alta Velocità” (High Speed).
Visit our stand E21
Tratos Ltd - 10 Eagle Court, London EC1M 5QD, United Kingdom tel. +44 (0) 7799798775 e-mail: email@example.com Page 60 April 2016
Upping the standards of transit cabling Cable manufacturer Tratos has achieved product approval from Italy’s principal certification body, IMQ*, for its latest fibre optic communications cable – Tratos Dual Fire Barrier
mall, compact and lightweight, the Tratos Dual Fire Barrier cable meets several exacting industry standards and has been designed specifically for underground and metro systems, and Crossrail. With its ease of installation, the cable, with ZHLS (zero-halogen lowsmoke) sheathing, was tested in February and is one of the first products to have achieved the requirements of LU1-085, BS EN 187000:1994 and IEC 60794-1-2. Tratos has manufactured cables for rail and mass transit applications for the past ten years. Designing innovative, fire-resistant products for high-speed applications, the company is often called upon to develop products that meet high quality industry, as well as specific client specifications. Standing up to tests In testing, the Tratos Dual Fire Barrier cable achieved positive results, achieving a lower than required increased attenuation maximum for the crush strength test. For the smoke density/emission test it recorded a minimum value significantly lower than required, and the degree of acidity (ph and conductivity) test also achieved a minimum level lower than required. Tratos specialises in the production of signalling, power, control and telecommunications cables for the railway industry. It aims to bring added value to all its products, providing its customers – some of the largest rail companies in
Europe – with technological innovation and the latest cable designs. A supplier to Ferrovie Dello Stato, Alstom, Bombadier, Ansaldo Breda and Hitachi Solutions, Tratos has DVE, Lloyds Register, IMQ, PT and LUL approval.
Italian success Last year the company was awarded a framework contract worth up to £2.3 million to supply railway signalling and power cables for Rete Ferroviaria April 2016 Page 61
Italiana (RFI), the company responsible for Italy’s track infrastructure, stations and installations. RFI also manages the investment in upgrading of railway lines (high speed and conventional) and associated technological development. Tratos has been working with RFI for more than 40 years and has supplied cable for high speed lines. In this instance, the combination of Tratos’ recognised approvals to key standards and its high performance across all five UK and Italian factories were critical to the contract’s award. In addition, the cable’s hard-surface, high resistance and ultra-flexibility (built to withstand abrasion and high-stress levels) make it one of the strongest in the market and ideal for this application. The special 3 kV cable, which will be supplied over the next five years, also offers a generous bending radius for easier installation. Increasing capacity The company’s structural expansion continues in the UK with its Knowsley plant, completed late last year, increasing in size four-fold. An additional £4 million will facilitate new machines to speed up and increase capacity for the UK’s second largest cable manufacturer by September this year. Meanwhile, its Italian factory in
Tratos will highlight its digitalready cabling capability at Infrarail 2016 this month. Chris Harris, sales manager, mass transit at Tratos will present: ‘Cables for digital railways’ at 12.15 on 12th April at Infrarail. For more information visit the Infrarail website: www.infrarail.com
Pieve, Tuscany is to receive an additional £6 million investment to fund new machines and infrastructure. Maurizio Bragagni, chief executive officer of Tratos UK, said: ‘The level of investment we’ve dedicated to our manufacturing facilities is a clear sign
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of our future commitment to remaining innovative and at the forefront of our industry. Our customers are at the heart of our business and we now sell to around 50 countries worldwide.’ This year the company, which employs more than 300 people in five factories in Italy and the UK, celebrates 50 years of designing and developing electrical, electronic and fibre optic cable solutions. For further information about Tratos and its cable solutions, go to its website. Visit www.tratos.co.uk *IMQ is a European leader in conformity assessments and laboratory tests for the electrical, electronic, gas and energy industries.
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K labelling manufacturer Silver Fox has extended its labelling range with the arrival of its low-smoke, zero-halogen (LS0H) adhesive labels. Ideal for applications where equipment needs labelling in an LS0H environment, they’re made from the same material as Silver Fox’s LS0H heat-shrink. The label is available in white and yellow and complements the widely used Legend Heat-shrink and Fox-Flo tieon cable label. Where LS0H is not required, Silver Fox offers raised profile labels and adhesive metalised polyester labels that can also be used as asset tags. Standard, Advanced and Professional All these label types are printed on using Silver Fox’s Fox-ina-Box® thermal printer kit. The kit has evolved into three levels: Standard, Advanced and Professional*, with each level adding additional software functionality. Part of Silver Fox’s commitment to helping users of its system to manage costs, the company says that whatever label is printed, ‘it’s the same software, same printer, same ribbon’. Furthermore, the Plug ‘N’ Play printer can save both time and labels, due to the fact it allows the user to run any of the labels without the printer requiring set-up time. Start-up costs begin at £450 and include: the DTP1/300 printer; full-length ribbon; Standard software and connecting leads. What differentiates this system from others on the market is that it gives the user the opportunity to upgrade to more powerful levels of software functionality without forfeiting their initial investment. In short, it’s a seamless upgrade path. All users of Silver Fox’s labelling system are entitled to automatic and free online updates for life, a wellstructured operation that’s been part of the company’s offering for the last ten years. The software works on all PCs with operating systems up to Windows 10. For users needing assistance, all software packages include video help modules that Silver Fox maintains will help all customers get up and running in five minutes.
Bespoke products Innovative and forwardthinking, Silver Fox also offers custom-made engraved labelling for internal and external use. Endurance® Traffolyte engraved labels are made from high quality materials and are ideal for interior use, while the Endurance UV-stable acrylic material is suitable for exterior labelling. In addition to its Traffolyte and Acrylic labels, Silver Fox also offers bespoke stainless steel labels. All these items can be produced to the customers’ own specific message and size requirements. Silver Fox is ISO 9001:2008 registered, part of the company’s recognition that the quality, durability and reliability of labelling solutions is critically important. It independently tests the labels according to a number of different demanding situations and conditions. Customers can download test results from www.silverfox.co.uk. Silver Fox is a UK-based company and is proud to design and manufacture its products, which are sold throughout the world, in the UK. Its manufacturing facilities are in England and are able to constantly manage and control production to ensure that there is a consistently high standard. Silver Fox prides itself on putting the customer first – whether local or far-flung – and always takes the minimal amount of time to make a delivery. Backing up this efficiency, Silver Fox has received a number of positive reviews from
international customers pleased with the speed of delivery. One such customer in Thailand was astonished and delighted to receive their products within three days of placing their order. For further information, visit Silver Fox’s stand (F44) at Infrarail 2016 or contact the company *Barcodes and graphics can be used on any label via the Professional software. Tel: +44 (0) 1707 37 37 27 Email: email@example.com Visit www.silverfox.co.uk April 2016 Page 63
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In the passenger seat David Sidebottom
Which way next? The message from previous focus groups remains true, says David Sidebottom: think about the industry’s structure if that’s what it takes, but delivering a service that meets passenger needs should come first
he rail industry has made positive steps in boosting the passenger voice as it plans for the future. We’ve seen improvements to the way long-term investment decisions are made and franchises awarded but there is still a long way to go. Huge amounts of money are invested in the railway but does the industry get the right amount of credit when headlines are all about disruption and delay? It is important that the conversation about the future of the railway remains focused on the important issues of what passengers want or need – and not internal industry wrangling over
‘Passengers in our focus group research told us what they would like to see from industry structures. Once passengers had recovered from the initial shock of understanding just how complex the industry is they came forward with powerful points’
who does what. Projects such as the Bath line closures benefitted from involving passengers right from the start in the planning, giving them realistic expectations of the ‘pain’ to be endured during delivery, and compensating them for particularly inconvenient periods. We helped Network Rail and GWR tailor its information to what passengers needed to hear.
Everyone you talk to is bound to have an opinion on what this means. I am regularly told that the key issues facing passengers are overcrowding, late trains, poor reliability, trackside litter, visible and helpful staff, ticket prices and having your ticket checked. The list goes on. But how do you really get to the bottom of what passengers want? We talk to rail passengers in their thousands – about April 2016 Page 65
‘Passengers in our focus group research told us what they would like to see from industry structures. Once passengers had recovered from the initial shock of understanding just how complex the industry is they came forward with powerful points’ 80,000 this year – plus a huge number of people working in the rail industry from the front line to the chief executive. Passenger satisfaction is broadly high. Our National Rail Passenger Survey most recently showed a slight increase in overall rail passenger satisfaction to 83 per cent across the country, reversing
Page 66 April 2016
previous declines. However, the overall scores for commuter satisfaction were 76 per cent, compared to 85 per cent for business and 90 per cent for leisure travellers. Satisfaction varied by train company, from 73 per cent (Thameslink) to 97 per cent (First Hull Trains). There was also a wide amount of variation on individual factors – value for money by individual routes within train companies went from 33 per cent (Thameslink: South) to 78 per cent (Grand Central: London-Bradford). Value for money tops list When we asked passengers about their priorities for future improvement, across Great Britain value for money tops the list once again. We know from other research that when passengers are answering this question they are, of course, focusing on the price of their ticket. However, they also consider the basics of getting a seat, a punctual service that is frequent and delays dealt with in an effective manner. Of course, there is then the fact that priorities change by train company, route, season, where you got on (a seat is a luxury on some journeys, an absolute necessity on others) and many other factors.
What rarely comes up is the structure of the railway – who runs the network or the individual train company. The name Railtrack provokes shudders – but few outside of the industry could even tell you who manages Britain’s infrastructure or what Network Rail does. Passengers in our focus group research told us what they would like to see from industry structures. Once passengers had recovered from the initial shock of understanding just how complex the industry is they came forward with powerful points. First and foremost passengers wanted to see improvements to their rail services – any review or change to structures or processes must focus on tangible outputs. A clear sense of direction and the assurance that ‘somebody’ has a clear vision for the railways was of key concern. But they also wanted to see that there was ‘someone’ in charge when it comes to the delivery of services to the passengers. It would be interesting to re-run this work to see what has changed of late. But we think the message remains the same: think about structure if that’s what it takes, but delivering a service that meets passenger needs should come first.
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Delivering the goods Chris MacRae
SO strong Chris MacRae looks at the implications for freight of the Shaw Review
s at the time of writing this month’s column Nicola Shaw’s report on the future funding and structure of Network Rail was due to be published at the same time as the Budget. It seems highly likely the report will recommend full autonomy for Network Rail’s routes and the hiving off of some of them as long-term concessions. In any case Network Rail already appears to have jumped the gun on this and begun devolving itself to Route level. The ScotRail Alliance between Network Rail Scotland Route and Abellio ScotRail, the franchised Toc of the Scottish government’s national passenger train
‘If our fears are confirmed and the ultimate playing out of the Shaw Report is to dismiss the call for anything other than a very ‘thin’ SO, doing just long-term strategic planning, FTA will be stating very clearly that the UK’s key supply chains would be endangered if such recommendations were adopted without modification’ April 2016 Page 69
‘Without this, Foc’s would have to negotiate for paths with each and every route and attempt to stitch together an end-to-end service for the customer – the scope for delay, cost and inability to grow rail freight is all too apparent in this’ franchise, looks like being the view of the future. FTA has no problem in driving greater efficiency and responsiveness in the infrastructure provider by delegation of ‘production’ to the routes or concessions – the operation, maintenance and renewal of infrastructure – but we are somewhat concerned about the potential damage this could cause to long-distance services and especially to freight, most of which is
of course cross-Network Rail border, and is a genuinely cross-Britain activity. We believe, together with other trade associations and interests in the freight sector, that it is essential that there should be a strong central System Operator (SO) responsible for train access planning and pathing across the network, plus high level control to manage diversions at times of line closure. Without this, rail freight operating companies would have to negotiate for paths with each and every route and attempt to stitch together an end-to-end service for the customer – the scope for delay, cost and inability to grow rail freight is all too apparent in this.
of Britain and Anglo-Scottish intermodal trains carrying consumer goods. FTA has articulated these concerns in our submissions to the various government rail reviews (Hendy, Bowe and Shaw) and in the engagement sessions with the various review teams. We will obviously look to comment on the Shaw Report when released and any subsequent further consultation on its options. FTA will very much do this from a rail customer focus of what the report does (or not) do for customer confidence in investing in modal shift and/or continued use of rail freight. We look forward to developments.
Key supply chains endangered If our fears are confirmed and the ultimate playing out of the Shaw Report is to dismiss the call for anything other than a very ‘thin’ SO, doing just long-term strategic planning, FTA will be stating very clearly that the UK’s key supply chains would be endangered if such recommendations were adopted without modification. Examples include the main freight traffics such as containers from Felixstowe and Southampton to Midlands Distribution Centres, the North of England and Scotland, aggregates from Leicestershire and the Mendips to the rest
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Laying down the law Martin Fleetwood
Have you met your ESOS obligations? For those Toc’s required to comply, if you hadn’t done so by 29th January 2016, the Environment Agency (or equivalent in Wales, Scotland or Northern Ireland) may begin enforcement action, warns Martin Fleetwood
ow that the first compliance phase of the Energy Savings Opportunity Scheme (ESOS) has passed, rail businesses are at risk of financial penalties for non-compliance if they have failed to take action and register their notifications of ESOS assessments with the Environment Agency. ESOS implements part of the EU’s Energy Efficiency Directive (2012/27/ EU) which requires large enterprises to introduce a mandatory programme of energy audits. More than 9000 of Britain’s biggest companies, including many in the rail sector, are required to comply. The initial audits were required to be carried out by 5th December 2015 unless the business was fully covered by ISO 50001 compliance. Subsequent assessments are required every four years. ESOS compliance applies to rail businesses that on 31 December 2014 or in the 12 months before: (i) employed 250 or more people; or (ii) had an annual turnover in excess of 50 million euro (£38,937,777) and an annual balance sheet total in excess of 43 million euro (£33,486,489). It also applies to overseas companies with a UK registered establishment which has 250 or more UK employees (paying income tax in the UK). Qualifying rail businesses were expected by the Environment Agency to complete a compliant ESOS assessment and by 5th December 2015. Anyone who failed to do so will be at risk of enforcement action including the possibility of civil penalties. However, under the regulations the regulators are able to waive or modify enforcement action and penalties relating April 2016 Page 73
Top tips for rail businesses If you missed the deadline: 1. appoint a lead assessor (if one is not already appointed) 2. contact the Environment Agency (or national equivalent) and tell them where you are with your audit. Organisations looking to achieve compliance through ISO 50001 have until 30 June 2016 to comply
to non-compliance; but it is expected that the relevant organisation would be working towards compliance. The Environment Agency has the ability to exercise discretion when taking enforcement action and in certain cases can give until 30th June 2016 to achieve ISO 50001 (international energy management standard) certification as a form of compliance. For an industry that consumes vast amounts of energy, understanding and identifying how to reduce your carbon
footprint isn’t always an easy task. The analysis and implementation of new energy efficiency projects can be a time consuming and complex task. However, if you were not compliant by 29th January 2016, then the Environment Agency (or equivalent organisation in Wales, Scotland or Northern Ireland) may review your actions and begin enforcement action against your organisation. Martin Fleetwood is corporate partner, Shoosmiths
3. complete the ESOS energy audits as soon as possible. More information is available from the ESOS section at the Environment Agency ESOS@environmentagency.gov.uk 4. ensure senior management and the board are aware of the requirements and the risks of noncompliance 5. ensure that you maintain all records of actions and the audits in an evidence pack.
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Tweaking the tiger’s tail: will competition stir? The CMA’s final policy paper(1) on competition in passenger rail services envisages more open access operators, and a potential end to rail franchising for certain services. Is there a lack of competition in GB rail, and, if so, should anything be done differently, asks Andrew Meaney
hose of us who’ve had the privilege of working on a rail franchise bid know that they typically involve around nine months of your career thinking about little else than complying with a myriad of requirements from the client body, and how to beat the competition. What are they thinking? Is your ‘bit’ of the bid better than the other side’s same ‘bit’ of their bid? So the idea that the Competition and Markets Authority’s final report into the extent of competition in passenger rail services in Great Britain finds that there would be benefits from more competition, may on the surface seem somewhat baffling. However, as I have mentioned in previous columns, the franchising process pursued by the Department for Transport (DfT) has increasingly involved potential operators bidding for monopoly rights to provide services. Once the operator has mobilised, it is often the sole train company available to passengers for many years, with strong incentives to maximise the revenue taken from them, and keep a lid on costs. The resulting monopoly profits are paid to DfT in the form of reduced subsidies, or premium payments. While the reducing subsidy to the industry enables government to buy more for passengers (see, for example, the increasing quality requirements in recent franchise bids), it is questionable whether outputs designed by the DfT really give passengers what they want. And this process is only repeated once every seven to ten years, so changes in the market (e.g. the standard of service passengers expect) are typically not reflected in what is being provided, except with a long lag. Whereas consumers are increasingly expecting to find service provision that meets their needs, to prevent them from going elsewhere. Reflecting these characteristics of
the status quo, the CMA has, based on work undertaken by Oxera with Arup(2), recommended a number of changes. On inter-city routes, it wants to see more open access services being allowed to take up paths on the network. Where this is less feasible, it wants to see franchises being split, to ensure that monopoly rights are a less prevalent feature. However, in the longer-term, it thinks there is a strong case for developing a new approach - auctioning paths on the network to allow operators to produce services and service patterns using the capacity, subject to certain restrictions – rather like the system for auctioning spectrum to mobile phone operators. The CMA believes the evidence from existing open-access operators, and other sectors, points to these options delivering: • lower fares and growth in passenger numbers • greater incentives for operators to improve service quality and innovate • greater efficiency by train operators • more effective use of network capacity(3). Less control over use of capacity What are the potential issues if these
options were implemented? For one thing, it means that funders would have less control over the use of capacity. For the current franchising system, funders (such as the DfT or Transport Scotland) specify how paths are used on the network, which may help underpin the case for enhancement projects. However, arguably open access or licensing enables a more market-driven approach to using new capacity – perhaps using fewer vehicles while demand builds, and changing stopping patterns over time to improve capacity utilisation. And path auction in
April 2016 Page 77
‘... the DfT is in the driving seat, and may choose to ignore the CMA’s analysis. These proposals (especially auctioning of paths) require considerable refinement, and are certainly controversial. Whether the CMA stays actively involved in this debate will probably determine the degree of change we see in future’ particular would involve operators paying Network Rail upfront for the right to use a path or paths for a number of years. Currently, open access operators pay lower access charges to use Network Rail’s infrastructure than franchised operators. Therefore, unless the charging regime were amended to put open access operators on the same basis as franchised operators, an expansion of open access operations would lead to a reduction in funds available to Network Rail. In addition, competition between a franchised operator and an open access operator may reduce the ability of the franchised operator to pay premiums (or equivalently, to reduce the subsidy requirement) to the DfT – although this
effect would be mitigated in the case of path auctions. To overcome this, the CMA proposes a ‘Public Service Obligation (PSO) levy’ on access charges that open access operators would start to pay from 2019. Effectively, this would offset some of the lower premium payments that DfT would receive as a result of increased competition to the franchisees (noting that if open access acts to squeeze more capacity out of the current system, this would increase Network Rail’s revenues). This would make it more likely that open access applications are approved. Currently they have to demonstrate that the services being introduced take limited amounts of revenue from franchised operators. However, it might also affect the viability of open access services, so the level and design of this levy will be critical. Finally, with many operators using the track, there is a perception that punctuality may deteriorate, either due to overall increased capacity utilisation, or due to coordination issues. A radical solution to the former is to remove (‘despecify’) paths from franchises, such that overall capacity utilisation remains the same, but the benefits from open access are introduced. In relation to the latter, this is a valid concern, and would have to be overcome through close coordination
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between Network Rail and the operators concerned. Where does this leave the industry? Much depends on implementation – the CMA thinks the first test will be how DfT treats the new Great Western franchise later this decade, with the PSO levy being introduced around the same time. Of course, the DfT is in the driving seat, and may choose to ignore the CMA’s analysis. These proposals (especially auctioning of paths) from the CMA require considerable refinement, and are certainly controversial. Whether the CMA stays actively involved in this debate will probably determine the degree of change we see in future. Either way, it is up to DfT to grasp the nettle, and deliver competition on rail for passengers. Andrew Meaney is partner and head of Oxera’s Transport Team
1. CMA (2016), ‘Competition in passenger rail services in Great Britain: A policy document’, 8 March. 2. Arup and Oxera (2015), ‘Impact Assessment of the CMA’s Options for Increasing On-Rail Competition’, 31 December 3. CMA (2016), ‘CMA signals route for greater rail competition’, press release, 8 March
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The great north of England rail gamble As new franchisees start to deliver on their promises of extra services, more capacity and new rolling stock, we reflect on the likely costs and how it is all to be paid for
n the month that sees two further new rail franchises start in the north of England, we are also seeing another step on the route of local rail devolution, with the assumption by Rail North of responsibility for the joint management with the Department of Transport of both Northern and TransPennine. These are big changes, with an apparently fundamental change of approach to local rail services across the northern half of the country. Back in 2004, the approach to the Northern franchise was very much ‘here’s this very expensive railway: please run it as cheaply as possible, and don’t even dream of spending any money on it.’ The new franchisee was faced with a fundamental review of the operation of all the services within the first few months, and for a while there seemed a very real prospect of another round of service cuts and maybe even line closures. Fortunately, the review by consultants SDG concluded that the network as it stood did offer good value for money, and sterling work by the Northern company with help from the now-defunct Regional Development Agencies managed to secure some investment in additional capacity for the region’s busiest routes.
Fast forward twelve years and the contrast could not be sharper: despite the prevailing mood of austerity in Whitehall, the Treasury has been persuaded to stump up for some new rolling stock – both to replace the hated Pacer fleet and to provide extra capacity – and an ambitious Train Service Requirement has been put into place with new operators Arriva. A programme of electrification is underway, albeit much delayed, covering key routes including the TransPennine corridor.
Intriguingly, High Speed 3 is envisaged to boost further the capacity and quality on the rail routes that parallel the increasingly congested M62 Motorway. Money on top of existing costs However, nobody should be in any doubt that all this is going to cost a very great deal of money – and this on top of the very great deal of money that the railway already costs. According to the DfT’s published statistics, the Northern
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franchise cost taxpayers £484 million in 2014/15 – £112 million in direct subsidy from the DfT, another £123 million routed via the local Passenger Transport Executives and combined authorities, and a further £248 million in Network Grant paid directly to Network Rail. TransPennine clocked up another £153 million; £43.5 million in direct subsidy and £153 million via Network Rail. The passengers, meanwhile, contributed around £457 million according to the latest Toc accounts (£243.5 million at Northern in the year to January 2015, and £213.5 million at TPE in the year to 31 March 2015). This level of subsidy is currently supporting a largely life-expired fleet of rolling stock that urgently requires refurbishment – which will cost money; once you add this to the existing leasing costs and the promised new trains – 500 vehicles at Northern and 281 at TransPennine – and the additional access charges needed to pay for the infrastructure – then the sums required start to grow very quickly. A further challenge is that, over the life of the new franchises, Arriva has said that it will reduce subsidy requirements by £160 million in seven years, while FirstGroup is proposing to eliminate
subsidy altogether over the same timescale – and pay £400 million worth of premiums. The scheme is, therefore, reliant on two factors to make the sums add up: a belief that there is further supressed demand out there which could be unlocked if you provide the capacity to carry it; and secondly a belief that the investment and improvements will themselves act as a stimulus, thus driving forward the government’s cherished Northern Powerhouse project to revitalise the economy of the whole of the north of England. History is certainly on the side of those who believe that further growth in demand can be stimulated. After all, even with its limited capacity and increasing overcrowding problems, Northern has seen demand rise by some 42 per cent, from 67.7 million to 96.4 million passenger journeys since 2005. TPE, which was at least allowed to invest in a new fleet at the start of the franchise, has seen demand broadly double since, which is impressive even allowing for the gains from adding the Manchester Airport – Scotland route to its network in 2007. Northern Powerhouse difficult to predict The success of the Northern Powerhouse
project is a more difficult one to predict: in a very uncertain economic climate, with world trade hardly growing, it really is difficult to see where all the new jobs might come from. There are still, too, economists who doubt the view that simply putting better transport links in place will drive economic and employment growth; historians can also point to the huge spending on roads infrastructure throughout northern England in the 1960’s and 1970’s with the motorway and trunk roads programme, and its ultimate failure to redress any of the growing economic imbalance between north and south. None of this is, of course, a reason for not trying: quite clearly, doing nothing with either the economy or the rail network in the north of England is not an option. Aside from what benefits they might deliver in the future, railways are already much too important to the prosperity of cities such as Liverpool, Manchester and Leeds to be allowed to wither on the vine. All we can do is wish the new teams at Northern and TransPennine all the very best with their new challenges, and hope that they can deliver against the promises made. If they do not, it may well end up costing us all a very great deal of money. April 2016 Page 83
The light at the end of the tunnel Hidden amidst George Osborne’s seasonal bombshells is not quite the end of Network Rail as we know it, but a transition in structure and form that could change it forever, says Toby Ashong
ast year, I wrote that at 200 years old, UK rail needed a new operating model. A number of forces and circumstances had conspired to destroy confidence in the sustainability of the existing model and the resulting wind of change has been howling for some time now. With all the recent lobbying and counterlobbying around UK rail, a layperson could be forgiven for being confused. Over the past few months there have been equally loud voices variously arguing for renationalisation, privatisation, breakup, vertical integration and a range of variations on these themes. The only constant in all of this is the cost of uncertainty for an industry that is faced with delivering more of the same, as well as more change than it has been faced with in modern times and all at lower cost. Whilst our government’s dithering over the best location for new airport capacity, along with our how-late-is-stillbetter-than-never policy on ensuring we can keep the UK’s lights on have both attracted more column inches, this is no less significant and certainly more imminent.
Since the days of British Rail (I wonder whether they’d still be getting there?) the rail industry has been split into two distinct sets of activity focused around infrastructure provision and service delivery. Franchising, the privatisation of the latter, was supposed to deliver greater customer-centricity and efficiency by applying private sector expertise and focus. The more strategic matter of investing in the network was considered best kept in the hands of a single, integrated and publically accountable body, Railtrack, which became Network Rail. Whether passengers are happier and/or paying less than they otherwise would, remains a separate and for now largely academic debate; and in any case, the answer says more about many other things than it does about the service providers or the wisdom of franchising itself. The recent debate has been focused more on the ownership and form of Network Rail and whether it is the right solution for the business of infrastructure provision. So, if rail is to finally follow electricity and water in being broken up into more devolved local entities, what lessons can
‘This ends a period of great uncertainty and initiates a significant transformation of an industry with which the UK has long had a very special relationship’ be learnt from the past 25 years of other public infrastructure? 1. Local, devolved and vertical integrated To all intents and purposes and from most users’ perspective, the electricity being produced in one place does not vary from that produced elsewhere. This lends itself to a clear separation April 2016 Page 85
between supply and distribution (at least for now). Furthermore, electricity is difficult to store in large quantities but can be transported great distances in near real-time. It therefore lends itself to being managed at scale. In contrast, water is by necessity, sourced, stored and provided locally and this brings different advantages. A more devolved railway would enable local service providers to exert greater control over infrastructure provision through either commercial partnerships or full vertical integration. This is analogous to what has happened to local government and brings many of the same benefits, creating the scope for local needs to be better met through more regionally-appropriate solutions. It also creates the potential for service providers to make longer-term trade-offs and take greater ownership over outcomes (in plain English, this should mean bettermet local needs, better value for money and less scope for finger-pointing when things go wrong). 2. The not-so-fat controller Like a rail network, the electricity system is interconnected, has safety and system stability considerations and relies on realtime capacity management to maintain system integrity. For these reasons, some degree of overall system control is
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required and any form of devolution and/ or privatisation must allow for this. In the case of electricity this role is played by National Grid, who ensures that the national balance of supply and demand and hence the real-time stability of the network are maintained. For rail, where far greater demand predictability makes the role significantly smaller but no less critical, a similar dynamic would require an overall system operator. The corollary of greater devolution here is a greater reliance on and the importance of clarity in this role and its relationship with the more devolved parts of the organisation. 3. The fallacy of monopolies and guarantees If the ingredients of the solution seem relatively straightforward, the complexity will arise in transition and in the interfaces. The organisational units created through any version of devolution will need to stand more alone than they previously have and will need greater capability locally as well as clarity over what is expected of them and what to expect of others. More than all of this, they will need to develop new capabilities in order to become effective and efficient businesses in their own right. Chief amongst these capabilities will be agility. 25 years down the line, our privatised
utilities are still facing momentous changes as distributed generation changes the role of the electricity network, and water companies face up to the prospect of competition in areas previous seen as sacred monopolies. In business, as it is in nature, the most adaptable will thrive so these newly created entities will need to rapidly transform themselves to survive and deliver in their new environment. So hidden amidst George Osborneâ€™s seasonal bombshells is not quite the end of Network Rail as we know it but a transition in structure and form that could change it forever. This ends a period of great uncertainty and initiates a significant transformation of an industry with which the UK has long had a very special relationship. Most encouragingly, while the UK rail debate started far later than its energy or aviation stablemates, it has with relative speed come to a clear conclusion before either. In so doing it has proved, against the laws of physics, that trains can be faster than both planes and, astonishingly, electricity itself! If the ensuing changes can be delivered with corresponding speed and efficiency, it could be a great legacy. Toby Ashong is head of infrastructure â€“ KPMG Boxwood
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Finally, real privatisation Let us hope ministers will support the CMA’s findings and act. The old arguments put forward by those opposed to more rail competition no longer wash, says Tony Lodge
quarter of a century since John Major introduced his White Paper to privatise the railways and real ontrack railway competition finally looks like it can now be delivered. Last month’s Competition and Markets Authority report has chosen the most radical of its four options: a more open access structure for the railways to deliver more choice and innovation for passengers. This is good news. If delivered by the policymakers then this development will give the railways
‘It is exactly ten years since Grand Central secured its track access rights from the ORR. Those early open access pioneers took the risk and developed new rail markets across the North East and then West Yorkshire. I suspect many people did not realise that from these early beginnings we were actually witnessing the precursor of a whole new railway policy which those with the old ‘BR’ mindset can no longer ignore’
an improved role in growing Britain’s economy. The Centre for Policy Studies has been campaigning for this since 2013 when the Rail’s Second Chance paper published evidence-based research which showed more competition delivered lower fares, more and happier passengers, more routes, busier trains and more innovation. We focused on the East Coast Main Line (ECML) which connects London King’s Cross with the North East and where open access competition with the franchise has become well-established and supported. Since 2013 we have maintained our campaign to make the case for more open access train operators to be allowed to compete with the franchised rail operators and develop new and previously poorly served rail locations. Grand Central and Hull Trains have returned long distance high speed trains to towns and cities across the North which lost their old BR services years ago. Large new rail markets have consequently been established as well as delivering direct competition with the franchise holder. Fastest growth in EU But why is more rail competition really
important? Apart from our ideological belief in competition to drive innovation and better customer service Britain is also facing a fast growing network; it has experienced the highest growth in the EU. The statistics are striking. The number of train journeys made each year has more than doubled since the late 1990’s. 1.65 billion passenger rail journeys were made in the last 12 months, compared with 801 million in 1997. This means rail travel in Britain is hitting the same figures as seen in the 1920’s, when the Flying Scotsman was introduced. But this is happening on a network half the size. People make an average of 24.7 train journeys each a year, a 60 per cent increase from the mid 1990’s, when private operators took over running UK train services from British Rail. The growth in journeys is thus faster than it is in France at 25 per cent, Germany at 23 per cent and the Netherlands at 10 per cent over the
April 2016 Page 89
same period. This raises huge challenges such as squeezing more and better trains on the network to cope with demand and also addressing the passenger’s nightmare of overcrowding. But in itself it reflects a huge policy and sector success. No less importantly, the taxpayer is footing less of the bill for maintaining and running the railways. Fares income covers the £9.5 billion annual cost of train services, with government support being used to fund infrastructure. The average price paid per passenger mile has increased by 6.7 per cent, adjusted for inflation since the mid-1990’s, and the profit made by operators has fallen from 3.6 per cent of revenue in 1997 to 2.3 per cent last year. Consequently, the demand for better services has been growing, with rail passengers consistently complaining about annual price rises and overcrowding. When John Major privatised the railway he promised three things; competition, innovation and investment. He said competition would drive innovation and investment, but as we have bemoaned there has been too little competition. Let us hope ministers will support the CMA’s findings and act. The old arguments put forward by those opposed to more rail competition
no longer wash. A favourite was that more open access competition alongside the franchise undermines its ability to pay a premium to government and safeguard its business – the so called ‘cherry pick’ claim. But this simply isn’t supported by the facts. Office of Rail and Road statistics show that the franchise premium on the ECML grew by a significant 600 per cent between 2009/10 and 2014/15. In 2014/15 the ECML franchise premium had grown to £266.7 million from just £46 million in 09/10. This growth occurred (alongside a deep economic slump) as open access services on the ECML grew from 18 trains a day in 2009 to 32 a day in 2015. Competition has grown the railway There is also a refusal in some circles to accept the role that these services have had on the economy of the North – which is important. Our research involved speaking with the relevant Chambers of Commerce in Sunderland, Bradford, Halifax, Hull and Selby. These cities and towns have grown and secured new inward investment as a result of the long distance high speed open access services. I am in little doubt that the same kind of economic boost can and will be delivered when new and regular high speed open access services start connecting Blackpool
with Euston from 2018; these services will also deliver important competition with Virgin along the rest of the WCML. It is exactly ten years since Grand Central secured its track access rights from the ORR. Those early open access pioneers took the risk and developed new rail markets across the North East and then West Yorkshire. I suspect many people did not realise that from these early beginnings we were actually witnessing the precursor of a whole new railway policy which those with the old ‘BR’ mindset can no longer ignore. The Office of Rail and Road has the chance to grant more open access applications and decisions are looming. Let us hope the CMA report is supported by ministers and the initial Conservative rail privatisation ambitions can at last start to be realised.
Tony Lodge is a research fellow at the Centre for Policy Studies and author of Rail’s Second Chance – putting competition back on track published by the CPS
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Do men and women differ in leadership styles? Generally, society associates successful leadership with stereotypical ‘masculine’ traits like assertiveness and dominance. In the 1970’s, Virginia Schein came up with the phrase ‘think manager, think male’ – but does this still ring true in today’s society, asks Jodi Savage
vividly remember a great ‘Ban Bossy’ campaign a couple of years ago, to deflect the message that a powerful woman should be defined as bossy. It starred Victoria Beckham who stated: ‘It is thoughtprovoking that a man in charge may be described as commanding, however a woman in the same situation may be called bossy’. In my opinion this still exists in the current workplace and, indeed, in society. But, on the flip side, when a man shows his softer side or is perhaps visibly upset by something he may be seen as ‘girly’. But, what defines masculine and feminine leadership styles? There has
‘When I look around the, predominantly male, senior team at Wabtec I see a wide range of leadership styles. Can I see more of difference between the styles of these individuals? Absolutely. Can I see a difference between the men and women? Honestly, no’ Page 92 April 2016
been much research into the difference in leadership traits across the two genders. Traditionally typically male leaders are described as strong, strategic and confident and women as nurturing, empathetic and loyal (1). Apparently men are more independent and women more social. Men are better at strategic leading and women better at multitasking and prioritising (2). All of these skills and qualities are essential for a successful management team and a blend of these, and other attributes, make for a stronger team. So, if women and men really do have different leadership styles then surely this makes a compelling case for a more gender balanced workforce – particularly in the senior team? When I look around the, predominantly male, senior team at Wabtec I see a wide range of leadership styles. Can I see more of difference between the styles of these individuals? Absolutely. Can I see a difference
between the men and women? Honestly, no. Look beyond gender In the rail sector, where females represent just 16 per cent of the total workforce and only 0.6 per cent of senior positions (Women in Rail report, 2015), do senior females, or those aspiring to be, feel the need to behave in a more masculine way
in order to be successful? Almost all of their peers and seniors are likely to be male so it would be easy to associate success with being a man. Looking at the strengths and qualities of those above us can be a great self-development exercise. But it’s important that we look beyond the gender for the true values which makes these people successful. The rail industry has some brilliant senior figures – Karen Boswell, MD at Hitachi Rail UK; Zena Dent, projects and technical director at Porterbrook; Clare Burles, people director at Virgin. These women all have very different leadership styles but their shared quality, in my opinion, is their integrity. They know what they’re talking about, they are confident and loyal. These women are fantastic role-models. We have some really brilliant male role-models too and it’s important that we have a real mixture of senior figures to inspire and develop the future leaders of the rail industry. What we need to ensure is that we increase the number of women in leadership roles, so our workforce can look up to a balanced senior team. It is through this that we can change the unconscious perception that seniority bears a male face. This will take time,
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Letâ€™s get real The best way to achieve an affordable, reliable and economically supportive rail network is not by creating competition within rail, but by increasing competitiveness between rail and other transport modes, says Andrew Allen
he Competition and Markets Authority (CMA) has published its final report on the rail industry. In the shortterm, it calls for more open access operators to be allowed on the network, starting with intercity routes. The Office for Rail and Rail (ORR) has already said it will work with the CMA to make this happen, but the CMAâ€™s recommendations go much further in pursuing a dream of direct on-track competition. To achieve this, the CMA suggests the current franchise system should, over time, be withdrawn in favour of a model based on licensed operators. The CMA, which replaced the Competition Commission and the Office of Fair Trading in 2014, began its inquiry last summer. Its starting point is the belief that things would be better if operators
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had to fight harder for passengers. Wherever possible, the CMA proposes moving from competition for the market (winning a franchise) to competition within the market (choice of which train you catch). In this way, so the thinking goes, there will be better services, more innovation and downward pressure on ticket prices. On the face of it, increasing the number of open access operators appears an attractive proposition. Existing players like Hull Trains and Grand Central score well in passenger satisfaction research. But here the CMA has stumbled into one of the problems of diluting the franchise system. By definition, potential open access entrants will only bid to run services they think they can make a profit from. Franchise holders, who have spent a lot of time and money bidding
for the right to run the existing train, will understandably be fearful of new players cherry picking where to compete. The likely consequence is lower value franchises across the board, reducing the money the Treasury receives and which train companies plan to invest. Levy could be self-defeating The CMA’s solution is to require all open access operators to stump up a Public Service Obligation levy to help pay for the parts of the network which lose money. But imposing such a levy could be self-defeating, severely limiting the number of new players in a position to enter the market. As the Public Accounts Committee recently noted, there are not many companies looking to run trains in the first place. It is easy to conceive of a situation where all sides lose through both limited competition and lower investment. There are also big questions about how well the CMA’s findings match the reality of our railways. It’s all very well calling for increased competition in a sector where new entrants can easily carve out a niche – but at peak times large parts of the network are full and all available rolling stock employed. Trying
to create choice and spare capacity in this environment would make no sense at all, as well as wasting some of the billions of public money being spent on upgrading and enhancing the network. The CMA’s findings appear at odds with developments at Network Rail, too. Nicola Shaw’s review (still being finalised at time of writing) is likely to recommend closer working alliances between Network Rail and train operators, potentially integrating management of the tracks with the running of train services in some places. Add to this more influence for emerging English regional transport bodies, such as Transport for the North, alongside existing devolved powers in Wales and Scotland and it becomes difficult to see how anything beyond the odd additional open access operator could be implemented. The bottom line in this debate is how we get the most out of the railways and the billions that are being invested there. For passengers, that means affordable, reliable services which get them where they want to go. For the government, it should be a rail network that supports the economy and makes transport more sustainable. The best way to achieve both these aims is not by creating
‘The bottom line in this debate is how we get the most out of the railways and the billions that are being invested there. For passengers, that means affordable, reliable services which get them where they want to go’ competition within rail, but by increasing competitiveness between rail and other transport modes. A level playing field between transport options would help make the train the natural choice for more of our journeys, helping drive down costs and improving value for money. Andrew Allen is a policy analyst at Campaign for Better Transport
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Strength at the centre Passenger numbers on public transport are decreasing in most UK cities – but the shifting geography of UK jobs could change that trend, says Paul Swinney
ublic transport usage in the UK is falling. Despite a string of initiatives to get people out of their cars and onto trains and buses in recent years, justified in particular by the environmental benefits of doing so, public transport usage declined in half of UK cities from 2001-2011. To understand why, ironically we need to look at places where public transport usage has increased – and in particular at London. Not only did the capital see the largest increase in the share of people commuting to work by public transport between 2001 and 2011, it now has almost as many bus journeys than the rest of Great Britain put together.
This growth happened for two reasons. The first is the increasing concentration of the capital’s jobs in central London. In 1998, 28 per cent of private sector jobs in the capital were located in its centre. By 2011 this had risen to 33 percent, the result of a 350,000 increase in the number of jobs (and associated commutes). As a result, demand for public transport has grown significantly in London, making the transport system in London ever more viable and easier to sustain. This has also strengthened the justification for the necessity of further investment in and improvement of the capital’s public transport network. The shift in the geography of jobs in London has also made it more difficult to
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‘Given that it is much more difficult to serve a dispersed economy with public transport, travelling by car remains a more convenient option than the bus or the train’ commute to work by private transport. Cars require lots of space – not only on the roads, but also in terms of car parks – and space is something that is at a premium in central London (reflected in the high charges for car parking). This has meant that public transport has become the most convenient way to commute for the vast majority of central London workers - another big factor in the rise in passengers using the capital’s Underground, trains and buses. Car more convenient outside London In contrast, many other cities have not seen the ever greater concentration of jobs in their city centres that London has seen. Instead, the local economies
of places like Sheffield and Sunderland have been driven by job creation in the outskirts, for example in out-of-town retail outlets and business parks. Given that it is much more difficult to serve a dispersed economy with public transport, travelling by car remains a more convenient option than the bus or the train for the vast majority of commuters in these cities. But London isn’t alone in seeing an increasing share of jobs concentrate in its centre in recent years. Some other cities, most notably Manchester and Leeds, have started to see similar patterns too, driven by the demand for knowledgebased businesses such as those in finance, media and law – industries which prefer to have a city centre location. As the UK continues to specialise in these sorts of sectors, this pattern of concentration is likely to continue, which should increase usage of public transport in more places across the country. The challenge then for these cities will be to provide a public transport network that connects workers to city centre businesses. Not only will that help commuters and firms, it will also help to attract more investment to places. The ever increasing attractiveness to invest in central London, for example, has been facilitated by the capital’s excellent public
transport, thanks largely to the role of Transport for London (TfL) in overseeing improvements to the transport network (you rarely hear the ‘I waited ages for a London bus then...’ adage nowadays). However, no other city currently has this kind of model in place for managing its own transport networks – such as the regulation of buses, control of the fare box (which allows TfL to borrow against to invest), extensive smart ticketing or co-ordination across different modes of transport. The lack of this kind of model greatly limits the ability of places to make improvements to their transport network. Putting this kind of governance in place will be a crucial element of also making city centres ever more attractive places for business investment. The lesson for policy-makers is that the vast majority of commuters choose how to commute to work based on convenience, which is determined by the geography of jobs in the area they live in. If we want to see an increase in the use of public transport then policy-makers should focus on economic development policies that encourage business investment in our city centres, and a greater concentration of jobs in urban areas. Paul Swinney is principal economist at the Centre for Cities
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...my emphasis has always been teamwork and collaboration, and how you move everything onto the next level. I always think the whole is bigger than the sum of the parts – and that’s what I want to bring, sort of unleashing as it were, the potential of everybody here
hat have you been doing since you started in your role last November? A lot! I’ve been getting to know and understand the police force but also meeting the various train operators and obviously the key people in organisations, such as Mark Carne at Network Rail and Mike Brown from TfL. That will continue and be a never ending process really. People do appreciate what BTP does; it’s a specialist organisation that sets itself very stretching targets and it’s all about safety, safety, safety for passengers, staff and everybody involved. Going forward I’d like to see us focus as much as possible on partnership working with the industry. [chief superintendent] Paul Brogden is doing work in that area looking at disruption and targets, how to use the resources and knowledge available and how to clamp down on that disruption. So we’re building on the success of our metal theft work and adapting that going forward. So a lot in only a handful of months! What attracted you to the role? A couple of things: there’s a personal side which I always apply to work, and then it’s obviously about what skills, talents and abilities you have and what they’re looking for in the job advert. What they were looking for in this position – because actually the interview process went on for a good six months in various stages – was past experience in charge of a large organisation as well as public/private sector knowledge and know-how, as well experience in engaging with stakeholders and working with a non-departmental public body. I guess it was a combination of my past work – whether as minister of state for employment at the Department for Work and Pensions, or my knowledge of working in business and setting up a business, as well as establishing the largest businesswoman’s network in the North West. After around 28 years of working, hopefully along the way you collect various attributes, so that was the drive and thrust of what I had on my CV. But in terms of what I was interested in, I have huge admiration for the work of the police force: how it keeps society moving and in this case the railway Page 102 April 2016
Esther McVey Lorna Slade spoke to Esther McVey, new chair of the British Transport Police Authority, about getting to know the organisation, partnership working, her philosophy on hard work, and how she wants to encourage girls to aspire to work in the industry
Photographs ÂŠ Iggi Falcon
April 2016 Page 103
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RAIL PROFESSIONAL INTERVIEW
going, and how important that is to us all. The rail network is the backbone of the whole country, getting everybody to places on time. In fact my grandfather started off at age 13 as a bag carrier at Liverpool Lime Street and spent his whole life there, going up the ranks until he retired. So I’ve always had an affinity with trains and for me it’s the best way to travel – I do hundreds of hours a month and always have done. So there were two parts: my experience but actually my love of an industry and obviously my appreciation of a police force as well.
Photograph © Iggi Falcon
What do you think you can bring to the role that’s perhaps unique? Looking at where we are as an organisation with a track record of 11 consecutive years of reducing crime on the system, you’ve got to say: ‘how do we find another gear change to do even more?’ Rail is a very safe environment, for example serious assault is at 0.65 per million passengers, but what does that bring with it for those going to a train station for sanctuary, or somewhere to go, so we have to be mindful of that. In the work we are doing with safeguarding, looking at children who might have run away for example, the question is how do we protect them and put them together with the right services? I see all this partnership working as what we’re going to do moving forward, working with the NHS, and making sure everyone understands how vulnerable these people are. How have you been received? I hope well. But I think you have to hit the ground running because you are coming into an organisation employing thousands of people with a turnover of £300 million. BTP has its day-to-day business so you’ve got to quickly catch up with that. As I said, my emphasis has always been on teamwork and collaboration and how we move everything onto the next level. I always think the whole is bigger than the sum of the parts – and that’s what I want to bring, sort of unleashing as it were, the potential of everybody here.
What have been your impressions of the wider rail industry figures you’ve met – they’re dealing with some big issues right now aren’t they? I have noticed rail is like a family and many people have been in the industry for a long time. So they have gathered not only huge specialist knowledge but they know the industry inside out, and that in itself brings a love for what they are doing. They’ve seen a period of time – 20-odd years ago – when it might have been thought the railways were in decline, and then there’s been this massive upturn at an annual growth rate of four per cent with 1.6 billion passenger journeys per year. And they’ve adapted to the change; but I think it is their love, their knowledge and wanting to keep the family together that is enabling them to do this and grow. The BTP’s budget has been in the news recently. Is it really the case that the cuts will not affect operational policing capability, now and in the future? I saw the article in The Independent that you are referring to, and for clarity there has been no cut in the core policing budget. What had been altered in that figure is what we have as enhanced police service agreements and those had come to an end, so that’s over and above what people would want, but the actual core policing has stayed the same. In fact the number of police officers is the highest it’s ever been – I think the latest figure for early February is 3,061. We look at, as everybody else does, what efficiencies can be achieved but they are not to affect the operational and front line. And again we’ve protected the counter-terrorism budget which has increased by 3.5 million. But what we will do if there are efficiencies is look at how they can be put back onto the front line. Where can BTP improve its performance, have you noticed anything so far? We don’t have the answers for everything so we have said to passengers ‘If you’ve seen it we’ll stop it’. All of our police officers are incredibly approachable so if you need or want April 2016 Page 105
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RAIL PROFESSIONAL INTERVIEW
Do you see rail as a mode of transport that people with mental health issues and/or physical disabilities will feel increasingly confident in using? Yes. We have to give support to people and I think society understands that as a whole. We are an ageing society and we’ve all got a vested interest in enabling people with disabilities whether physical or mental, to travel. I was at St Pancras watching BTP officers help lots of people in different ways and if somebody was lost or stressed they were assisting them and helping them onto the train. So I think that’s got to be a good environment across the board, as well as whatever technical advances we can use to enable people to travel. You talked earlier about vulnerable children. Does BTP have targets on child protection? I don’t think we’ve got targets but what we do have is a plan to support people through safeguarding. So we’re running a two-year strategy to look at how we can best help young people or any vulnerable person who finds their way onto the rail network, and again that is about partnership working, connecting people up and helping them out.
something, get in touch with us; and that has been instrumental in driving people to say there has been an issue. We called on our passengers recently to report sexual harassment on the train lines, and people have come forward with that. But what we’re looking to convey is: ‘you are the eyes and ears, what can you tell us, and we can deal with it.’ So I believe there was a 40 per cent increase in prosecutions for sexual offences, because we want people to report them and they know they will be taken seriously.
Photograph © Iggi Falcon
Do you feel that not only crime but fear of crime should be better addressed by the industry? Fear of crime is key because that is what will alter perceptions of whether people want to use rail or not. We do a lot of reaching out to passengers with surveys, asking for example where they think a hotspot is or where we could be doing more. And they have said they want us to really tackle anti-social behaviour; they want visibility of officers and situations dealt with fast – all of which I think we’re doing. I was on the 10.31 train where most of Liverpool was coming down to Wembley recently – in fact both teams’ fans, Manchester City as well, were coming into Euston – around 12,000 people, and I saw how everybody worked together, Virgin, Merseyrail and BTP. I wasn’t going to the match, but my mum and dad were so I kept an eye on them. You could see that everybody felt safe and it was brilliantly handled. Coming off at Euston passengers were aware of what was acceptable – we don’t expect swearing or nudging or hassling people, and that breeds confidence, knowing that something will be tackled and that there is a visible presence. Your predecessor Millie Banerjee was passionate about lowering the rate of suicide on the network. What are your views? The BTP have an excellent track record, not only in dealing with a situation when it happens, but actual practical interventions so that it doesn’t happen. Last year there were around 264 suicides but the number of interventions preventing them stood at nearly 1,200. But more than that, what we’ve got to do afterwards with those people is look at how we link them back into the various support networks in society, and at how we ensure that person won’t come back and try again, and that’s what we are spending a lot of time.
Is 60 days a year enough to oversee the work of BTP? To be fair I feel I’ve done more days than that since I started last November 16th. But remember there is a whole team here as well and a chief executive, finance director and so on. My role is to work with the board in scrutinising things. We all come from different backgrounds and give suggestions on how things could be done better. So how are you finding the board? Hey they are terrific individuals, absolutely they are, and they’ve all come with a vast knowledge, whether it’s Toc’s or people with a police or customer background or a specific interest from Wales and Scotland. So I have huge respect for them. Round the table are hundreds of years of experience and I guess what we’re trying to do is a bit like being the conductor of an orchestra, making sure everybody is playing that symphony the best it can possibly be, pressing the organisation for more answers and asking what other people think. Kicking the tyres to make sure that it’s solid and sturdy enough. Is there anything you particularly want to get across to Toc managers? We are keen to work with the industry and to have two-way engagement – this is the way of the world going forward. Nothing is in nice neat silos; it all blends into something else; and when people talk about efficiencies, working together and expansion, that has to be done through partnership working. We’ve said to the industry from the beginning ‘we have to be there working with you from a strategic point of view not just the operations’. And it’s only by doing that and having the foresight to do so that things will develop. Everybody involved in the creation, the building, the planning of something – we all have to work together. The work that Paul Brogden has done for the past six months with Network Rail is very much around that. If we know there is a viaduct that causes a problem or a bit of rail track or a crossing, we can work together so that our police aren’t always there manning it, but we can say ‘what could we do in your capital spend, or how can you utilise your knowledge or people to make sure it is sorted out?’ That’s been well-received and there will be a natural expansion of that. So you’re very excited about your future here? Totally I am! We have a really great set of people many of whom have spent around 30 years in the industry, and that means my God they know what they are talking about. Again ‘family’ is the word, and there was a maternal or paternal feel about them when they were explaining their work to me. April 2016 Page 107
ESTHER McVEY ADVERTISEMENT They do love their industry don’t they... Totally! I love the fact that they love their industry. And there’s always something new coming up in society isn’t there, so whether it’s graffiti or football hooliganism you’ve got to take each of those challenges every day, and I think the police are brilliant at adapting through asking, ‘what is it?’ ‘How do we cope?’ ‘How do we work with the public?’ ‘How do we get the intelligence on the ground?’ They break it down into its component parts and deal with it. Given your background, you must be ideally placed to play a role in encouraging more women into rail. Is that something you would like to get involved in? Yes I hope so. I’d like to do that. I have championed women and I work with children – I set up a charity for girls and boys that’s very much about social mobility and giving it a go and learning about new careers and opportunities through role models. So whenever I work with young girls I say to them: ‘Reach for the stars but along the way you’ll find out what you want to do and how much time of your life you want to commit to it – is it a hobby or is it a career? Is it something you really want to do, and are you prepared to give up lots of other things to go for the top?’ So are you going to encourage girls to aspire to work in the industry? Yes I’d like to do a special theatre production on the railway industry. As well as work in various schools across the country we produce If Chloe Can for girls at the National Youth Theatre, which a thousand inner city school girls on average come to see (www.nyt.org.uk/schools/if-chloe-can/). This arose from the If Chloe Can career magazine I wrote for school girls across Merseyside filled with the life stories of some of the world’s most successful women. But then there is a year-long school programme involving workshops where the kids can analyse the play and ask ‘What does it mean for me?’ So they can understand what their career choice will require of them, because it involves hard work as well as skill and talent. And then at the end there are work experience places. So they are on a journey and widening their horizons. What drives you to be so passionate about helping youngsters? I guess my dad always brought me up to say ‘You can do it’. I was his only daughter and come from a very male-oriented background; my dad was in demolition then excavation then construction. So I was always on site with him from an early age with my own little wellington boots. I’ve always thought, ‘Oh, anybody can achieve from any background’. That’s always resonated with me and I guess I was that individual who believed you can as long as you work hard. Something else that was very poignant to me as a kid was [Unilever’s] William Hesketh Lever’s motto: ‘Anybody can achieve given the right support and conditions’, and obviously with Port Sunlight just up the road from me in Wirral I thought ‘Yes, I believe that’. Do you still want to become prime minister? That was on Loose Women! It was a simple Yes or No question asked by Janet Street-Porter, an old boss of mine. There was no messing around with Janet but I have to tell you she is a phenomenal woman for supporting women going forward. And I said ‘Yes of course’ because if you’re going into a job you would want to do the top job. But what you never know is what life throws at you along the way. So you have great ambitions and you want to do great things but you know what, it might not work out for you. And that’s life. So look, for me I would like to get back into politics later on, whenever along my journey. As I said I’ve been working for about 28 years and only five have been in politics. The rest have been in media and business and TV, and communications and construction and lots of other things, so we’ll see where it takes me. April 2016 Page 109
Always the best policy An exchange of views and frank discussions on some of the industry’s biggest issues took place at the Rail Way Forward conference in London last month, attended by some of those with real influence, as Dave Songer reports
S2’s Andrew McNaughton has called on transport planners to be open-minded about where they draw inspiration for future rail projects, encouraging them to look overseas as well as at home. The technical director of the proposed high speed line was a guest speaker at Rail Way Forward Infrastructure Upgrades, Investment and Passengers, the conference set up by Policy-UK to open dialogue on the most pressing issues currently in rail, where he said: ‘The UK could learn something from most places and they could learn something from us’. Other speakers at the event, who covered topics including regulatory constraints, smart ticketing and the digital railways, came from organisations such as the Competitions and Markets Authority (CMA), Network Rail, the Social Market Foundation and the Rail Delivery Group.
McNaughton was explicit that there was no one-size-fits-all solution and implored the UK to ‘use its brain’, not be ‘little Englanders and think we got it right’, nor to assume blindly that ‘everything foreign is wonderful’. He was also clear that ‘a transport network should be about goods and passengers’ was suitable for the ‘many millions’ in this country that have visual, hearing and cognitive impairments and used Japan as an example of that development. He confessed to carrying a candle for the country and praised the progress Tokyo had made in designing a transport network that ‘despite not having a problem with a growing population, is now reengineering it for an elderly and infirm population.’ All above board Franchising, another subject high on the agenda, was covered by Michael Schabas, a transport professional with more than 30 years’ worldwide experience, who said the
UK’s position was the envy of much of the world. James Lambert and Andrew Coscelli from the CMA spoke about the competition landscape, its role in franchising systems and future possibilities for greater on-rail competition. As part of the Authority’s drive to streamline and create a level playing field for all bidders of franchises, Coscelli explained that the agency now provides informal advice to all bidders in the running for franchises – discussing overlaps and making the whole process as transparent as possible. Coscelli said that in the view of the CMA, which is currently assessing the First TransPennine Express and Arriva Rail North deals, the UK’s franchising system has been ‘remarkably successful’ by driving satisfaction up among passengers, introducing smart ticketing and forcing new franchises to respond to passenger demand and innovate. Echoing those thoughts, Schabas was unequivocal about the benefits that he believed franchising gave the UK. ‘Not just down to economic growth’, he said that the model of franchise holders now paying back to the government was one ‘not recognised in America and most of Europe’. He argued it was this model that has ultimately led to passenger income doubling in nearly 20 years (1994-2013), fares staying the same in real terms and operating costs for Toc’s barely changing in the same period. ‘Popular with the public’ Offering a contrasting view, assistant general secretary from Unite, Diana Holland, pointed towards a different landscape – one that saw fares rise three-times faster than wages and where public subsidy is allowing returns to go to dividends, rather than be reinvested in the network. Speaking up for public ownership of the network, ‘something that is popular with the public’, Holland said the government’s takeover of the East Coast franchise ‘proved that the public sector could deliver when it stepped in to rescue the line’. ‘It had high passenger satisfaction, it cut fares in real terms and it returned £1 billion to
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the Treasury’, with the subsequent sell-off representing ‘a terrible waste of public sector achievement’. The franchise bidding process ‘that explicitly bars the UK public sector’ but which ‘awards contracts to state-owned and majority state-owned rail companies of other countries’, such as the Northern Rail franchise (Germany the Netherlands and France), ‘did not provide a level playing field’. Holland was keen to point out that she ‘was absolutely not against the private sector principle’ and pointed out that, as assistant general secretary of Unite, she ‘meets with them all the time’. However, she was resolute that the current ‘fragmented’ system doesn’t deliver, adding that a unified system, like TfL has in London, ‘could ensure the accessible transport, the integrated transport and the sustainable transport that people want’. Keep it private Also calling for the reform of franchises, though not their renationalisation, was
Nigel Keohane from the Social Market Foundation. The research director said that returning the industry to public ownership ‘wasn’t the answer to all problems’ but did agree that big improvements were needed to reduce the ‘inefficiencies and costs’ and to ‘improve the quality of services’. One major issue for the current operators was their ‘ability to innovate’ but he said there was big potential for the market to improve, ‘especially with all the advancements that have been made in technology and digital infrastructure’. Keohane suggested that driving that innovation and efficiency could be achieved through ‘increased productivity among staff, better utilisation of the network and reforming the rolling stock market’, an area he said ‘has been going through some issues’. To provide the stimulus to operators for them to want to improve the current situation, which he felt has been lost over the years, Keohane proposed to raise responsibility and give greater freedom to franchise holders. ‘What we’ve seen is over time the government trying to limit the risks that are put onto providers and ultimately the incentives for operators to improve rail services over the course of the contract aren’t as strong as they would be in a pure market structure.’ Giving credit where credit’s due, Keohane
said it was right that operators should be should be rewarded for good service. ‘If you perform to a high standard you’ll be given greater flexibility – that might be over timetabling or with a new fares policy’. Where they should be punished, in his view, was for the ‘£200 million of unclaimed compensation still on their books’. A particular target of Keohane’s ire, the money owed to passengers from late or cancelled trains hadn’t been returned because the operators ‘don’t want it to come out of their profits and they should be fined for all the unclaimed money’. Smart ticketing Speaking a day before the Transport for North’s announcement at the Northern Powerhouse conference that an Oysterstyle ticketing system would be rolled out in the region over the next two years, and a week after Virgin Trains’ plans to roll out m-Tickets on its routes, Anthony Smith from Transport Focus stepped up to the podium to warn against radical overhauls of rail ticketing where there was no appetite for it. ‘Often, it’s grossly over-emphathised how much integrated long-distance is required,’ he said. ‘How many people actually need a card that covers travel from Corwall to the Orkneys? You don’t, most people never do journeys like that. It’s actually already
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is going to touch in and touch out without knowing that sort of thing.’
possible to make that journey using one card: it’s called the credit card and it works very well.’ Though very much an advocate for the roll out of contactless cards on the TfL network – which now account for around 50 per cent of pay-as-you-go journeys – Smith said there was still some way to go before passengers fully trusted that a longer journey made on one card would give them the lowest possible fare. ‘There’s a huge difference to turning up at a national rail station, where a journey to Manchester can cost anything from £22 to £222, to using the Underground; nobody
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At a push On the topic of what smart ticketing could look like in the future, Fazil Ahmed from WSP Parsons Brinkhoff, told the audience of an ‘intelligent ticketing’ system it had devised that could actually reward customers for making journeys: ‘responsive pricing’. He used a fictional customer, Joe, to illustrate his point: ‘a tech-savvy commuter’ who, like many, makes the same peak time journeys and rarely deviates from his Monday-Friday routine. Ahmed explored new methods to both freeing up the network and rewarding passengers like Joe by ‘utilising the flexibile lifestyle of Joe to encourage him to travel during off-peak hours’. ‘By studying his travel patterns and rewarding him with travel points or incentives onto his smart card every time he travels off peak, Joe now has an
impetus to travel off peak whenever he can and travel peak hours when he absolutely has to’, explained Ahmed. Taking it a step further, Ahmed said the technology was there to also fill up empty seats by sending push notifications direct to Joe’s mobile phone as he passes empty seats in the first class carriage. ‘The operator could then contact the customer to tell them: ‘We know you’re there and you can get upgraded at a fraction of the normal cost’.’ ‘The Toc’s are happy because the passenger is happy, it contributes to their bottom line and it also utilises existing capacity better.’
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Then and now Andy Trotter reviews An Inspector Recalls: Memoirs of a Railway Detective, by Graham Satchwell
raham Satchwell has written a very readable, frank and amusing account of his 31 years in the British Transport Police. It is very definitely a ‘warts and all’ account of a career that spanned the bad old days of policing right through to the professionalised service of modern times. Satchwell does not spare the reader occasionally excruciating details of the high jinks, drunkenness, violence and racism of the early days of his service. While there were many unsuitable people recruited as police officers in the 1960’s and 70’s, completely unfitted to police an increasingly diverse and liberal society, there were – thank goodness – many who rose to the challenge. And from this account, Satchwell was one of them. Joining the BTP as a docks policeman in Southampton with no qualifications and ‘impeccable working class credentials’, Satchwell rose through the ranks, collecting a Bramshill scholarship to university as he went. On his way up he worked alongside some colleagues who had no place in a police force and he reveals their shortcomings with a brutal honestly. He does not spare himself either ,and this book is littered with examples of his mistakes as well as his frequent conflicts with others, particularly senior officers. Despite his admitted shortcomings, Satchwell clearly had an aptitude for the job and became a very successful detective, collecting numerous commendations as he progressed through the ranks. While he clearly demonstrates his disdain for those not on the front line, he interspersed his impressive operational career with spells at the Force Training School, the Police Staff College and even the driest of headquarters posts – research and planning. Clearly possessing intelligence as well as practical aptitude, Satchwell successfully negotiated the police promotion system, reaching the rank of detective superintendent: his CID career brought into prominence though a series of high profile investigations that he very entertainingly describes in his book. Murder, robbery and terrorist investigations all form part of a successful CID career, which brought him to the notice of senior officers in the Met who
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were keen to have him transfer across: a high accolade indeed given the view of BTP held by some Met officers at that time. Considerable achievement Satchwell’s account of his role in the investigation of the 1997 Southall rail
crash is very interesting. His description of his difficult relationship with the HSE and the railway companies, and disagreements with the Met are in sharp contrast with the situation that pertains today between the various agencies. He argues that the decisions he took at Southall led to changes in the Emergency
Services Manual, the creation of the Railway Accident Investigation Branch (RAIB) and speeded-up the process of creating the statutory crime of corporate manslaughter – quite a claim from someone who admits that many of his decisions were contrary to accepted practice. If it is the case that Satchwell’s decisions at Southall led to such profound changes in the way that rail crashes are investigated, then we have much to thank him for. The contrast between the problems that Satchwell encountered at Southall with what I experienced at the scene of the Grayrigg train crash in 2007 could not be greater. At Grayrigg, the coordination between RAIB, BTP and the other partner agencies could not have been better despite the wild weather conditions and the remote location. If it was Satchwell’s work at Southall that led to the creation of RAIB and improved joint working, then that in itself is a considerable achievement. Satchwell goes on to describe that in October 1999 he was on his way to the Southall Inquiry, sitting in Holborn, when his train from Reading came to a halt in west London. He quickly ascertained that there had been a train
crash at Ladbroke Grove. He was making his way to the scene but was immediately ordered to Force HQ and told to have nothing to do with the new investigation on the grounds that he was too busy with the Southall Enquiry. Despite his protests that he was the best man for the job, he was ordered to stay away – a decision he vehemently disagreed with. As Satchwell was being ordered away from the scene, I, as the MPS Deputy Assistant Commissioner for Central London, was arriving to ensure the coordination between the Met, BTP and the other agencies was going to plan. The week that I spent at the crash site gave me the opportunity to work closely with BTP officers for the first time. I was very impressed with what I found. They were professional, highly competent, full of energy and initiative but they were in a force which was seriously underfunded. A sad way to go Graham Satchwell left BTP before the new police authority under Sir Alistair Graham negotiated a considerable and much-needed investment by the railway into the force. This investment, plus the leadership of the new, energetic and highly respected chief constable
Ian, now Sir Ian, Johnstone began the transformation of BTP into the first class modern force that it is today. Graham Satchwell left BTP on a sour note. Having not been supported for a transfer to the Met he decided to retire. When told he was needed and couldn’t go, he told his assistant chief constable that he would have to arrest him if he wanted to stop him going. In his own words: ‘A sad way to go’. Graham Satchwell comes across as an interesting and complex character. He has had an impressive career by any standards, critical of senior officers and people with desk jobs yet happy to pursue promotion and spend considerable time away from the front line. Self-critical and honest about his own failings, and very quick to point out the failings in others, Satchwell’s book is a good read, describing an era of policing which is – thank goodness – long gone. Andy Trotter OBE is a former chief constable of the British Transport Police
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April 2016 Page 115
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Rallying cry Why are so few executives from the transport sector seeking non-executive director roles, asks Matthew Roberts: surely they have the skills and experience
ho wants to join a board as nonexecutive director (NED)? Taking a look at our database, very few people from the transport industry it would seem. First of all, I’d like to acknowledge that there will, of course, be some NED’s from the transport sector on boards around the UK – I’m not disputing that fact. However, what I am seeing from our – fairly substantial – database of 6,000 people actively looking for NED roles, is that only one percent of these are classed as working or having had worked in the transport sector, so very few. Why would this be? A shortage of senior candidates from the sector cannot be accounted for, as many of them will clearly have the skills, talent and experience to offer boards. When we speak to senior level people about NED roles, some of them say they feel they don’t have the skills required for the role. Yet being on a board is so much more than that; it is very much about the behaviours and attributes they display like confidence, self-control and the ability to challenge or support. The role of a NED has changed over the years and their responsibilities have widened in what is an increasingly challenging boardroom role. A priority for the NED is to remain independent of the business, its
management and its day-to-day activities, but to have an in-depth knowledge of the organisation so they can ask tough questions, provide valuable insights and make informed decisions. Typically, a NED will not be involved in the day-to-day management of a company and that is where their value lies; they will focus on board matters and not stray into executive directing. One prerequisite of a good NED is being able to see a company and its business issues in a broad perspective, a trait that is undoubtedly required by those holding senior positions in transport, logistics or supply chain. Wouldn’t an operations director in the rail industry be required to direct and oversee the delivery of projects in accordance with company procedures and best practice, taking a bird’s eye view of all that is happening to deliver timely and safe projects? Don’t rail managers and directors have to be strong enough to deal with challenges every day from employees, passengers, clients, suppliers and other stakeholders? Do they not
‘...what I am seeing from our database of 6,000 people actively looking for NED roles, is that only one percent of these are classed as working or having had worked in the transport sector. Why would this be? A shortage of senior candidates cannot be accounted for, as many of them will clearly have the skills, talent and experience to offer boards’ April 2016 Page 117
‘One can only imagine, if this is their vocation, they must have strong communications skills and the ability to stay calm under pressure as they take the heat from all angles’ have to challenge back? One can only imagine, if this is their vocation, they must have strong communications skills and the ability to stay calm under pressure as they take the heat from all angles, from Joe Public to the government. In addition, ensuring that they are actively engaged with mitigating risks to their company is a skill that can be transferred into the boardroom, where ensuring systems of risk management of a business are robust. I read recently that railways are carrying significantly more passengers and freight every year, yet with the same infrastructure in place. Again, I
can only imagine the pressures this puts on senior personnel in the sector, who manage to keep pace with the growing traffic while ensuring travel is safe, compliant, economic and sustainable. It is these people that could make a valuable contribution to a board, bringing not only their skills but the ability to solve problems, provide support and leadership and have the confidence to make tough decisions. Certain transport personnel will undoubtedly have the qualities needed to fulfil a NED’s role of contributing to strategy, monitoring management performance, ensuring robust risk management and getting involved in succession planning and remuneration for executive directors. Move on from the typical NED NED’s can come in all shapes and sizes and the more diverse a board the better. According our database, a typical NED is a 57 year old male based in the South East of England, with 14 years’ experience as an executive. But we want to explode the myth that boards should look this way – they should have a diverse range of people on them from a variety of sectors, age groups, life experiences etc., all bringing different
perspectives. From 4819 male and 1065 female members, a mere 18 per cent are women. The gist of the feedback we’ve been given is that women still have a perception of ‘cronyism’ and boardroom politics at this level, and that many intermediaries helping find non-exec positions are also male, which they can find off-putting. Yet women change the dynamic of a board. As well as bringing relevant skills, they also bring cognitive diversity, and cultural expectations, offering a diverse approach to business and making for better decisions, performance and representation of the consumer base. Women bring a depth and variety of innovative ideas, forward thinking and solutions to the challenges businesses face. Currently, there is an inherent disconnect between the numbers of men and women applying for board positions. This is the point where I would naturally start discussing the number of women from the transport sector looking for NED roles, but I’ll leave that for another day. Matthew Roberts is CEO of NonExecutiveDirectors.com
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Page 118 April 2016
Customer comes first
Changing attitudes Is the rail industry back on track to improve customer service, asks Jo Causon
he rail industry is once again under the spotlight. At a recent Westminster Hall debate MP’s heard that, as far as service is concerned, one operator is currently providing ‘the worst in forty years’ after it blamed delays on the wrong kind of sun. And this was after other operators were criticised across social media by frustrated commuters. It does seem that the only time the industry is in the news is for something negative. But questions should be asked about whether this reputation is genuinely deserved, or whether the operators are an easy target. If you were only to listen to the popular media you would be forgiven for thinking that the transport sector is suffering from a fundamental problem in the way it delivers customer service. Yet, by looking at hard facts it is possible to see that this is only half
‘The idea that the customer service department will deal with problems is outdated and outmoded. Each employee has a critical role to play in the delivery of service to customers, from employees on trains and at stations to the boardroom – everyone is responsible for delivering positive customer experience and together they must embrace customer service as a key business tool’
the truth. The latest UK Customer Satisfaction Index shows, for example, that customers are actually more satisfied with organisations in the sector than they have been at any time since January 2014. The Index, which is published twice a year by the Institute of Customer Service, goes on to reveal that the sector scored 73.5 points (out of 100) – a figure which is up 1.2 points over 12 months. Such a move suggests that the sector is on track to turn its reputation for poor customer service around. There is a similar trend in evidence if the spotlight is shined specifically on the rail industry, too. Rail companies had, recently, just scored an average of 70.4 on the Index, but this has risen to 71.25, with Southeastern (up 5.9) and Abellio Greater Anglia (up 6.2) contributing to the improvement. There is however, clearly a long way to go, with the industry continuing to fall behind the transport sector average of 73.5, and is significantly below the all sector average of 77. Although improving, the score is still low. It is possible the reason is because the areas most complained about are those with heavy usage. That’s not an excuse for customer satisfaction falling – more a call to action for the boardroom. As we know from the Institute’s research,
Leading by Example, leadership has never been more demanding, nor more essential in building a sustainable high service culture for high performance. Many organisations may say they are committed to customer service, but leaders should be looking at how they embed a culture
April 2016 Page 121
Customer comes first
of service throughout every level of the organisation. That’s why, in my view, it is worrying to see a growing chasm between the best and worst performers in our Index. There is a distinctly two-tier system developing where the customers’ experience is either first class or distinctly standard – but it is no longer based on the ticket price. Instead, the data suggests quality of service is affected by the quality of ‘in person’ contact between rail staff and commuters. This often comes down to how people are treated when looking for information in the case of a delay, or when querying about ticket prices in advance of a journey. At the customer service coalface Research from the Institute also shows that alongside quality of service and punctuality – the very metrics you might expect rail companies to be judged against – staff attitude and competence are among the most frequent complaints from customers. In an age where customer priorities are dominated by demands for better behaviour on the part of those providing a service, this should be a cause for concern. The debate in the rail industry around the closure of ticket offices,
replacing staff with ticket machines, may have been around for some time, but removing human interaction will not remove or solve the problem. Nearly half the customers questioned in the Index complain to transport companies in person, so customer facing staff must have the correct skills and development to deal with this, delivered through training and a greater focus on soft skills. When customers make a complaint they do so looking for resolution, so those responsible for setting customer service strategy in the industry should be concerned to note that the most common responses from members of staff are to make excuses (32 percent) or seem uninterested in what commuters have to say (31 percent). Worse still, even when complaints are registered, one third remain unresolved. The leadership role Where people take responsibility for leading the required change there is clear evidence of sustained enhanced levels of service. The idea that the customer service department will deal with problems is outdated and outmoded. Each employee has a critical role to play in the delivery of service to customers, from employees on trains and at stations to the boardroom
– everyone is responsible for delivering positive customer experience and together they must embrace customer service as a key business tool. There is more to do in overcoming the problems that commuters perceive to exist, and building a commitment to service which permeates the whole organisation is a good place to start. A high proportion of employees on the front line are not convinced that their boardrooms listen to the ideas they have for improving customer service and, in much the same way many operators run ‘meet the manager’ days for passengers, perhaps the same should be done to remove silos between the front line and management teams There have been improvements and there is still an opportunity to grasp. The improved performance of Southeastern and Abellio Greater Anglia shows that the sector is listening to customer feedback. But listening is not enough. Organisations need to take action to ensure that excellence in customer service skills are second nature for employees and consistently applied. This is a key area of focus for the rail industry to get back on track. Jo Causon is CEO and executive director of the Institute of Customer Service
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Making a difference to a life Laura Whitehurst reviews the Mental Health and Transport Summit, and wants to ensure that those nuggets of kindness passengers with a mental health condition experience aren’t a fluke, but a necessary part of customer training exercises, to be expected when people become passengers of your service
he 25th February 2016 saw an event that was the first in its kind. Hundreds of transport providers, ministers and key policy makers flocked to Cavendish Square in London for the National Mental Health and Transport Summit (www.kc-jones.co.uk/mhts) in order to meet for the first time and address the issue of the inaccessibility of public transport for those with mental health difficulties. Anxiety UK co-hosted this national summit, and I had the pleasure of speaking on behalf of Anxiety UK and addressing the delegates about why it is important that we raise awareness of these inequalities, and how everybody working in transport can do their bit to improve the lives of those living with mental health difficulties. As a charity, we have long identified an unmet need for support in those accessing public and personal transport each day when living with a ‘hidden disability’. Our first involvement in the issue came in the form of a Blue Badge campaign where we experienced an influx of service users contacting us regarding the direct discrimination they were facing once the initiative was revised. Those who had been initiallygranted a Blue Badge due to their mental health had this taken away unless they could prove that they could not physically walk. Of course, we know walking is only part of the problem. The problems those with anxiety face when using their own personal means of transport are mammoth. How they may abandon whole trips when panic sets in over an inability to park, a space being a long way from their destination, or an uncomfortably enclosed area being the only parking option.Vastly different to the average person’s reaction to such inconveniences, those who experience agoraphobia and/ or Obsessive Compulsive Disorder (OCD)
and who experience situations like these will often turn back home. This of course presents somewhat of a problem when food is needed, jobs are waiting, and kids need collecting. Certainly it does nothing to tackle the social isolation that so many living with anxiety and anxiety-based depression experience. Can’t use public transport However, these are also people who cannot use public transport. And why is that? ‘Because I have panic attacks in large crowds’, ‘I struggle with claustrophobia on trains because there are no windows’, ‘the staff ignored me and didn’t understand what I needed’ and ‘you’re facing the unknown every time there is a delay with no information made available’. These are just a few of the reasons our 82,000 social media followers came back to us with when asked why they couldn’t use public transport. In a Twitter poll taken on the day of the conference, 86 per cent of respondents said that their anxiety had at some stage prevented them from using public transport. So what is left for people when they aren’t allowed a Blue Badge, despite their hidden disability hindering their movements, and their anxiety is too high to use public transport? Well, £2,324.60 to be exact. This figure isn’t attributable to everybody, but as a 20-something-year-old living with anxiety, this is the amount of money I spent in taxis in just one year when I couldn’t travel via public transport. I ended up getting into a lot of debt because of it. And what happens when the money runs out? Well, I became completely isolated. This isolation that so many experience as a direct result of inaccessibility limits people’s access to services and activities, such as local leisure activities, shopping, education and paid or voluntary work. In many cases this is a barrier in moving towards recovery and can have unnecessarily detrimental
financial implications for people, like me, who end up relying on taxis. Everyday people with anxiety and anxiety-based depression are having to just get on with it. They do so by making major adjustments to accommodate their everyday life. People like me. People like a teacher who works in London who we recently heard from, where his 20 minute commute actually takes him two hours because he can’t use the tube. He contacted us because he was physically and mentally exhausted. A young book publisher, who travels an hour early to work and stays an hour later simply to avoid cramped conditions on the train for fear of panic attacks, knowing the staff weren’t able to provide assistance on platforms and on board. She extends her normal working day by two hours to accommodate her anxiety because unfortunately it hasn’t been accommodated. How can these elongated work days help anyone to manage their mental health, when these days are adding to their mental distress and exhaustion? I can say that I have experienced a panic attack on a crowded train. I managed to flag down the conductor who was squeezing his way through the carriage, and he offered to take me to a less crowded part of the train, and brought me a small bottle of water April 2016 Page 125
through from First Class. He found me a fold-down seat that was available and let me stay there for the duration of the journey. On the other hand, while working for Anxiety UK I attended a meeting with an on-board manager for a certain train company I will not name. I was asking questions posed by our members for an article for our quarterly magazine to dispel the myths and encourage more people with anxiety to be less apprehensive about public transport. I asked the question, posed by one of our members, ‘Would you recommend we disclose we’re prone to panic attacks before we board the train?’ and the answer was quite shocking. She replied, ‘We’d actually strongly encourage them not to travel with us. It costs a lot of
money for us to stop at stations we’re not scheduled to. It would end up costing the train company a lot of extra money.’ I was so shocked by the lack of knowledge and understanding that this manager had regarding mental health issues. As someone who is living with anxiety, we’re not asking anybody to stop the train, nor stop at stations you’re not scheduled to – all we’re asking for is a little understanding and support. Can you imagine discouraging somebody with asthma not to travel on board your trains for fear of them having an asthma attack? What we wanted to get across at the conference was our passion for making real changes to the lives of people, with your help. Thanks to that lovely member of staff who helped me through my panic attack, I don’t feel as nervous getting on trains anymore. That meant I could take a really positive step forward in my recovery, and ironically, get to the Transport and Mental Health Conference. However, just as we share positive experiences, we will inevitably experience negative ones. We want it to stop being a complete lottery and we want to ensure that these little nuggets of kindness we experience aren’t a fluke, but are actually necessary customer training exercises to be expected when we become passengers of your service.
When faced with statistics of one in three people experiencing a panic attack at some stage in their lives, we need to recognise that one negative experience with staff when having a panic attack on a form of transport could put that person off using that transport modality for a long time, if not forever. Ultimately, the question that staff and transport providers need to ask is this: ‘What is it that I can do to make this journey less difficult for those with mental health difficulties?’ and look to do it. Just as a ramp is used for those who experience difficulties in accessing trains when using a wheelchair, you need to work out what the equivalent of a ramp could be for those with mental health difficulties wishing to access public transport. Anxiety UK has a long track record of not only providing support services for those directly affected by anxiety and anxiety-based depression but also of providing training, consultancy and support services for organisations wishing to support their staff and/or looking to support their customers. For further information contact: email@example.com.
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A call to action Niki Glazier looks at why the Mental Health and Transport Summit was so very important, and why and how the industry should take note of and implement its messages
o set the scene for the Summit that took place at Cavendish Square on 25th February please imagine for a moment that you are in the shoes of one of our members. Imagine you are hoping to make a long-awaited journey to visit family and friends. It is an aspiration that you have talked about at length over the past few months with your support worker. He suggested that as part of your recovery you start to plan and do some things that reduce your feelings of isolation and depression. Visit your family in London and have a much needed change of scene and good company. You haven’t travelled by train for a long time and feel very anxious at the prospect but still you determine to try. You have noone to accompany you and so a friend suggests that you use the rail passenger assistance scheme for disabled and elderly customers. With some anxiety you phone the passenger assistance line and try to explain your need for support. The person asks if you need a wheelchair or a ramp? You are now beginning to feel awkward. You explain that you have a mental health condition and would like support but that you don’t need a wheelchair. You are told there isn’t a box for mental health so the assistant tells you apologetically that she will have to put you down as ‘mobility impaired, no ramp required’. You are now feeling that you shouldn’t have phoned as the service clearly isn’t meant for you. However, she says that she will make a note of your request to be met at the ticket barrier and accompanied to the train and met at the other end (a large terminus). On the day of the intended journey you wake with a feeling of absolute dread and panic in your stomach. Why did I ever think I could do this?! Perhaps it’s not too late to cancel? But I will lose all the money that I have already had to pay and will have nothing to show for it. So you pull together all your courage and set off for the station. All the way there your head is saying ‘You can’t do this’ ‘You’ll never cope with the crowds, you’ll never find the right train ... the assistance person won’t turn up’. Eventually in a state of anxiety you arrive at the station and meet the assistance
person who proceeds to accompany you through the barrier. She asks if you can manage the stairs or whether you need the lift which seems a bit strange but you decline awkwardly. At the next juncture she asks again about the stairs and you begin to feel uneasy (and a bit of a fraud). However, she waits on the platform with you until your train arrives. You have asked for a reserved seat in a quiet carriage near the buffet car but today the reservation system is not working and you anxiously hunt around for somewhere to sit. At last, exhausted from the mental strain, you collapse in the seat and try to relax but then it begins to dawn on you that you are now completely alone. The mere thought of that is enough to increase the panic and you have a very long journey ahead. What on earth will you do if you have a panic attack or feel mentally unwell during the journey? How will other passengers react if you approach train staff - will he or she be sympathetic and know how to help you? All along the journey you somehow manage to suppress the panic that rises and subsides. At last you arrive and look out at the platform for the assistance person who you’ve been told will meet you. There is one member of staff visible on the platform and he is pushing a wheelchair. The carriage empties until there is virtually no-one left except you. The staff member then leaves the wheelchair on the platform and starts to roam through the carriage searching for his customer. In the end there is nothing for it but to tell him he is probably looking for you. You explain apologetically that you don’t need a wheelchair. The man smiles politely and turning around heads off with his wheelchair leaving you all alone on the platform. I apologise for the long story but this did actually happen to one of our members. I’ll let you consider for yourself whether she will ever attempt such a journey again. It seems a good way to try and convey to you the reason for the Mental Health & Transport Summit from a rail perspective. I hope that it shows you three very important things: • being able to travel successfully by
‘At last, exhausted from the mental strain, you collapse in the seat and try to relax but then it begins to dawn on you that you are now completely alone. The mere thought of that is enough to increase the panic and you have a very long journey ahead’ train is a vital link in being able to recover your life while experiencing a mental health condition. A vital link but, all too often, a missing link • at the present time, this sector of disabled people (the largest single sector) do not feel that their needs are understood and catered for • the result of the above is that there is a vast number of people in the UK April 2016 Page 129
(one in four people in any given year) who are missing out on train travel or using it with great difficulty and often distress. In fact there are so many points at which a person can be put off and completely abort their journey. It might be at the ticket purchasing stage if they receive an abrupt or unhelpful service, it might be the fear of not getting their money back should they feel unable to make the journey; it might because they don’t know about passenger assistance and don’t think it’s available for them; it might be at any juncture along the way where they feel misunderstood and not catered for. These are all potentially lost journeys, lost customers and lost opportunities for recovery. A fantastic opportunity to get the industry talking about mental health We were therefore delighted that the Department for Transport decided to sponsor this much needed Summit and asked us to organise it in partnership with Anxiety UK. We were also delighted to see such a wide range of transport providers, regulators and umbrella bodies from all sectors of transport in attendance on the day. It was a fantastic opportunity
to get the transport industry as whole talking about mental health both in terms of its customers and staff. Staff who have been well-trained in mental health awareness have a better understanding not only of their customers’ needs but also of their colleagues and their own. In the afternoon there was opportunity to participate in workshops showcasing good practise that already exists in different sectors of transport. An opportunity to exchange ideas, brainstorm difficulties and learn from other transport sectors. So finally to the Call to Action which was led by the Transport Minister, Andrew Jones. A call to all train operators to review their customer service in the light of the very strong presentations made on the day by Alastair Campbell, Mental Health Action Group, Anxiety UK, Mind, Time to change and Transport for London, in light of the vast numbers of people affected and lost customers and revenue. We are calling on you to make relatively small and low-cost changes that can make a huge difference to so many people: • good quality mental health awareness training for your staff, especially customer-facing staff
‘We are calling on you to make relatively small and low cost changes that can make a huge difference to so many people’ • policies and practices that support the needs and rights of this sector of disabled people • clearly advertised assistance and travel initiatives specifically designed to cater for people experiencing a mental health condition. These are the things that can make all the difference and there are thousands of people across the UK who are just waiting for you to take action. Niki Glazier is Mental Health Action Group coordinator
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Customer comes first
Call them ‘guests’ and treat them like royalty Ryan Flaherty explains why he thinks the Caledonian Sleeper isn’t a train ride, it’s an escape, an overnight teleport from hubbub to Highlands
n my 22 years’ experience in the transport industry, with particular emphasis on customer focused roles from front line to board level, I have prescribed to the mantra: the customer comes first. At Serco Caledonian Sleepers, we want to keep our customers coming back for more, while also evaluating who is not using our service and why. This multifaceted approach has allowed us to expand into new markets and continue to grow this emblematic brand. My role as guest experience director at Serco Caledonian Sleepers means I am responsible for all stages of the customer journey including all guest-facing staff,
‘Our unique selling point is that our service truly makes the best use of people’s time. Guests can sleep while they travel and wake up fresh in another city centre. But to really encourage customer loyalty, we realised we need the experience to rival that of a hotel stay. Through benchmarking our service against the hotel industry, we have been able to revolutionise our offering across the board and attract more customers than ever before’ Page 132 April 2016
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Customer comes first
food and drink, and for driving any change to the service. I am currently overseeing the design and introduction of new rolling stock in 2018, which I hope will revolutionise overnight rail travel by offering private en-suite facilities, state-of-the-art communications and an unprecedented level of comfort and service. After our successful bid for the Caledonian Sleeper service in 2014, we chose to turn the concept of the traditional overnight sleeper service on its head and create a new experience that would encourage customer loyalty. To do this, we conducted in-depth consumer research to find out who our guests are and what they want. The results of this market research led us to explore the hotel industry as well as onboard hospitality
‘We realised that it is our people who make the biggest difference to our offering and bring the wow factor to our across other forms of travel such as airlines. This enabled us to pinpoint what is really important to our guests and how we can build this into our offering. Our unique selling point is that our service truly makes the best use of people’s time. Guests can sleep while they travel and wake up fresh in another city centre. But to really encourage customer loyalty, we realised we need the
service. They go the extra mile for our guests and make them feel as though they are in a boutique hotel rather than a transport environment, which makes all the effort worthwhile’ experience to rival that of a hotel stay. Through benchmarking our service against the hotel industry, we have been able to revolutionise our offering across the board and attract more customers than ever before. Debunking train food myths Food was also reviewed as a priority, with Caledonian Sleeper aiming to debunk the negative myths surrounding traditional train food. We wanted to avoid the generic offers that passengers can expect from other rail operators. We thought this was not befitting of an esteemed service like Caledonian Sleeper and also wanted to tap into the growing trend in travel catering of serving regional, locally sourced cuisine. All of our food onboard is now sourced from within 50 miles of Inverness and we work extensively with local producers on a field to plate approach. A wide range of beverages, Scottish whiskies and craft ales have also been introduced, paying tribute to the local heritage. Finally, we recognised that our staff are the lifeblood of our organisation and it is their passion that makes the most impact on the experience of our guests. When we won the bid we were lucky enough to inherit some fantastic long-serving members of staff who are extremely passionate and knowledgeable about the service we offer. We realised then, that it is our people who make the biggest difference to our offering and bring the wow factor to our service. They go the extra mile for our guests and make them feel as though they are in a boutique hotel rather than a transport environment, which makes all the effort worthwhile. The Lonely Planet Guide summed up the experience very well – The Caledonian Sleeper isn’t a train ride, it’s an escape, an overnight teleport from hubbub to Highlands – and we couldn’t agree more. April 2016 Page 135
Customer comes first
Providing a choice Adam Piddington looks at the customer service initiatives that are driving a change of culture at South West Trains, to ensure the customer always comes first
s one of the biggest commuter railway operators in the country, people might wonder why South West Trains is so concerned about customer service. Surely people just want to get from A to B in the quickest time possible on the most reliable services? We know however that people in today’s world do expect more from us, and as consumers, we’re used to being able to buy anything we want at any time of the day or night, and being able to speak to somebody whenever we want to. We want to have the option to talk to somebody if we need help, or be able to just get on with it alone if we choose to. We want fast information and expect to be able to go online and look for information whenever we want to. All these factors are expectations that South West Trains customers, and rail customers
across the country, have about train travel and that expectation is quite right – we are a customer service business, not just a train company. That’s why we’ve put a real emphasis on putting the customer first and trying to make every journey as easy as possible. As some people may be aware, we signed an agreement with the Department for Transport that will see South West Trains investing around £50million in a range of improvements for customers before the end of our franchise in 2017. We put forward some really innovative ideas to the department which we know will transform services for our customers and we’re now moving at a fast pace to get everything up and running. Talking to staff a priority We know that one of the priorities for our customers is to be able to talk to a
member of staff if they need to, either at the station or over the phone, and our vision is to be more proactive in the way we interact with our customers. Our plans will focus our resources and technology on putting customers at the heart of our business, making their journeys easier and smoother. One of the ways we will do this is by introducing new Customer Ambassadors. We’re in the process of recruiting and training around 100 ambassadors, who will be the first point of contact with our customers and will be more than just a friendly face behind the ticket desk. On arriving at the station, customers will be met by a smartly-dressed, knowledgeable ambassador who will be happy to help with any query, and will proactively approach customers – whether it’s help with buying a ticket, information about an onward journey or even where to buy a cup of coffee, our people will be able to help. They will wear a slightly different uniform to our other station team members, so they can really stand out to customers. They will also be equipped with the latest smart technology so they can easily find the right information for passengers. Their job really is what it says on the tin – to be an ambassador for the customer. We’ll be investing in significant Page 136 April 2016
Customer comes first
‘The interest in these roles has been phenomenal both from existing employees and applicants from outside the business. We are recruiting candidates that are passionate about customer experience and have a great eye for spotting those opportunities that will really make the difference to our customers’ training for our ambassadors, who will all be trained up to a Level 2 Diploma in Customer Service. We’ve got an extensive internal training package as well – for external entrants, there is a 73-day training programme which includes ticket office training so our ambassadors can help a customer to buy the right ticket, there’s also lots of practical training at our busiest stations. The interest in these roles has been phenomenal both from existing employees and applicants from outside the business. We are recruiting candidates that are passionate about customer experience and have a great eye for spotting those opportunities that will really make the difference to our customers. First initiative of its kind We’re also using new technology to deliver a more personalised service – we’re in the process of introducing 170 new ticket machines at our stations and more than half of these will be equipped with a video link meaning that customers can talk to a member of staff in our new customer contact centre in Basingstoke. This new state-of-the-art centre will open on 1 June 2016 and will be open 24/7. We will have 30 staff based there who will be able to speak face-to-face with customers at our stations when they’re using our ticket machines to help them buy their ticket, and even remotely carry out their transaction for them. We believe this is the biggest initiative of its kind in
the rail industry – a dedicated customer contact centre set up just to provide help with buying tickets. It’s working in other retail industries and will be a huge step forward for us. But again, it all comes down to customer choice – we have some customers who prefer to use the ticket machines and don’t want to speak to a member of staff, others want reassurance that they are getting the cheapest ticket for their journey or need help with their plans. For us, it’s all about providing a choice and making it more personal to our customers’ needs. Huge investment in new technology New technology is also playing a key role in how we deliver information to our customers. We’ve made a huge investment in new technology for our front line customer service staff and are in the process of rolling out around 2,400 iPhones to our front line teams. These will replace the Blackberrys which we’ve been using for the past five years and will really help our staff to provide much better and faster information. It’s often the case that with the internet and the rise of social media customers can find out quicker than staff what is happening with their train service. We wanted to make sure our staff were better equipped and had access to more information to help their customers. Our people are really excited about this – it will make a huge difference to the way they can do their job and the service they can deliver to customers. We’ve also recently installed free WiFi across more than half of our fleet so our customers (and staff) will be able to quickly access information while travelling with us. I understand we’re one of the only train operators to offer this level of free WiFi across so many of our trains, but we know it’s important for our customers and so it’s important for us. We’re also launching a new website and new mobile app this year, all designed to make it easier for customers to find information and make plans to travel with us. Of course, we’re investing in new technology, extra staff, new customer service initiatives, but it’s vital that we change the culture of our business to ensure that the customer always comes first. Over the course of the past two years we’ve been delivering some of the most unique customer service training I’ve ever seen and driving that culture change through the business. More than 1900 front line staff have now been through the ‘I make the difference’ course which aims to inspire staff by celebrating what they do well, while recognising that there is always room for improvement. It works to empower colleagues to challenge behaviours in themselves and others to enhance the experience our customers have – the courses have been a great success and we’re just about to celebrate
our second annual I Make the Difference Awards. There are some great things happening across South West Trains, all designed to make sure our customer are at the very heart of our business. Adam Piddington is deputy customer service director at South West Trains April 2016 Page 137
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Customer comes first
Inspirational team Abellio Greater Anglia describes its ‘Inspire’ customer service programme
he Abellio Greater Anglia (AGA) Inspire team has introduced and delivered a customer service programme known as ‘Inspire’ to encourage colleagues to put the customer at the heart of everything that we do. The aim was to make it clear that no matter what their role, everyone plays an important part in our customers’ journeys; as well as inspiring them to deliver a better service, day in, day out. Delivered via a two-day course at the company’s dedicated Training Academy in Stratford, The Inspire training programme has brought many benefits including raised customer service standards, increased employee engagement, better service quality and customer satisfaction scores and underpinned wider, independent recognition and accreditation for the company. In its infancy, we had put forward an initial committed franchise obligation to deliver training to 2,074 colleagues focusing on the vision, values and customer-centred ethos of the company, through 163 two-day events, by January 2014. With the dedication and focus of the training team this was achieved by November 2013. Then, throughout 2014, we continued delivering the programme to the rest of the company, so that 2975 colleagues have attended Inspire events. The success of the programme meant that in 2015 we then developed and implemented a second phase, as part of our second short franchise, with the introduction of ‘Inspire…Continuing the Journey’, which is a continuation and evolution of the original two-day event and has been developed from colleague feedback. These events focus on pride, responsibility, accountability and how colleagues can make a difference to the customer’s experience. To date, 603 delegates from the across the business have attended this second phase of events. The team endeavours to lead by example and embody the business values in the way its members conduct their roles and work together in a supportive, progressive environment, and also help by volunteering for special events and during disruption. Challenges the team have faced include encouraging all colleagues to ‘live’ the values and behaviours consistently
while also facing the everyday challenges of ensuring full attendance at each event, hitting our required targets and encouraging management buy-in. All of the team keep in regular contact with managers and the head of department to update on the progress of Inspire encouraging support and cooperation for all the Inspire events. Strong team The Inspire team includes: Jackie Gibbs, head of service quality standards, who leads the team, guides the programme and ensures its continued success; Lucy Tomlinson, customer service development programme manager, who has overseen the day-to-day running of the events and has been working on Inspire since its inception in 2012; Charlotte Pearson, customer service development programme trainer, who was recruited within the business when she originally facilitated the earlier events as a champion from revenue protection; and finally Stacy Gillespie, customer service programme coordinator, who is a new addition to the team, having joined in February 2015, and organises the attendance and data recording for the programme. They are a very strong, dedicated team who rely on effective, positive communication with each other to ensure targets are met, while at the same time encouraging others to deliver the ‘Abellio
Way’. Members have shown innovation and creativity in the events by updating and refreshing the session plans as necessary, acting on feedback and their own experiences. Our in-house magazine regularly features the delegates on our events, with updates and insight from our team of champions who help facilitate the events. Our company intranet is also updated on a regular basis for colleagues April 2016 Page 139
Customer comes first
to view the progress of the initiative, access documents associated with the scheme and monitor the success of the programme. The team regularly visits colleagues at stations, depots and offices around our network to talk about the Inspire programme and listen to feedback from a complete range of colleagues. Results of the ‘Inspire’ programme can be seen in: • an increase in NRPS scores for Attitude and helpfulness of staff at stations • an increase in mystery shop scores for different departments • increased praise and feedback for the company, with several staff mentioned positively on social media within days of having attended an event • positive and encouraging event feedback from our colleagues. Examples of comments from colleagues who have attended the programme include: ‘Made me rethink how I work and feel pride in my role’
‘Uplifting and improving overall morale’ ‘Very relevant and helps to take more ownership and responsibility’ ‘Helps us to understand that we as individuals can make a great impact on colleagues, customers and the organisation as a whole’ These endorsements are reiterated in the feedback forms about the events where 97 per cent of colleagues have marked the training team for the second Inspire two-day programme as ‘good’ or ‘very good’ in their feedback scores. In addition, 86 per cent of colleagues have marked the training team for that programme as ‘good’ or ‘very good’ in their feedback scores. Some other positive achievements which are either wholly or partially due to the impact of the Inspire training programme include: • average 10 per cent increase in individual ‘100%’ employee service quality scores • overall People service quality standards improved by eight per cent • the Colleague opinion survey has seen the best results since 2004 • colleagues’ confidence, engagement
and accountability has grown • increased items of praise have been sent via social media and to customer relations • positive feedback from our customer panel and other rail industry organisations • ticketless travel results improved by six per cent down to 3.2 per cent • the Inspire programme has been accredited by the Institute of Customer Service • Bringing the Abellio Values to Life Award at the 2015 Abellio Achievement Awards • AGA won the 2013 British Quality Foundation Achievement in Customer Satisfaction Award • The Silver IiP Award for the Revenue Protection & Customer Relations teams • The Gold IiP Award for the Operations, Train Presentation and Finance Teams. The Inspire training team has delivered an excellent customer-focused employee training programme against tight timescales, which has developed and inspired employees, increased pride, raised service delivery standards and increased customer and employee satisfaction.
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Twenty years of rail franchising Michael Schabas looks at how franchising has evolved, what it has delivered, and what may follow
ail franchising began as a ‘noble experiment’, an attempt to create competition within a railway industry that, since the 1830’s, had been dominated by vertically integrated monopolies. Railway companies not only owned their tracks and stations, and ran their trains, they even built their trains. Before the emergence of road and air completion, the railways were ‘strong monopolies’; costs could be passed on to customers and railways could be profitable even if they were inefficient. But by the 1960’s, travellers and shippers had choices. An ambitious post-war modernisation plan had failed to halt the decline in traffic, and British Rail was looking to the government like a financial black hole. Beeching is reviled for closing lightly used branch lines, but he saved the railways by introducing rigorous financial analysis, and focusing investment on services like intercity where the railway could be profitable, and extending electrification where it made financial sense. Through the 1970’s and 1980’s, British Rail gradually became a more ‘commercial’ organisation, learning to price and market services better, developiong costeffective technology such as the 125 mph High Speed Train. Railway managers were, mostly, clever and committed, and were able to persuade government to fund investment in fits and starts. But there was still plenty of waste in the organisation, and it was clear the government would never release enough money to build all the schemes that were planned. A mechanism was needed to bring in private capital, and at the same to drive further improvements in efficiency and innovation. Something similar with the railways In the 1980’s, the British government had successfully privatised other state enterprises, including telecoms, electricity, gas, buses and air travel, introducing elements of competition with regulation of the remaining ‘monopoly’ activities. The results had been promising,
with prices falling and service quality improving. The government hoped it could find a way to do something similar with the railways. There was no directly transferrable model. A few lines in Argentina had been privatised, and Japanese National Railways had been broken up in 1987, but they remained regional monopolies. British Rail managers hoped privatisation, following the Japanese model, could free them of political interference and enable new investment. But the Japanese model only worked because their railways were already highly profitable. The British government needed a structure that would allow it to continue to pay subsidy, but also ensure it got ‘value for money’. Franchising, with periodic competitions for the rights and responsibilities that go with each group of train services, provided a way to do this. The Argentine model allowed for periodic retendering of vertically-integrated lines, but the UK railway is a single complex network, with many overlapping routes. To create a franchising ‘market’, there needed to be more than one company. This, and the need to regulate investment in infrastructure, led to vertical separation. This also fits with EU policy, which requires separate accounting of above-rail and below-rail costs, to enable access for cross-border train services. Experiments had already begun in Sweden with franchising of passenger services, and British Rail had, conveniently, organised itself into 25 train operating units. Railway managers sceptical The Railways Bill became law in 1994, and over the next three years the 25 train operating units became Train Operating Companies (Toc’s). Literally hundreds of contracts, leases, and licences replaced the informal agreements that had governed behaviour within British Rail. Railtrack was created to own and manage the network. Many railway managers were sceptical such a complex system could even work. Engineers had similarly predicted that ‘the lights will go out’ when the Central Electricity Generating
Board had been broken up, so warnings from rail managers were mostly ignored. Over the next three years, the 25 Toc’s were sold together with franchise agreements. All of the initial franchises were awarded on ‘price’, meaning the winner was the bidder that asked for the lowest total subsidy. All of the winners committed to declining subsidies, falling in total from £1.95 billion in 1997, to £820 million by 2003. I actually did a projection at the time that suggested that, by about 2012, the UK rail industry as a whole would be ‘profitable’, with franchise ‘premiums’ on the Intercity and London suburban routes offsetting continued subsidies to the northern and regional services. There is a myth that British Rail’s privatisation was botched because the structure assumed a declining industry. Certainly, decline was not a view that winning franchise bidders held. Virgin won the Cross Country and West Coast franchises with commitment to replace the entire train fleets, with big improvements in speed and frequency. Similar investment commitments were made on most of the other franchises. The performance regimes, introduced before privatisation but now playing with real money rather than ‘wooden dollars’, seemed to be working rather well, and reliability and punctuality improved even as Toc management were distracted with the changes of ownership. Impossible deal Then things started to go wrong. Railtrack signed up to an impossible April 2016 Page 143
deal with Virgin to modernise the West Coast route for faster tilting trains. Railtrack failed to keep the engineering knowledge to manage the network, selling too many paths, and cutting corners on maintenance. The ‘lights’ did not actually go ‘out’, but after the Hatfield accident services were disrupted across the network. The Labour party, which had intimated it would reverse the privatisation, found it easier once in power to complain about the rail industry, and then decided to turn the franchising authority into a bloated bureaucracy, the Strategic Rail Authority. Prescott had forgotten the advice ‘be careful what you wish for’. After years of public bashing by the government, Railtrack went bankrupt. Labour winced at the thought of actually being responsible for the railway, and after months of turmoil created Network Rail as a way to avoid taking billions of debt back onto the government’s books. Network Rail gradually rebuilt the engineering skills to maintain the network, but costs skyrocketed. My prediction of a profitable industry seemed to have been a fantasy. The government’s franchising policy also changed several times. The SRA proposed to award longer franchises, including infrastructure investment, but in the end this proved too difficult, except on the isolated and relatively simple Chiltern line. It also began an expensive programme of re-mapping and consolidation, reducing market focus by merging Anglia and Thames into much larger franchises. Later the policy would reverse, with the London Overground
carved out of longer-distance franchises. When some of the first-round franchises failed to meet their revenue projections, and two franchises actually ‘handed back the keys’, the SRA tried to mitigate this risk with ‘caps’ and ‘collars’. This had the perfectly predictable disadvantage of also dampening incentives. The recent East Coast franchise has an adjustment mechanism to reflect changes in GDP. Time will tell whether this gives value to the taxpayer, or merely adds a wrinkle to an already complex process. For the Merseyrail, London Overground and Thameslink franchises, often now called ‘concessions’, revenue risk was not transferred at all, with the operator taking only cost risk. This follows a model common in Germany and northern Europe, where many regional train contracts have been awarded on a ‘gross cost’ basis. Bidders continuously raised their game Franchise bidders adapted to whatever process government chose to offer, but they also continuously raised their game. The first round franchise bids were put together in a week or two, for a few hundred thousand pounds; in the second round, bidders began each to spend £10 million or more over several months. They test different fleet plans, build elaborate models to estimate reliability, and negotiate with large and small suppliers. They do exactly the sort of innovation that government was hoping to attract by franchising. The UK passenger rail industry now attracts £9 billion per year in revenues; with two or three franchises re-bid each year, and four bidders per franchise, franchise bidding swallows about one per cent of industry costs. This is a lot of money, but it seems to be worthwhile. After 20 years of franchising, ridership has doubled or even tripled on most routes. Average fares have remained broadly constant in real terms. First class fares on ‘business trains’ have increased, while the cheapest fares, even on fast intercity trains, are actually lower than the regulated fares on Chinese railways.
Despite massive improvements in service quality, and rising costs for labour, trains, and power, the average cost per seat-km has declined. On more than half the Toc’s, fares and other revenues offset not just operating costs, but also lease charges on rolling stock and access charges to Network Rail. One might say they are ‘profitable’, and they operators mostly pay ‘premiums’ to the government rather than received subsidies. Excluding the franchises in Scotland, Wales and the north of England, most now generate margins sufficient to cover an apportioned share of the grant the government pays directly to Network Rail. My prediction from 1993 has proved to be optimistic, but not fantasy. With the industry now visibly delivering value for money, the government seems happy to provide capital funding for new projects like Great Western and Trans-Pennine electrification, the Inter-city Express Programme, and High Speed 2. This pace of investment was inconceivable in 1993. Franchising has worked. So what next? Well, one good rule is ‘if it ain’t broke, don’t fix it’. The current model certainly is not broken. But the British population continues to grow, and without new road construction the role of railways will increase. There are concerns that competition is waning, with only two bidders for the South West Trains franchise. And is it right for commuters in southern England to pay fares that, in effect, are used to cross-subsidise services in the north? The Competition and Markets Authority is now looking at ways to expand competition above the rails, perhaps by breaking up franchises so there are two or more operators on each route. Hull Trains and Grand Central already show the potential benefits on the East Coast route. Perhaps the spread of competition ‘above the rails’ can be linked with relaxation of fares regulations, thus enabling further service and quality improvements. Construction of HS2 will bring a massive increase in capacity and will certainly divert many profitable trips off the ‘classic’ network. The future of Britain’s railways will not be boring! Michael Schabas is a partner in FCP rail strategy consultants.
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Rail franchising in a time of reform Reviews of competition between rail operators and of Network Rail should stimulate new thinking about how we franchise rail services, says Nigel Keohane
he Shaw Review of Network Rail reported with the March 2016 Budget. Reform of Network Rail potentially offered the chancellor an option to remove £38 billion of debt from the government’s balance sheet and a huge windfall from rail privatisation to time nicely with his deficit target in 2019-20. However, the review ruled out wholesale privatisation of the rail tracks. It is a good thing. For too long there has been a false dichotomy in the debate on rail services: return it to its nationalised state pre-1990’s or privatise the whole thing. Neither of these propositions is particularly appealing. Notwithstanding the fiasco of Railtrack, wholesale privatisation of the network would simply perpetuate the current split-accountability between track management and train operation. Nationalisation would make long-term investment decisions vulnerable to the whim of Westminster politicians, and would remove market-based incentives to innovate. The government will now be looking predominantly at proposals to reform
Network Rail as an institution rather than a big shift in ownership of the track. However, beneath the surface may lurk potentially dramatic shifts. The review speaks of ‘possibilities of third party funding and financing of enhancements’ and voices interest in the potential of rail concessions or long-term licenses to manage track. This includes the prospect of concessions for a whole route. Such steps could be good for efficiency, for innovation and for investment. In the longer-term they may also enable re-classification of the debt associated with those parts of the network. A route for the north is also now being promoted to drive greater coordination between Network Rail, operators and other transport systems. This may presage the way for demands for total responsibility for rail to be handed over to Transport for the North as the Chancellor continues his encouragement for the Northern Powerhouse. Both of these moves could have significant implications for franchising – either with responsibility delegated to a different commissioner (say Transport for the North) or the concession for track
management and train operation handed over to one responsible provider. Recent proposals from the Competition and Markets Authority (CMA) are hardly less radical. The CMA recommended that there is greater scope for open access competition between train operators on inter-city routes. The regulator also argued that licenses could potentially be given to a number of competing rail operators to run services on the same routes. Reforming how we franchise rail Much is changing therefore – and now is also the time to take a fresh look at rail franchising more specifically, which is likely to remain an essential ingredient of rail delivery. Rail underperforms significantly in two areas. First, successive reports have identified major inefficiencies, with the UK some 30 per cent behind comparator countries. Unit costs have not declined in the way you would expect in an industry where the fixed costs are high. Second, despite improvements in rail services from the mid-2000’s, performance has flat-lined and dropped back on some principal measures. ‘Overall satisfaction’ scores have stalled; delays have worsened; a third of passengers are dissatisfied with ‘the value for money of the price of your ticket’; and, three in ten are unhappy with April 2016 Page 147
‘A route for the north is also now being promoted to drive greater coordination between Network Rail, operators and other transport systems. This may presage the way for demands for total responsibility for rail to be handed over to Transport for the North as the Chancellor continues his encouragement for the Northern Powerhouse. Both of these moves could have significant implications for franchising...’
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how companies deal with delays. There is huge variation between providers. While the market appears to be quite competitive at bidding points, the challenge is to maintain the pressure on operators during the course of long contracts to continue to improve services, to invest, to drive efficiencies and to innovate. As it stands, franchise contracts are specified very highly – think timetables, fare structures, type of improvements made and specifications regarding number of carriages. The list goes on. This reduces the flexibility of operators to alter their services to meet the changing demands of passengers. Neither do train operators have much real incentive to innovate or meet emerging passenger needs as the government deliberately limits the risks to which operators are exposed. Much could be done within the current franchising structure to establish more passenger-focused rail services. In the SMF’s recent report, Back on Track, we recommend that train operators should be scored against a single measure of satisfaction. This would then enable and encourage operators to target the aspects of the service (train quality, punctuality or price) that mattered most to passengers. Based on this measure, the government
could then use rewards and penalties within contracts to encourage operators to achieve higher scores. These could be financial rewards. But, they may be more effective if they took the form of additional flexibilities: such as in terms of timetabling or greater freedoms over setting fares. Alongside these greater freedoms and incentives for rail operators, additional safeguards could be put in place to look after passenger interests. For instance, while delays on trains continue to be a significant problem, the vast majority (nine in ten) of delayed passengers do not receive compensation. We estimate that around £200 million a year goes unclaimed in compensation. Operators do not have an incentive to make the compensation process easy or to boost take-up. Therefore, we propose fining operators the value of all unclaimed compensation due to passengers. These reforms could be significant in their own right. Combined with changes to how the rail network is managed they may turn out to be even more dramatic.
Nigel Keohane is research director at the Social Market Foundation
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Tracking the changing commuter The on-going growth of a new wave of long-distance rail users presents a huge opportunity for Toc’s and advertisers. So how best to engage them, asks Ian Reynolds
ritish commuters are making more train journeys and travelling by train for longer, latest research shows, which makes it more important than ever to understand not just who makes up the new wave of long-distance rail commuters but how best to engage with this lucrative audience. In 2014, of EU countries reporting data to Eurostat, the UK had the second highest number of rail passenger journeys. It also experienced the highest growth rate in the EU when it comes to passenger kilometres – which have risen 48.8 per cent since 2004 compared with an average growth rate across the EU of 17.5 per cent. And this upward trend looks set to continue. According to latest Office of Rail & Road analysis sourced from Datarail, UK
‘According to Q1 2016 Dipstick research, 62 per cent of KBH regular commuters use their mobile for shopping and 36 per cent of these use mobile for their shopping while travelling by train. This is in contrast to the general public, of whom only 23 per cent use their mobile for shopping, according to TGI’
passenger journeys between July and September 2015 – Q2 of 2015/6 – grew 1.4 per cent to 414 million, compared with the same quarter the previous year. This points to an annual total over the preceding 12 months of 1.68 billion, compared with 1.66 billion journeys in 2014/5 – the highest recorded annual figure since the survey began. A number of factors are driving this growth. House prices – especially in London – are forcing growing numbers to move out of the capital to live while commuting back in, daily, for work. In fact, house prices have become so inflated that living just an hour outside the capital can save city workers £300,000 – even after the cost of train travel, according to recent research from Lloyds Bank. Employees’ recently introduced right to request flexible working is enabling more people to work in central London, further growing commuter numbers – and not just at traditional commuting times. And increased on-board connectivity is boosting rail travel’s appeal by allowing train travellers to spend their journey
April 2016 Page 151
time more productively. Meanwhile, major investment to extend and improve infrastructure will have further impact on the supply side in coming years – as will rail electrification, High Speed 2 and, in London again, Crossrail. Understanding the new wave The on-going growth of rail users presents a huge opportunity for Toc’s and advertisers looking to reach this audience. So how best to engage the new wave of longer-distance rail commuters? A critical first step is to understand who they are – not just by demographics, but by understanding their various behaviours. At KBH On-Train Media, we have invested heavily to gain the most detailed traveller insights to date to help the Toc’s and brand owners we work with to capitalise on the value of the growing rail audience. Our in-depth analysis of our 7.1 million monthly rail users, their profile and their behaviours on board, provides invaluable insight. We know from TGI Q1 2016 figures, that 75 per cent of KBH On-Train’s Train Media’s commuting audience is ABC1. On average, KBH commuters spend three hours a week travelling by train – 15 minutes more than six months ago.
But equally important as who the audience is, is how rail travellers behave once on board a train. 90 per cent of KBH commuters use their smartphone while travelling by train – an activity that takes up, on average, 50 per cent of their train journey time as they seek best value products and services and keep on top of current affairs. According to Q1 2016 Dipstick research, 62 per cent of KBH regular commuters use their mobile for shopping and 36 per cent of these use mobile for their shopping while travelling by train. This is in contrast to the general public, of whom only 23 per cent use their mobile for shopping, according to TGI. 94 per cent of rail travellers had noticed traincards, and 24 per cent of these had bought something they’d seen advertised on board a train. 28 per cent who made a purchase had done so almost instantaneously after seeing it advertised on a traincard, while 29 per cent had done so later that day – a clear demonstration of the reflective and receptive state of the rail traveller’s mindset. Toc’s and advertisers are starting to capitalise on this mindset and offer contextually-relevant messaging. Traincards can reach a broad audience but can also be used to target a specific
geographical area with a message relevant only to that area. Advertisers can buy traincards line-by-line, ensuring brands reach their target audience, in the right location. But the importance of geographical targeting isn’t just restricted to advertisers with a local offering; brands such as British Airways and easyJet use traincards to pinpoint the train lines covering the airports from which they fly. Toc’s are also effectively targeting rail users with contextually-relevant messaging. Southeastern ran a locationspecific traincard campaign that reached an audience primed to act who were travelling through the countryside and towns mentioned. The ads highlighted the beauty of Kent’s coastline and surrounding areas, alongside the Toc’s access to the heart of Central London. Rising passenger numbers are one thing but commuter behaviour and how it is changing is what really counts. Understanding who rail travellers are and how they behave, paired with the role of, and rail travellers’ response to, the commercial messages they are exposed to while travelling is critical for any business wanting to realise their undoubted value. Ian Reynolds is CEO at KBH On-Train Media
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Right for the customer, right for the business Laurie Bushe looks at transforming the passenger journey through innovative design
hey say travel broadens the mind’ GK Chesterton once joked, ‘but you must have the mind’. We are spending more of our time traipsing across the country and around the planet than ever before, and for many it has become either a tedious or disorientating experience. Whether it’s, trains, planes or automobiles, consumers are searching for ways to take the trauma out of travel. And in the air, on rail or road, the design team at tangerine has been working with businesses to transform the experience, looking to new technology and intelligent design to make the journey more of a joy. A combination of customer psychology and design precision saw tangerine transform the first-class passenger experience on the Heathrow Express train service in the UK. This required thinking about the space in a new way. The 15-minute journey between central London and the airport offered little time to make first-class passengers feel special. Tangerine proposed that Heathrow express would have just one
seat on each side of the aisle instead of three seats across. ‘Sitting in first class, I couldn’t help but notice that there were lots of seats with no one in them,’ tangerine creative director Matt Round recalled. ‘So I thought, better to abandon traditional wisdom, if we can enhance the quality of the passenger experience, drive ticket sales and improve seat occupancy. By changing the carriage format, we were able to provide customers with greater privacy and sense of exclusivity, while losing just two seats overall.’ It was a truly radical idea – no British commercial railway carriage had ever been configured this way. Along with other clever changes to layout and signage, the redesign led to a big boost for occupancy levels as well as the Heathrow Express brand. Influence how passengers behave The experience of rail passengers can be improved by helping them customise the experience for their own circumstances. ‘When working for a Scandinavian rail company, we came up with a design that
offered different options for different passenger types,’ said Round. ‘We sought to identify the critical issues that influence how people behave in the cabin, and find points to improve customer experience.’ Four seats grouped around a shared table has traditionally held the allure of the passenger, offering a more open and comfortable seating option within the carriage. Those travelling in groups benefit from sharing a face-to-face space in which to converse and interact. Whereas, if the train is quiet, single passengers often select a quad seat to stretch their legs and relax, with a large desk on which to put their things. At peak times however, with trains at full occupancy, the four seat grouping becomes undesirable. ‘We observed that when carriages are busy, the four seat grouping becomes a space where passenger interaction is awkward. Smaller groups and single passengers are often forced to share the space,’ recalled tangerine CEO Martin Darbyshire. ‘We found that by reconfiguring the seat, we could change the passenger’s relationship with the carriage, thereby solving this problem.’ The design solution angles the seating outwards, improving privacy. A shared centre arm moves up and down, allowing April 2016 Page 155
couples, families and groups to use the space more socially, like a lounge sofa. Side arm rests also drop to allow improved egress and wheel chair access, making the seat suitable for everyone and accessible for all. Tangerine explored ways to integrate
smart technology within the carriage bringing substantial benefits to both operator and customer. An App offers passengers the opportunity to tailor their experience. ‘The app can guide passengers to their seat, allow them to move to a different
one if available, upgrade to a premium carriage, or simply order a drink and a meal,’ Round explained. ‘Operational costs are saved by digitising services and by empowering the customer.’ The project also proposes the introduction of carriage window displays, using technology tangerine developed for the HD television industry. Smart glass linked to the App allows passengers to turn their window into a screen, showing them where they are on their journey, highlighting interesting features and providing helpful information. ‘Our design focus is on identifying and enhancing the ‘touch-points’ of the journey,’ said Darbyshire, who has recently been appointed a trustee of the Design Council. ‘Understand those and you can create differentiated services that drive growth and build brands.’ Whatever the kind of journey, the approach is about understanding the psychology of the traveller. ‘You identify the patterns that are important, the relationships that matter, to drive the emotions,’ said Darbyshire. ‘Then you can make the adjustments that transform the experience. If you get it right for consumers, you get it right for business.’ Laurie Bushe is marketing executive at tangerine London
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Keeping road safety on track The management of work-related road risks is increasingly being prioritised within the rail industry, says Richard Whitehead
fforts to keep the rail industry moving are generally reliant on the many workers who travel via road to and from work sites across the UK. The risk posed to these workers, like anyone who commutes long distances by road to work, is plain to see. Sadly, two people working in the sector died in separate road accidents in 2014/15(1). A further four rail workers suffered major injuries travelling for work over the same 12-month period, and more than 100 others were treated for minor injuries following incidents on the roads. How these incidents are managed and recorded, therefore, is becoming a topic of increasing priority for the rail industry as it looks to continue to improve overall workforce safety and health. Overcoming the challenge We are all responsible for our personal
safety on the roads, whether that is checking the roadworthiness of vehicles or making sure we are fit to drive with due care and attention. The Rail Safety and Standards Board (RSSB) believes increased awareness of the issue within the sector has caused the level of reported harm from road driving incidents to rail workers to rise over the last ten years. Statistically rail infrastructure workers are the most at risk, with five of the six rail workers to have died on the UKâ€™s roads between 2011/12 and 2014/15 having been employed in that role. The very nature of infrastructure work means employees can face a large amount of driving to and from work sites that are often some distance apart or away from home. The management of fatigue is therefore a big issue. The specialist railway civil engineering company I work for predominantly installs railway signalling superstructures and substructures. Tasks include the surveying, design and installation of anything from concrete foundations to signal gantries. We may be based in the East Midlands but our employees travel to wherever their expertise is required. This could include sending workers down to Cornwall or all the way up to the northern tip of Scotland. Ensuring they do so safely is a vital part of my work. We equip each job with the right workforce, equipment and vehicles and have a thorough management tool in place to keep an eye on the demands being placed on our staff. It allows us, for example, to plan working hours and shift locations so the demands are equally distributed among the workforce. If the job requires travelling a long distance we always make sure there are at least two workers in a vehicle at all times so they can rotate the driving. Simple measures like booking and mandating the use of overnight accommodation for work a long way from home also removes the need, and temptation that a worker might April 2016 Page 159
have, to drive to and from the job in one day. Industry awareness The road safety of rail workers has generally gone under the radar but a lot of work is being done to address this going forward. The RSSB established the Road Driving Risk Project Steering Group(2) in 2013 with the aim of engaging with the rail industry and increasing awareness and understanding of road driving risks. Its work to date has resulted in the production of a number of useful guidance documents(3), including how the likes of Colas Rail (4) promote worker safety on the roads. The Staffordshire Alliance, meanwhile, has also taken a cross-company approach to tackling the issue for those currently working on the Staffordshire Area Improvements Programme. Enhancements to the railways around Stafford are being delivered by the alliance, a partnership of Atkins, Laing O’Rourke, Network Rail and VolkerRail. The initiative is seen as an example of how companies can collaborate to deliver rail infrastructure projects in the UK. This was an example of best practice
fatigue management within the project where all workers were required to advise the postcode that they were travelling from and back to so that an accurate record could be made of their complete shift. As the Chartered body for workplace safety and health professionals, IOSH and its Railway Group has also been raising awareness of the issue. Our group, which has more than 1,500 members, hosted an event last year in conjunction with the RSSB to explore work-related road driving in the rail industry. The event, held at Network Rail’s Westwood Development Centre in Coventry, offered delegates the chance to develop a greater understanding of the risks associated with work planning and fatigue. Speakers included experts from the Office of Rail and Road, RSSB, Infrastructure Safety Liaison Group (ISLG), National Freight Safety Group, Network Rail and the Association of Train Operating Companies’ Safety Forum. I do believe every company sees this as a problem. The likes of Network Rail and the ISLG are looking to push this message
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through the supply chain and get some standardisation on how the industry deals with the issue. For me, road safety is as important as track safety. For more information about the IOSH Railway Group, including upcoming events, visit www.iosh.co.uk/railwaygroup. Richard Whitehead is assurance director at Collis Engineering and vice-chair of the Institution of Occupational Safety and Health’s (IOSH) Railway Group.
1. http://www.rssb.co.uk/Library/ improving-industry-performance/201509-24-road-driving-risk-trafficaccidents-q4-2014-2015.pdf 2. http://www.rssb.co.uk/improvingindustry-performance/workforcepassenger-and-the-public/road-drivingrisk 3. http://www.rssb.co.uk/improvingindustry-performance/workforcepassenger-and-the-public/road-drivingrisk/road-driving-guidance-and-goodpractice/rail-industry-guidance 4. http://www.rssb.co.uk/Library/ improving-industry-performance/201509-guidance-a-practical-guide-to-saferoad-driving.pdf
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For more information call 01332 343585 or email firstname.lastname@example.org Visit us online at www.signet-solutions.com Page 162 April 2016
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There’s always Hope ope Construction Materials has unveiled 48 new rail wagons that will lessen the company’s impact on the environment. Developed in partnership with VTG Rail UK, the new vehicles’ increased capacity will result in the company making fewer journeys. The units were officially launched by the Secretary of State for Transport, Andrew Jones, at an event at the Hope Works cement plant in Derbyshire. Using the new fleet, Hope will be able to deploy fewer trains to deliver two thirds of the total annual production of cement (one million tonnes) throughout the UK by rail. In the first year alone, Hope will see a reduction of almost 20 per cent in trains deployed, falling from 768 in 2015 to 627 in 2016. Ashley Bryan, industrial director at Hope Construction Materials, said: ‘This new deal benefit both our customers throughout Britain and the environment.’ Minister Jones said: ‘I am pleased to see the industry making great steps towards improving the environmental impact of their freight traffic, with more efficient, cleaner and quieter wagons.’ Visit www.hopeconstructionmaterials.com
‘The start of RVEL’s journey’ VEL is now allowed to operate nonpassenger services after it was granted a safety certificate and non-passenger train licence by the Office of Rail and Road (ORR). The initial safety certificate, which covers the next five years, will allow RVEL to operate trains between the Derby RTC and Old Dalby test track in support of its existing engineering and re-engineering business. RVEL hopes to operate its first train along this route in the middle of 2016. The company was bought in September 2014 by Loram, the rolling stock rail-head service company, and has since re-organised and strengthened its board in preparation for the grant of the licence and safety certificate. Andy Lynch, managing director of RVEL said: ‘The ORR safety team has demanded evidence of the very highest standards of compliance from RVEL prior to granting this operating documentation and I am enormously proud of my team for meeting them. ‘This is the start of RVEL’s journey as a train operator, and we look forward to growing our capability to meet our customers’ and the industry’s needs over the coming years.’ Visit www.rvel.co.uk
Getting to the points ailway technology capable of boosting network capacity has entered into the next stage of development after it received industry backing. Masterminded by Loughborough University engineers, Repoint is a robust and reliable points concept with a new design that will increase reliability, reduce maintenance costs and boost capacity on the network. A result of research carried out with industry experts into improving switches, the two-and-a-half-year project was funded by the RSSB and will lead to the development and deployment of a fullscale, prototype track switch.
Using safety concepts derived from aerospace and the nuclear industries, Repoint allows redundant, fail-safe actuation and locking of track switches for the first time. This functionality means that the failure of a single actuator element won’t cause the failure of the entire switch, allowing trains to continue until maintenance is feasible. The head of the control systems research group, and one of the project leads for Repoint, Professor Roger Dixon, said: ‘Great Britain’s rail network, in particular, is under pressure to provide increased capacity and reliability at a reduced cost. With the support of RSSB, we can make track switch failures a thing of the past by introducing a cost-effective alternative which has not been seen before.’ A video of how the technology will work can be viewed at youtu.be/ gaZEff1RAoU. Visit www.lboro.ac.uk
More news at railpro.co.uk
April 2016 Page 163
Building on Experience In business over 50 years Walker Construction (UK) Ltd provide Civil & Construction solutions to the Rail Industry
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Stadler enters £200 million deal tadler has won its first contract to supply trains for the Glasgow Subway, with a total order volume that will amount to around £200 million. Working in a consortium with Ansaldo STS, Stadler won the tender to provide 17 underground trains for the Glasgow Subway. The contract will also see the company provide additional technical
Good vibrations £4.5 million co-funded innovations competition has been launched by RSSB to decrease the cost of track repair and running gear maintenance. Set up to reduce vibrations and noise to improve comfort for passengers, funding will be available for winners who propose innovations that reduce track damage and wheel and suspension maintenance costs. Neil Webster, RSSB Future Railway programme director, said: ‘The costs associated with repairing and maintaining track damage and vehicle running gear is a long-standing challenge for the rail industry, amounting to an estimated cost of £350 million per annum. ‘Improving the technology not only opens up the opportunity for greater flexibility for the use of trains on both slow and fast lines, it also helps improve the levels of comfort experienced by passengers.’ A detailed briefing workshop held in March gave organisations with the opportunity to discuss the competition scope in detail and collaborate to find solutions together. The competition is now officially open for applications. In other news, the RSSB has selected four winners for a competition established to develop ideas to use robotics more effectively, giving them a share of £250,000 of funding. The Application of Robotics and Autonomous Systems to Rolling Stock Maintenance feasibility studies competition was facilitated by Rail Research UK Association (RRUKA). Launched in November 2015, the competition called for blue-sky ideas about how to make use of robotic and/or autonomous systems to carry out rolling stock maintenance, servicing and inspections in order to reduce maintenance time and cost,
service support and spare parts for the network, which is the third oldest subway system in the world. Stadler will supply 17, 39-metre long trains as part of a complete system, with the first going into commercial operation in 2020. The carriages will have 116 seats and 12 tip-up seats to provide additional standing room for 204 people. Visit www.stadlerrail.com
Making sure trains are seen and heard ompanies are now able to make their own informed choice about their trains’ front end colour, pertaining the right risk assessment is done and all affected parties are involved. Following changes to standards which came into effect last month, rail safety body RSSB has announced that it is now up to the companies owning and operating trains to make sure they are sufficiently visible. For new and modified trains, this includes having the right arrangement of headlamps in line with legal requirements. Historically, train fronts were required to have a yellow panel in order to make them more visible. This move occurred in the 1950’s when newer diesel and electric trains were found to be far quieter than steam. However since that time, headlamp technology has improved.
and increase the reliability of inspections. The winning entries came from teams led by Cranfield University and Heriot Watt University; Southampton Solent University; the University of Birmingham; and Brunel University. Each of the four winning entries explored the key challenges in rolling stock maintenance, including maintaining wheelsets after damage, the servicing of fluids used on passenger trains and cleaning the front end of a cab. Some of the institutions will now develop their demonstrator prototypes for review. Luisa Moisio, RSSB head of research and development, and RRUKA industry co-chair, said: ‘This competition aimed to look at alternative options through the use of robotics and autonomous systems, to give universities the opportunity to learn more about the specific challenges facing the industry. ‘We received a large number of highcalibre proposals and look forward to seeing how the four chosen projects develop.’ Visit www.rruka.org.uk www.rssb.co.uk/future-railway-programme
This new standard describes relevant modern requirements and best practice on audibility and visibility, including where yellow warning panels still need to be used on existing trains. The yellow front end is still a requirement for trains without the new arrangement of headlamps, and the specification for the yellow panel is still provided in the new standard where companies find this to be good practice. Visit: www.rssb.co.uk/hot-topics/visibility-oftrains-what-is-changing April 2016 Page 165
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SLIDING AND LIFTING OF STRUCTURES
Restoring Aglo-Scottish connections reyssinet has played a key role in rescuing Lamington Viaduct from collapse – restoring the link north and south of The Border – following flooding of the River Clyde on New Year’s Eve. Scour that passed beneath the central pier caused a 140mm depression on part of the bridge deck and forced Network Rail to close the viaduct to all trains, severing the West Coast Main Line between Scotland and England. The contractors involved worked around the clock in often poor conditions to stabilise the riverbed, strengthen the pier, jack the bridge level and replace the damaged bridge bearings. The bridge was reopened two weeks earlier than planned. In total, around 7,000 tonnes of rock had to be placed around the various supports of
An electrifying partnership lectro mechanical engineering company Houghton International has secured a two-year, multimillionpound contract with Great Western Railway (GWR) for the overhaul and repair of 108 alternators for its high-speed trains. The repair contract, which began this month, will see Houghton International expand into a new operations facility and invest in new machinery to service the increased workload. Newcastle-based Houghton International specialises in the repair and maintenance of
electrical mechanical assets. The company has worked in the rail industry for more than ten years and is now looking to expand the range of specialist services it offers, focusing on innovation to solve issues and improve performance of electromechanical machines. Michael Mitten, chief executive officer of Houghton International, said: ‘We have significant experience in this area, having carried out a repair for GWR last year which led to improved performance of its alternators. ‘To deliver the contract we will be expanding into new premises, investing in new machinery and expanding the range of services we offer the rail industry.’ Throughout the course of the contract, Houghton International will work closely with German engine manufacturer MTU, which secured the contact to overhaul the engines that work alongside the alternators. Visit www.houghtoninternational.com
the structure to protect it from the Clyde. Appointed by AMCO, Network Rail’s Principal Contractor, Freyssinet and fellow engineers, Donaldson Associates, cast new jacket walls either side of the subsided pier to stabilise them, providing a surface to jack the bridge deck from. The deck had not subsided uniformly – it had twisted – so Freyssinet developed a jacking sequence to first take out the twist and then raise it to level. Four 250-tonne jacks were clustered around the central bearing and two were installed at each edge beam bearing. With the bridge level, Freyssinet removed the old bearings and replaced them with new before lowering the bridge back down onto its new supports. The viaduct reopened in February 2016, with the first train running between London and Inverness. Phil Verster, managing director of the ScotRail Alliance, said: ‘This project has been hugely challenging, involving working out in the Clyde through the worst of January’s storms in a race against time to save the structure. I’m really proud of their hard work and their absolute commitment to getting the line open again.’ Visit www.freyssinet.co.uk
A juicy contract rail recruitment agency owned by Berry Recruitment Group (BRG) has won a major contract potentially worth millions of pounds a year to supply temporary workers and permanent recruitment services to the Go-Ahead Group. Express Rail Services will be providing staff for roles including crowd management, security, depot staff and customer service operatives at the platform and on trains. The company’s manager, Justin Ayling, said that being part of BRG, with its nationwide network of more than 30 branches and £60 million turnover in 2015, was crucial to it winning the contract. The agency is one of just four recruiters from across the continent chosen for this part of the multimillion pound tender, the details of which were made public on Official Journal of the European Union in January this year. Ayling, who formed Express Rail Services in 2003, said: ‘Being part of BRG was vital for us in winning the contract. The group’s nationwide network and wider recruiting expertise meant it was able to go up against some of the major names in recruitment and win.’ The contract is valid for at least three years and will involve Express Rail Services providing temporary, permanent, interim and fixed term staff across hundreds of sites across the UK. www.berryrecruitment.co.uk
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INTERNATIONAL CONFERENCES... Transport Wireless Rail 2016 China will host the Asia Pacific’s only event focusing on rail wireless network and metro/high-speed rail Wi-Fi development this month. Transport Wireless Rail 2016 will be held on April 26th -27th in Chongqing. The conference aims to build an international platform to promote the popularity of subway and high-speed rail Wi-Fi, as well as the construction of a large transportation mobile internet ecosystem. For speaker and delegate registration and sponsorship opportunities, contact Jason Ye. Tel: 86-21-6140 3762 Email: email@example.com www.transportwirelessrail.com Visit the Rail Professional Asia website – www.railprofessional.com Iberian rail development The Iberian Rail Development conference in 2016 will bring together key stakeholders from the Spanish and Portuguese rail markets to share investment and development plans and debate how to overcome current challenges. The conference will focus on infrastructure development, operators’ rolling stock investments and innovations, as well as how to develop Iberia’s network collectively to ensure that the rail industry is more attractive than road, sky or sea. It will also cover the various funding options: grants/loans and private finance. Scandinavian rail development Taking place on 24th May in Stockholm, the 2016 Scandinavian Rail Development conference will bring together the strategists, financiers and innovators to present and discuss investment plans for the region’s rail networks. With all major freight and passenger railway undertakings represented, alongside each of the infrastructure manufacturers, this conference is geared towards all rail professionals with an interest in the Scandinavian rail industry. Visit www.iberianraildevelopment.com www.scandinavianraildevelopment.com
telent to Express itself echnology company, telent, has secured a 14-year contract with National Express Group – the first whole-life service delivery contract awarded by a UK Toc. Applying to the c2c franchise, National Express said the deal will improve its trains’ operations and enable it to enhance what it can offer its passengers. Under the whole-life contract, telent will ensure that the driver only operation (DOO) service, which uses more than 200 CCTV cameras and around 250 monitors across 60 platforms on the London to Southend service, achieves agreed availability targets. The DOO system is a safety-critical system that allows drivers to see the train and the platform, enabling them to operate the train without relying on dispatch staff. Stuart Parker, group property and environmental director at National Express Group, said: ‘The ongoing service delivery by telent will ensure that the systems are available to support train operations, allowing us to increase our focus on business-critical issues and most importantly, the experience of our customers.’ Steve Pears, managing director of telent Rail, said: ‘In addition to providing a vital service which supports the safety of rail customers and staff, the service model also ensures a costeffective solution for National Express Group and we’re certain other Toc’s would also realise similar benefits.’ Visit www/telent.com/rail
Recent New Members of the Rail Alliance as at end February 2016 Rail Safety Solutions: Independent provider of track warning systems to offer greater and safer track access. It also offers Network Rail-approved training and assessment www.railsafetysolutions.com OnSite: Maintenance contractor that deals with drainage and culvert cleaning and CCTV inspection. It also supplies and installs temporary dams, concrete refurbishment and sealing www.onsite.co.uk Excalibur Screwbolts: Supplier of a range of threaded anchors for all substrates to fix items directly into building materials including concrete, brick and timber www.excaliburscrewbolts.com
Acorn Industrial: Distributor of replacement maintenance products, specialising in bearings and power transmission linear systems www.acorn-ind.co.uk Kwik-Step: Supplier of modular platforms and stairways for permanent installation on embankments with minimal groundwork and no foundations www.kwik-step.com 21st Century Technology: Provider of tailored technology products to the transport industry, including CCTV and pantograph monitoring, Wi-Fi and passenger information systems. 21st Century Technology also specialises in the physical security of platforms and track surroundings www.21stplc.com
G.O.S. Tool & Engineering Services: UK converter of road rail vehicles www.gosengineering.co.uk Baldwin and Francis: Supplier of switchgear, related systems and services for the most challenging environments www.baldwinandfrancis.com Health & Safety Laboratory: Part of the Health & Safety Executive (HSE), the Health & Safety Laboratory carries out scientific research, testing, analysis and incident investigation for the HSE and commercial clients www.hsl.gov.uk Hilti GB: Manufacturer of fixings/ fasteners and power tools. The company operates in 120 countries www.hilti.co.uk
April 2016 Page 169
Getting bidding right Bid management company Executive Compass explores what makes a successful tender bid; avoiding the pitfalls of a bad one, and the work it carried out for a Crossrail bid
xecutive Compass business consultants was formed in 2009 and provides bid management, bid writing, PQQ (pre-qualification questionnaire) and training services to a variety of industries across the UK and overseas. The core sectors it works in are rail, civil engineering, industrial services, recruitment, health and social care and construction. One of the few bid writing services in the UK to directly employ all its staff, the company holds UKAS ISO 9001:2008 and is a corporate member of the Association of Proposal Management Professionals. In the last 12 months, the company has won business worth more than £2 billion for its clients, including a £360 million contract in the nuclear sector. In total, Executive Compass has been involved in more than 1,700 PQQ and tender submissions over the last seven years.
Rail projects There is a significant volume of tender and contract opportunities within the rail industry, with Network Rail alone stating a £7 billion annual spend across categories. If you add Crossrail and London Underground to the mix, then there are substantial potential profits to be had. Recent rail projects completed by Executive Compass included bids for Crossrail, Network Rail, LU and TfL for a variety of different products and services, such as London Underground station Page 170 April 2016
refurbishment (£600,000), platform doors (£20 million), contingent labour, PPE and bridge repairs (around £40 million). In-house competency for rail includes civil engineering, track machines, labour and PPE. However, the consultancy has successfully written tenders within the rail industry for a huge variety of products and services and is well used to writing persuasive responses. Specific rail-related questions such as collaborative working and Network Rail’s Lifesaving Rules need to be discussed in detail, evidenced and provided with clear differentiators. Executive Compass delivers an evidence-based approach to tendering and the company works collaboratively with client organisations to produce winning bids. Recent work case study Buyer: Crossrail Services provided: Bid management, bid writing, capture planning workshops Duration: Around fifteen days spread over five working weeks The client: A multinational bidding into the UK from overseas, with a project value of around £44 million The methodology involved visiting the client’s premises and spending two days gathering specific information, speaking to key people and then returning to the office to create the responses. Through this approach we were able to obtain an insight into the company’s ethos and working methods, all of which were input, strengthened and supported by evidence within the final submission. The bid was well-structured, with a large number of questions, all limited to one page. While the finished tender was only 70 pages in length, the restricting page limit meant that it was very challenging to complete. In addition, a range of procedures were required, as well as a risk register, business continuity plan and a mobilisation plan. All of this information had to be provided and discussed within the submission, with the overall aim to hit all the points in each
question to achieve the highest score possible. Impressing the evaluators The tender also asked a series of questions around health and safety. Executive Compass was able to match its client’s response very closely to the specification and was also able to add value to the overall tender by including value added and innovative activities, which really impressed the evaluators. The feedback that Executive Compass received stated that all the other companies had simply described what they did, Executive Compass’s tender had ‘leapt off the page’, as it provided clear and explicit descriptions of the company’s intent. It also offered, and clearly described, added value and benefits to the client throughout the document. Following this success, the company bid on three projects and won two of them. Coincidentally, the one it didn’t win was one in which it was not involved. After review it was clear that the company had fallen into the trap of assuming: ‘well, we have all the answers we need now, so we can just copy and paste’. This is a regular failing of firms who don’t realise that each tender is different and that responses must be tailored according to the specification, the client and the client’s objectives. Having discussed the company’s bid history and successes, we are now its first contact should it wish to bid for a tender. For more information, contact Neil Capstick or Matthew Walker Tel: 0800 6125563 Email: firstname.lastname@example.org / email@example.com Visit www.executivecompass.co.uk
Are you listening? ProtectHear® produces custom moulded earplugs. The company explains the current publicity on noise-induced hearing loss and what the rail industry can do to prevent this serious – and potentially expensive – health problem
oud noises at work are a daily occurrence for those in the rail industry. From machinery noise to train horns emitting noises well over 100db, many employees in the industry are exposed to a potentially serious health hazard every day. Deafness via exposure to excessive noise is very serious. The Health and Safety Executive (HSE) reported that there were 48 cases per 100,000 people employed in the last 12 months that are said to be suffering from noise-induced hearing loss (NIHL). Protecting the hearing health of employees is paramount and the arrival of the very first European Hearing Conservation Conference this year is testament to that concern.
Noise risk assessment NIHL, or occupational deafness, is when the structures in the inner ear become damaged due to noise, whether from a brief moment or through long-lasting exposure. Sufferers can experience many physical and psychological problems, such as difficulty in holding a conversation or ringing ears. A workplace noise risk assessment can be carried out to identify the potential for exposure; a process that makes it clear whether the noise can be reduced at source. Stemming noise at source isn’t always an option and if it isn’t possible – and the noise exceeds 85dB – hearing protection is mandatory. Should the level be above 80dB but lower than 85dB then the employer must provide ear protection. However, it isn’t just employees that need to be protected. NIHL claims have risen five-fold over the last four years according to an article in the Insurance Times; not getting adequate hearing protection in order is an expensive risk to take.
ProtectHear plays an important role in the industry to make hearing protection simple, personal and effective. The company supplies British-made custommoulded hearing protection, requiring a simple five-minute ear impression process that is very similar to having spectacles fitted. Try before you buy The earplugs can be trialled on a ‘try before you buy’ basis for new clients, which involves supplying a small percentage of staff, to test their suitability. ProtectHear also provides its integrated radio communication solutions, Speakhear®, to a variety of organisations involved in the rail industry. ProtectHear is proud to be
the only approved supplier of custommoulded hearing protection to Network Rail (Network Rail part number N400/ PHYKVC). Why switch to ProtectHear? • more cost-effective than disposables (try the cost-saving calculator on ProtectHear’s website) • no overprotection, meaning that warning signals, oncoming train noise and speech can still be heard • not impeded by other PPE (personal protective equipment) being worn • comfortable, personally-fitted and hygienic • five-year warranty • try before you buy service for new businesses • Network Rail approved (official part number N400/PHYKVC). ‘I prefer ProtectHear to disposable ear plugs as they are very easy to fit and comfortable to use, with the added bonus
that they’re more cost-effective when compared to disposables,’ said Shaun Penn, inventory controller and buyer at EDF Energy. ‘When you start to do the maths in comparison to using four or five pairs of disposable earplugs a day, the saving over the life span of ProtectHear, which are purchased with a one-off payment, becomes significant. ‘The team at ProtectHear goes out of their way to help us, especially when it comes to scheduling visits and fittings. They’re large enough to cope with big organisations like ours, yet still offer a friendly and personal service. They will always schedule visits strategically so we’re able to mould and fit the product with a minimum of fuss and disruption.’ Authored by Mick Whitaker, company director of ProtectHear
*trials are for new business only, are subject to terms and conditions and are at ProtectHear’s discretion. Tel: 01507 604322 Email: firstname.lastname@example.org Visit www.protecthear.co.uk April 2016 Page 171
The Consultancy Service for Rail Professionals Xanta is recognised as a leading provider of expertise and assistance to the UK rail industry across tube, tram, light/urban and heavy rail. Our reputation is founded on being second to none in areas of technical excellence, proven ability, and assured delivery. Our specialisms include; • Strategic Advice • Incident Investigation • Proven Ability • Performance Management • Value for Money • Systems Engineering • Interim Management We know the challenges faced in running a modern railway. Visit our website www.xantarail.com for more information and client testimonials.
Xanta Limited 1st Floor 130 Fleet Street London EC4A 2BH Tel: +44 (0)20 7583 4500 Email: email@example.com
Thirty years in rail and counting Crowle Wharf Engineers has been plying its trade in the rail industry since the 1980s. Here, the safety-critical engineering company summarises two of the jobs it’s been involved in
rowle Wharf Engineers (CWE) was founded 50 years ago and has a history of supporting the steel and power industries. Over that time, CWE has built a reputation for value for money, quality and trust among its customers. 30 years ago, the company began to undertake work for the rail industry, a sector of CWE’s business it has since developed and grown while also maintaining its reputation. In 2014, an experienced team of engineers bought Crowle Wharf Engineers with the help of the Nottingham Fund and Foresight LLP, a £40 million fund that invests in highgrowth businesses with a focus on Nottinghamshire and Nottingham.
CWE’s approach and what it does CWE treats each of its customers in the same manner, as it looks to ensure that the required level of service is maintained across the board. CWE is constantly working to better its service and offering through a cycle of continuous improvement – a process that the company firmly believes is further strengthened by the involvement of its customers and suppliers. Case studies CWE’s safety-first approach not only refers to its internal work to reduce accidents and incidents, it also shows how the company approaches safety issues raised within the rail industry. In mid-2014, an issue reoccurred
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Babcock is a leading player in the UK rail infrastructure market. We provide track renewals, signalling, power, telecommunications, plant, professional services, training and integrated rail system solutions for our customers. We have built a reputation for delivering quality engineering projects by championing innovation and introducing new technologies into the rail industry, underpinned by the highest standards of safety.
Babcock International Group Kintail House 3 Lister Way Hamilton International Park Blantyre G72 0FT United Kingdom Telephone +44 (0)1698 203005 Fax +44 (0)1698 203006 Email firstname.lastname@example.org
surrounding the failure of a coupler shelf bracket that resulted in a number of National Incident Reports (NIR) being raised for the risk posed by material falling from fast-moving trains. CWE worked with its stakeholders to develop an improved welded repair and ensured that its staff were equipped to complete the agreed repair. CWE worked on the job with ESG Rail, which modelled the component. CWE is now the only
party approved to support the rail industry with resolving the lower shelf bracket failures. Overhead line work in infrastructure In 2015, CWE worked on its first overhead line equipment (OLE) job with Unipart Crewe, which supplied Volker rail and the Staffordshire Alliance. Working with its customers, CWE was able to deliver the OLE structures on time and to budget. CWE is keen to expand its infrastructure offering using both its factory and on-site work. Since completing work in another industry sector, CWE is now able to offer an innovative system for train weighing that has been used successfully in the field by Australian structural engineering consultants, Meridian Engineers. With half a centuryâ€™s experience behind it after having set up in 1966, CWE is ready to respond to customersâ€™ needs with innovative and well-engineered solutions.
Tel: 01724 710 455 Email: email@example.com Visit www.cwelimited.com
April 2016 Page 175
No time to dwell on it The issue of dwell time is a widely understood problem in the rail industry. However, it’s set to worsen as more passengers use an already busy network unless a concerted effort is made to manage it
ccording to the Impact of Passenger Growth report, submitted to the ORR in May 2015, the increase in passenger numbers was having a significant effect on dwell times. Network Rail has gone as far as to state: ‘resolving the issue of dwell times is a significant challenge for the industry’. The rise in dwell times (the period of time the train spends at its scheduled stop without moving) isn’t generally recorded, but the effect is widely felt on an already stretched network, especially in areas of high urban travel. It will be very difficult to manage and solve the problem if the industry fails to understand the extent of the problem. Dwell times can only be managed effectively if and when data is available
for the entire journey. Measuring the time that the train is in the station will give a snapshot, but understanding every aspect of the train’s journey and the time it takes to move a train into and out of the station will give a far better indication of what is happening and where improvements can be made. Passenger counting systems Utilising technology to monitor many of the trains systems allows an understanding of where dwell time savings can be made. Automatic Passenger Counting (APC) systems, which receive digital inputs from the train systems, can monitor and log data which gives the best possible picture of the dwell time of each train at every stop. The data recorded by the systems includes:
• • • • • • •
location (GPS) speed door activation door opening boarding and alighting door closing train departing.
By using this full data set, it is possible to compare the time that the train arrives in the station against the time it was supposed to arrive. Other time-based data that can be gathered includes when the door is activated by the train staff; the doors are opened; the first and last passenger boards or alights the train, the door closes; and what time the train leaves the station. Captured data gives the actual dwell time for each train and each station,
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presenting insights that can be used by Toc’s to manage the dwell time of their services across its entire network. Improving service performance The information being recorded by the APC system can be used in a real-time environment so that services can be monitored and improved by management the train operator. This enables trends to be identified and for operational changes to be made, such as revising timetables to improve service performance and reducing problems across the wider network. Data can be used to enhance the passenger experience by forwarding information to the next station and ‘guiding’ passengers to the best location on the platform, which further reduces
dwell times and enhances the customer experience. The data also offers an opportunity for Toc’s to upload information onto apps to provide realtime information for passengers. Another benefit of APC technology is its mobile device monitoring, which can be done via on-board Wi-Fi, providing Toc’s with additional customer insights. This makes it possible for operators to understand their passengers’ complete journey including interchanges, as well as identifying new and returning customers to the service. The entire rail industry is working towards improving the passenger experience and thus increasing passenger numbers and revenue, catering for a travelling public that at the very least expects services to run on time and to
the timetable published. To achieve this, understanding, reporting and managing dwell times is of paramount importance. So, what would Toc’s need to do to move to this more comprehensive APC system? APC has been fitted in around 12-25 per cent of fleets, and data is extrapolated from the entire fleet for loading purposes. To manage dwell times effectively, a higher number of installations would be required to give a more accurate picture of operations. Trains would need to be monitored during the entire day, not just during peak service hours, to give a full picture of journeys across the entire network. DILAX Systems DILAX Systems has more than 25 years’ experience of providing passenger services to the public transport industry. The company’s data and customised reporting services help Toc’s to get accurate information for their operations and to improve their passengers’ experiences. The technology can also provide solutions for seat reservation, seat occupancy, data management and reporting, which can be shared using PIS on-board and landside, and also with apps. DILAX Systems encourages Toc’s to get in contact for more information on how the technology can help them to understand and manage dwell time within their own networks. Tel: 01908 607340 Email: firstname.lastname@example.org Visit www.dilax.com April 2016 Page 179
Sustainable solutions Forbo Flooring talks about its environmentally friendly floor covering, Marmoleum FR, a product that is as durable as it is sustainable
lobal warming has been a contentious issue for many years now and is the biggest problem that the planet faces. Worth around ÂŁ120 billion, the global rail industry is huge, both in terms of society and, most importantly, environment. Already the most environmentally friendly form of urban transport, the rail industry is always looking for new ways to become even greener. There is a general move in society to lead a more sustainability-conscious and eco-friendly existence, and the rail industry is no exception, with some moving from car travel to rail travel in order to lessen their impact on the environment. According to recent studies by the EU Environment Agency, rail travel produces the least amount of CO2 emissions out of all modes of passenger transport, making it the most environmentally friendly. Marmoleum FR Designing rail vehicles to be greener is not just about using more efficient engine parts and electrical components; it also means using environmentally friendly products in the interior of the train. Itâ€™s important to consider the impact of the supply chain and how suppliers manufacture their products. Marmoleum FR, a linoleum floor covering produced by Forbo Flooring
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Systems, is constructed from a large amount of natural materials (many of them rapidly renewable) that makes the material highly sustainable, therefore creating much less long-term impact. Marmoleum FR can greatly reduce the environmental impact of rail vehicles. ‘Our linoleum product is truly green, which is clear if you look at the ingredients including linseed oil, wood flour and limestone,’ said Patrick Mulder, product manager at Forbo Flooring Systems. ‘The beauty of Marmoleum is that it is completely transparent, we don’t just talk about one small element being green, but the product in its entirety. It’s inspired by nature but it lives up to its performance promise.’ 100 per cent green The natural resources used to create Marmoleum FR are controlled and sustainable. What’s more, the product is made in a factory that is powered by 100 per cent green energy that keeps waste to a minimum. ‘Marmoleum has the largest number of environmental certifications and labels in the industry for a product of its kind,’ said director of linoleum product
management, Edwin Duijnisveld. Marmoleum FR is also very light in weight, further diminishing impact on the environment by saving energy. There is also the benefit of Marmoleum FR’s protective layer, Topshield2: a lacquer that resists scratches and repels dirt, creating a longer-lasting floor covering. Topshield2 is ideal for rail vehicles due to its immense durability, hygiene and easy-to-clean properties, not to mention its extensive design capabilities. ‘Marmoleum FR hides dirt very well and has a great natural look that can help passengers to feel comfortable and at home,’ said Mulder. ‘By changing the way we bring Marmoleum’s natural products together (a process called calendaring) we can create an array of stylish and unique designs.’ ‘Forbo Flooring is proud of the trains Marmoleum FR is already installed in, but we want to show more businesses just how great it performs and how fantastic it looks,’ said Duijnisveld. ‘Looking to the future, we plan to keep expanding design options and technical features.’ A broad range of options In 2012, Nederlandse Spoorwegen, Netherlands’ principal operator, chose
Marmoleum FR in two colourways for 250 of its double decker trains, creating a vibrant and attractive environment while still maintaining performance, safety and environmental properties. The robust and reliable floor covering ticks all of the boxes and can immediately enhance any rail vehicle it is installed in. Marmoleum FR is available in two ranges: Real FR and Striato FR, but custom solutions are also available. Email: email@example.com Visit www.forbo-flooring.com/transport
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A centre for rail innovation WMG centre, HVM Catapult, gives details on the development work it’s carrying out alongside industrial and academic partners, local councils and the All Party Parliamentary Light Rail Group
s part of its drive to innovate for the rail industry, Warwick Manufacturing Group (WMG) and its partners are focusing on lightweight, selfpropelled hybrid drive vehicle technology to provide cheaper, lighter, affordable and passenger-friendly transport solutions. The very light rail (VLR) sector offers a significant opportunity for UK companies to develop new solutions embracing technology transferred from the automotive industry, leading to the growth of a new industry supplying UK and international rail schemes. A vehicle with a weight of less than one tonne per linear metre is considered very light weight by current standards, and there is strong potential for VLR vehicles to be introduced on disused branch lines across the UK, many of which have not been in operation since the 1960s. VLR offers many benefits over the traditional rail systems including: • vehicles with low axle weights (around four tonnes) • self-powered vehicles with energy recovery and storage systems, as standard • reduced capital cost and installation time for track infrastructure • reduced infrastructure, operational and maintenance costs. • WMG is currently involved in two major VLR projects: the VLR Revolution Project and the VLR Innovation Centre. VLR Revolution project The main objective of the VLR Revolution project is to reduce the weight and cost of a railcar by half, in order to facilitate low-cost connectivity of suburban and rural areas. The consortium – comprising TDI (Transport Design International), Unipart Rail, WMG at the University of Warwick and Prose – has secured £1.6 million of funding from the RSSB Future Railway Enabling Innovation Team for a Phase 1 project Page 182 April 2016
to design and build a self-propelled, very light rail car bogie demonstrator, fitted with an integrated hybrid propulsion and kinetic energy recovery system. Following completion of Phase 1, the Revolution project will seek to complete a full Radical Train demonstrator. The Radical Train will demonstrate unique self-powered bogies (with integral hybrid propulsion and kinetic energy recovery system) combined with a modular, lightweight bodyshell utilising advanced materials. WMG will be transferring expertise in lightweighting technology from the automotive
• VLR demonstrator comprising two self-propelled bogies plus lightweight car body (Sep 2017) WMG is leading the laboratory testing of the proposed powertrain for the VLR Revolution bogie, which includes a 3.8 litre Cummins ISF engine with integrated Magtec generator/SCR aftertreatment, and Magnomatics traction motors. Lithium-titanate batteries will be simulated using WMG’s Bitrode unit. During the full lab testing, the powertrain will run over a series of representative duty cycles using a Simulink model, integrated via dSPACE
industry into this project. Automotive lightweighting solutions are already employing advanced materials, including ultra-high strength steels and fibrereinforced polymer composites. The project will be carried out in two phases:
hardware in the loop software. The aim is to demonstrate the feasibility and performance of the powertrain for the proposed vehicle application (suburban and rural branch line operation). Testing is currently taking place in WMG’s Vehicle Energy Facility (VEF), which is capable of testing whole hybrid vehicle powertrains, components and subsystems. The facility allows OEMs, suppliers and researchers accurate and repeatable assessment of existing and emerging technologies.
Phase 1 deliverables: • powertrain verified in WMG’s Energy Innovation Centre (Feb-Mar 2016) • concept designs for self-powered bogie and lightweight car (August 2016) Phase 2 Deliverables:
VLR Innovation Centre The steering group members for the project include: Dudley and Sandwell Metropolitan Borough Councils, WMG, Network Rail, Centro, Department for Transport, the RSSB Future Railway programme, Knowledge Transfer Network (KTN) and the West Midlands Integrated Transport Authority. The proposed centre will be located at Castle Hill, Dudley. The project has recently secured £4.5 million funding from the Black Country LEP and is supported by the Association of Black Country Authorities. The site is adjacent to a disused freight line running between
Stourbridge and Walsall and will include a test track from Castle Hill to Dudley Port. This will be used for prototype trials, allowing for the testing and evaluation of demonstrator vehicles and systems and will provide an opportunity for the research and development (R&D) of new solutions within the field. Partnering with Dudley College, as well as the University of Southampton and the University of Huddersfield, WMG will lead the research centre that will explore the following themes: lightweighting, energy storage, propulsion, dynamics, civil and infrastructure, command, control
and communications and passenger experience. The centre will provide: • coordination of strategic initiatives • a resident R&D team with research labs and offices • a workshop for the assembly of prototype vehicles and systems • test and evaluation track for prototype vehicle trials • Masters’ level courses for nextgeneration light rail technical specialists • training courses in maintenance and operation of light rail systems • incubator units for SMEs engaged in VLR • conference and exhibition facilities • meeting rooms and a networking area. Industrial companies with or without current rail experience are welcome to join the projects and help shape the future of community rail in the UK. For more information on how to get involved contact the WMG centre HVM Catapult directly, or visit the website to keep up to date with latest developments. Tel: 024 7615 1667 Email: firstname.lastname@example.org Visit www.verylightrail.com
April 2016 Page 183
Sky-high technology Test rig company, Georg, explains how its experience in the aerospace industry could help it to develop vital technology that could be used in rail
aving recently opened its Design and Test Rig Centre as part of a major investment programme, West Midlands-based Georg UK has held an open day to showcase its fully equipped machine shop, electronics systems division and 3D design facilities. Its engineering team, which has completed many sophisticated bespoke test rigs for clients in the aerospace sector, was also in attendance. Backed by its collaboration with the University of Huddersfield’s Institute of Railway Research (IRR), Georg is poised to take this knowledge and experience into the rail industry, with the expectation that this partnership will bring forth new advancements in the approach to rail and rolling stock-related full-scale testing. Describing the latest initiative, Dr Paul Allen, assistant director of the IRR, said: ‘Through a very competitive concept design assessment at the project’s procurement stage, Georg UK provided an innovative and cost-effective solution to win our contract. We have continued to work closely with Georg UK, which has provided outstanding support throughout our collaboration.’
for future rail industry innovations. Delegates including Alstom, Rail Alliance and EEF have recently met Georg members of staff, which gave the company’s employees an insight into how their aerospace test rig technology is now being used to put safety-critical rail components through their paces. Following a tour of Georg’s facilities, Lucy Prior, Rail Alliance’s membership development and international trade director, said: ‘I have been involved in the rail industry for many years, but seeing the new Test Rig Centre has been a real eye-opener. The high calibre of their test engineers, in-house manufacturing and aerospace experience will give Georg a distinct advantage in the rail industry.’ Also on the tour, Stewart Cameron, chief engineer at Alstom’s Midlands Traincare Centre in Wolverhampton, said:
‘Georg UK’s top-class facilities have an experienced pool of skilled engineers that can lend themselves so well to the rail industry – and is right here on our door step.’ The company Established in 1987, Georg UK originally started life manufacturing steel coil processing capital equipment but diversified its expertise in 2001 with its first mechanical aerospace test rig structure, for what was then Smiths Aerospace. Since then, Georg has become an experienced global test rig company, designing and manufacturing more than 50 aerospace test rigs that have successfully tested hundreds of thousands of component assemblies for both civil and military aircraft. Following a visit to Georg’s in-house
Bespoke test rigs As designers, manufacturers, installers and commissioners of specialist test rigs, which have full aftermarket support, Georg is keen to work closely with engineers from the rail industry. The company believes this approach will help it to develop the special-purpose machines and bespoke test rigs required
April 2016 Page 185
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– and sometimes controversial – views about where today’s and future challenges are going to be. Here’s a sample of some of the material covered in the guide booklet:
facilities, Nick Mallinson, programme director at Warwick Manufacturing Group, which has carried out a large amount of work developing light rail, said: ‘WMG is keen to forge a close working relationship with Georg UK, and their engineers, as we seek to bring onboard their kind of superior engineering skills and expertise to help us with our future innovations in light rail.’ Test rig expert guide: Whether a test engineer or test manager working in a rail or aerospace production or quality control testing environment, for those wondering how the future of test rig development is going to develop over the coming years, Georg’s senior test rig design and manufacturing engineers have consolidated their thoughts, knowledge and expertise to write an expert’s guide on 12 of the biggest challenges facing component testing today. The test rig development booklet (available at www.georguk.com) has been written by Georg’s Martin Summers, Chris Sharman, Mike Mason and Daniel Boggild, all of whom share their frank
What’s the real question? For years now, the most fundamental question in test rig design and development has always been: What’s the best engineering solution to deliver the test rig outcome? However, engineers are now having to focus on a new emphasis, such as: What’s the most cost-effective way to build the test rig that gives the desired result? This also forms the basis of OTIF (On-Time In-Full) in regards to getting the right thing, to the right place, at the right time, as defined by the commitment that companies make to their customers. As customers demand more and more from their suppliers, they often ask questions that cause engineers to think differently about how they apply themselves to the job in hand: ‘How can we value-engineer the test rigs?’ ‘How can we reduce costs, improve efficiency, improve standards and develop universal standards?’ Should test rig suppliers challenge specs? Although started by an engineer who knows the particular component, in the case of customers they have recognised the value of inviting their supplier’s engineers to discuss new specifications earlier on in their process, rather than simply issuing or imposing a fait accompli. This then allows engineers to sit together with suppliers and discuss things
like: ‘What should the hydraulics look like? What should the electronics do?’ This creates many more choices for the customer in regards to the best and most appropriate options they have available for the shape and make-up of their test rig. Writing a specification is now more of a partnership and collaboration between customer and supplier, where each party respects each other’s input. There’s now everything to gain from both parties being involved in the specification, which if adopted much earlier in the process would bring about a hybrid solution that is likely to be better than the sum of its parts. Electronic or hydraulic solution? There has been another dramatic shift in emphasis on test rigs: years ago the make-up of a rig was roughly 75 per cent hydraulic/mechanical and only 25 per cent electronics, whereas today it’s the exact opposite. The value in a modern day rig is around 70 per cent electronics, which requires little human intervention. With 80 per cent of the test rig costs being in 20 per cent of the rig’s make-up, Georg has invested heavily in the electronics aspect of their test rigs, especially with the touch screens and electrical control systems, which is the future of test rigs. So, whether a test engineer or test manager in the rail industry, this guide booklet will prove to be an insightful and enlightening read. Email Georg, visit its website or call its team to receive a free digital or printed version of the ‘12 success factors every test engineer ought to know about test rigs!’ guide. Tel: 01902 715110 Email: email@example.com Visit www.georguk.com/test-rig-guide April 2016 Page 187
Confined spaces: the silent killer For high-risk confined spaces, having emergency procedures in place can save lives. MRS Training and Rescue gives a detailed breakdown of what steps should be taken
RS Training and Rescue (formerly Mines Rescue Service) is a leading trainer in confined spaces and a provider of emergency on-site rescue teams for those with employees and contractors working in high-risk confined spaces. With more than 100 years’ experience, MRS Training and Rescue is ideally situated to impart its knowledge and familiarity of confined spaces to a wide range of industries, including rail. The rescuers It’s well documented that would-be rescuers are often killed trying to save colleagues and friends from within confined spaces. The speed at which things can go wrong due to inexperience and a lack of knowledge can compound the problem, whereby the rescuer believes that they’re doing their very best for the person(s) trapped. Tragically, many wouldbe rescuers suffer the same as those caught up in the initial incident.
Case Study ---------------
Oxygen deficiency in cargo hold kills three www.hse.gov.uk/confinedspace/updates/ oxygen.htm In an incident in May 2014, while the timber cargo on board a general cargo vessel was being discharged, three crew members entered a cargo hold access compartment. It’s likely that the second and third crew members entered the space to attempt to rescue their colleagues(s). Another crewman saw one of his colleagues collapse in the compartment and raised the alarm. A frantic rescue operation ensued. During the recovery of the three unconscious crewmen, safety equipment was used incorrectly and inappropriately. The three crewmen did not survive. Following an investigation it was discovered that although the oxygen Page 188 April 2016
level at the access compartment entry was normal, levels within the compartment had been depleted, probably by the timber cargo, with levels of five to six per cent recorded at the compartment deck. The vessel had no rescue plan or appropriate rescue equipment in place. The dangers The current Confined Space Regulations place duties on employers to identify the reasonably foreseeable specified risks that are present or could exist within the confined space at some point. Specified risks means: a. fire or explosion b. loss of consciousness due to heat c. loss of consciousness due to gas, fumes, vapour or a lack of oxygen d. drowning e. asphyxiation from a free-flowing solid, or an inability to reach a respirable environment due to entrapment by a free-flowing solid. When a space is identified as a confined space, Confined Space
Regulations will apply in full even when the specified risk is controlled. To assist employers in the decision-making process for identification purposes, the HSE has put together a small flow chart (figure 1). If entry to a confined space is unavoidable, follow a safe system of work The results of a risk assessment should help to identify the necessary precautions to reduce the risk of injury, depending on the type of confined space, the associated risk and the work involved. The safe system of work should be implemented and everyone involved should be trained and instructed. This will include, but is not limited to, a suitable and sufficient risk assessment, a detailed method of work and the issuing of a permit-to-work document. Hazards It’s important to realise that there are essentially two types of hazards: indigenous and imported. Indigenous hazards are naturally occurring such as hydrogen sulphide (H2S), which can be found in stagnated water particularly
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Figure 1 Is the space substantially or totally enclosed?
This space is not a confined space under these regulations.
Yes Is there a risk of one or more of the following? a) Fire or explosion, b) loss of consciousness due to heat, c) loss of consciousness due to gas, fume, vapour or lack of oxygen, d) drowning and e) asphyxiation from a free flowing solid or the inability to reach a respirable environment due to entrapment by a free flowing solid.
No Will the work to be done in the space introduce one or more of those risks? No
This space is not a confined space under these regulations.
This is a confined space and subject to these regulations as long as this work is being carried out and any residual risk remains, for example until produced fumes have been ventilated.
This space is not a confined space under these regulations.
Prepararing suitable and sufficient measures to ensure the safe rescue of a person in an emergency are required before a person enters a confined space. These arrangements should also consider the safety of rescuers, first-aid procedures and liaison with emergency services. It’s important to note that reliance on the public emergency services alone will not be sufficient to comply with the regulations. Those likely to be involved in any emergency rescue should be trained for that purpose. Having a dedicated team on emergency standby can greatly increase the chance of survival when persons are working in high-risk confined spaces. Considering emergency rescue teams Questions need to be asked before deciding whether a team on call is required at the point of entry. These could include, but are not limited to, how long will it take for the emergency services to arrive on-site and actually provide assistance to the casualty(s)? Where is the location of the confined space, is it in a remote area? What are the hazards/ risks and what specialist equipment is required? Such as: • • • • • • •
breathing apparatus pain relief oxygen resuscitation automated external defibrillators specialist rescue stretchers access equipment specialist communications systems.
What is worth thinking about is that a person can only survive without fresh oxygen for approximately three to four minutes. After this time, it is possible that the brain can be affected even after fresh oxygen has been delivered. Communication systems being used must be such that an emergency plan can be put into immediate effect. Having a dedicated rescue team positioned conveniently close to the point of entry may in certain circumstances be prudent, which of course would be dependent on the identified risks.
when mixed with sludge and silt. This type of hazard may not be detected until the sludge is disturbed; liberating the toxic gas. Imported hazards are what hazards the person takes into the confined space with them or generates as part of the work they’re doing, for example poisonous products produced from burning, welding and vehicle fumes, which can be found in areas of low ventilation such as culverts and railway tunnels. Regulation five
of the regulations requires that no one should enter or work in a confined space unless there are emergency arrangements in place appropriate for the level of risk involved in the task/space. These should include making provision for extracting workers from the confined space and also for first-aid equipment (including resuscitation equipment) where a need for it has been recognised. Put in place adequate emergency arrangements before work starts.
In conclusion Billy Gundry, operations manager at MRS Training and Rescue, and the author of this article, would like to offer his thanks for taking the time to read through this information. He is more than happy to discuss any further clarification if required.
Tel: 01977 676700 E: email@example.com Visit: www.mrstrainingandrescue.com April 2016 Page 191
Recruiting for the rail renaissance Overhauling the UK rail network will create thousands of employment opportunities. But with a shortage of skilled workers, who’s responsible for sourcing the talent? Spectrum details rail recruitment and reveals how it finds the right person for the right job
or the first time since the financial crisis hit, the UK construction industry in 2016 is expected to finally return to pre-recession levels, thanks to a surge of nationwide rail and transport projects. The Construction Products Association has predicted that the building industry will generate more than £10.4 billion for the nation’s economy, with infrastructure projects contributing more than any other sector. Work is forecast to rise by around 57 per cent between now and 2019. Major rail projects include the electrification of cross-country rail routes, including the Great Western Railway and the North West network, and the £563 million renovation of London’s Bank station. Work on HS2 is also included in the forecast, as well as the ongoing work on Crossrail. Slower than 2008 But while it seems business is booming, the rate of predicted growth is actually much slower when compared to pre-2008 levels. Many claim that this is because the industry is wrestling with rising costs, with the reported widespread difficulty in recruiting skilled workers also a factor. Nevertheless, it’s full steam ahead with the planned projects. And with so many major programmes underway, it’s predicted there will be around 110,000 employment opportunities up for grabs over the next two decades. That’s a lot of skilled boots to fill. So, if it’s all hands on deck for Britain’s rail construction industry, whose job is it to source those hands? Much of the responsibility falls to a complex national network of construction, engineering and rail recruitment agencies, which specialise in finding the right hands for the right job. One such company is Spectrum.
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Last month, Rail Professional featured a Business Profile for Spectrum’s specialist rail division: Spectrum Rail. The division was established back in January 2014 and, thanks to the team’s many combined years of recruitment and track experience, is going from strength to strength. With the UK’s rail infrastructure undergoing its most radical overhaul since the 1950’s, Spectrum’s role is crucial. A range of roles The group specialises in all aspects of rail recruitment, from PTS (personal track safety) operatives to white-collar technical placements and site engineers. Working collaboratively by offering support to a number of principal contracts within the rail infrastructure, Spectrum’s consultants have been responsible for successfully filling hundreds of roles. So how did it go about it? Rebecca Mason, Spectrum Rail’s division manager, said: ‘The process
begins with an open position; someone, somewhere identifies a need for staff. We obtain a detailed job spec and analyse the role for the required skills. Using specialist software, the skills are then matched against individuals on our candidate database.’ The database has more than 8,000 professionals including trackmen, PTS trades, surveyors, supervisors, design engineers and project managers. But how do candidates make the cut? ‘We initially screen our applicants with an in-depth phone interview, to assess skills and suitability. ‘Finding a qualified plant operator is all well and good, but useless if they are a parent based in Bournemouth that will be sent on a week’s worth of nights in Burnley. The point is, as anyone in management knows, it’s as much about what’s on paper as it is personality and availability.’ Specifically to deal with this, Spectrum assigns a personal consultant to every
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candidate. The two parties discuss an applicant’s skills, experience and aspirations, as well as key motivators. They also discuss the employer and offer advice to prepare the candidate for interview, with a full assessment before anything goes ahead. The entire approach is personal and transparent, making it as streamlined as possible. Rigorous reference checks are carried out to ensure that all paperwork, including qualifications, tickets and certifications, are up-to-date, which is then confirmed via the Sentinel database. Those seeking a role are advised to make sure that all personal information and certification is present and correct before signing up with Spectrum. Thorough PPE checks are carried out and additional information, such as any
medical issues and previous criminal convictions, must be supplied before consideration. All candidates must also have a valid medical, plus a drugs and alcohol screening prior to working, which is arranged through Spectrum Compliance. Thorough process ‘Although there is a skills shortage in the industry at present, we never cut corners,’ said Mason. ‘We always verify the right to work in the UK with valid documentation, and our stringent interview process usually takes a minimum of two hours. ‘What we do is take the hassle of finding that needle in the haystack. We source, vet and interview candidates before they’re presented to the client,
taking complete responsibility for finding the right person for the job.’ So if the responsibility, or at least part of it, lies with recruitment agencies, how does Spectrum plan to tackle this shortage of skilled workers? ‘Future plans for us include opening up a rail-specific training and assessment department to deliver railrelated courses. Many are calling the next few years as a rail renaissance, so we think now is the perfect time to act – and by act we mean teaching the required skills, and nurturing the talent that’s already out there.’ Spectrum Training already provides construction and rail-related training to candidates and clients, helping them meet the current demands of the industry. The programmes, which are delivered on-site or at the group’s regional offices, encourage the student’s desire to progress in what could be a prosperous career in the rail industry. Said Mason: ‘Many of the UK’s rail projects will offer career-defining opportunities. For instance, HS2 is planned over a 20-year construction window. An apprentice beginning their career in 2017 would be a highly experienced professional by the time the scheme is completed, with a wealth of skills and knowledge to then bring back into the market. Longevity on this scale is unheard of, but fortunately will only become more prominent as the government champions infrastructure as part of its long-term economic plan.’ Satisfied customer Of Spectrum’s work, Wesley Crompton, project manager for QTS Civils and Geotechnical, said: ‘I’ve been working with Spectrum directly and indirectly through resourcing managers for some years now. Spectrum has developed a more hands-on approach over the past 12 months due to a company change; you know what you’re getting and the service is solid in almost every case. ‘The managers at Spectrum fully understand the industry’s needs and take on a proactive approach to finding solutions. The reactiveness of the business is first class, especially when I have Network Rail and the ORR breathing down my neck to get emergency works completed, which is where Spectrum come into their own. ‘With so many projects in the pipeline, plus government backing, there’s sure to be a plethora of opportunities available to every level of rail industry professional. It’s safe to say this could be a new era for the industry, so here’s to Spectrum and the rail renaissance. Long may they both last.’ Contact Spectrum, for more information about the training it provides. Tel: 0845 074 4000 Email: firstname.lastname@example.org Visit www.spectrum-group.uk.com April 2016 Page 195
Expelling more air from enclosures After 26 months of research and development, ‘protector of electronics’ STEGO has launched a filter fan with air-flap technology that achieves considerably more efficient air circulation – a big plus in operational terms
TEGO’s filter fan series comprises five enclosure cut-out sizes, from 92x92 mm to 291x291 mm. ‘We cover all relevant fields of application with these sizes, which is a very customer-oriented approach,’ said STEGO’s chief executive officer, Elmar Mangold. ‘But this is not all. Users can also take advantage of the novel ratchet mounting mechanism, improved access protection and more.’ Filter fan plus Due to additional product variations, STEGO’s Filter Fan Plus system gives its buyers further freedom to choose between two principles that differ in direction of air flow. The FPI principle (in) actively imports fresh air through the filter fan and exports it as warmed-up interior air passively through the exit via flaps. The FPO principle (‘out’) brings in the air passively through the filter at the base of the enclosure. The air is then actively drawn upwards by the fan and expelled through the flaps. But back to the core of the product: the air-flap technology. Mangold describes it as a refelction of ‘German inventive spirit’ due to it reaching maturity at STEGO’s R&D facility through trials in manual model making. Contrary to the filter mats, the flaps allow for noticeably more air to exit. Consequently, a smaller filter fan is sufficient to achieve the same airflow output than a bigger device is capable of – thus lowering costs and the space needed to install it. A positive side-effect of this design is that while the fan is in idle mode the recessed flaps stay closed and dirt stays out. Users can benefit quickly and easily from more air in enclosures and, owing to a STEGO in-house development of
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mounting ratchet braces, the Filter Fans Plus can be inserted and mounted toolfree into the cut-out of the enclosure. By pressing on the ratchet braces, the Filter Fan Plus is drawn to the cut-out and can be clicked into place to form a firm seal. Even without additional gluing, the slim filter fan fits perfectly. Easy to remove, the hood of the Filter Fan Plus is designed to be opened with a screwdriver only, allowing for better access protection that consequently makes it safer. Customers in more than 90 countries In the Filter Fan Plus, the German manufacturer, STEGO – and ‘protector of electronics’ – has introduced a powerful product series to the market. ‘The Filter Fan Plus series is distributed by our twelve locations worldwide, helping us to serve customers in more than 90 countries,’ said Mangold. ‘With this product launch we once again want to live up to our role as global player.’ The introduction of the Filter Fan Plus is accompanied by an attention-grabbing advertising campaign that intentionally exaggerates the power of the filter fans. Those curious to view the campaign can watch it at www.filterfan-plus.com. The company Since it was founded in 1980, STEGO Elektrotechnik has been developing, manufacturing and selling an evergrowing range of products for the protection of electric and electronic components. All STEGO products for cabinets and enclosures – heaters, fan heaters, filter fans, LED lamps, thermostats, hygrostats and accessories – are aimed at reaching optimum climatic conditions in the most varied environments, ensuring that all sensitive
components work reliably at all times. STEGO is now represented at 12 locations, and by more than 200 sales partners, worldwide. Tel: 01372 747250 Email: email@example.com www.stego.co.uk
The Model Office Prōject EU gives the fine detail behind its Model Office, a way of working that has led to the company working with one of the UK’s largest rail engineering organisations
o you know what you need to know?’ is the question many of those working in the rail industry ask themselves. Having an IT system that provides instant visibility of what’s happening in each area of business around projects and health and safety (H&S) is essential. Project EU provides specialist business process and technology systems advice to rail organisations currently using Oracle. By combining accounting, business reporting, functional and technical expertise to help organisations recognise the true value of their enterprise resource planning (ERP) and business analytics systems, clients get more out of their IT systems. This could be real-time H&S statistics, BIM (building information modelling) integration, project reporting or creating a bespoke Model Office modelling environment. Project is recognised as a specialist in its field by user communities and partners, as demonstrated by the industry awards it has won. Being selected as one of 2016’s Innovative Business Leaders and as the UK Oracle Provider of the Year show the work that the company is putting in to ensure that its clients are given tried-and-tested solutions. As one of the UK’s leading niche Oracle consultancies, it is vital to keep up to date with new systems so that the team understands them inside out. It’s this in-depth knowledge that means clients get the most of their IT systems and allows Project to develop new ideas and approaches.
incident reporting – be it electrical safety, work at height or personal protective equipment (PPE) – and pulling together different elements of categories which (if occurring in sequence) could result in a major incident, the organisation starts to get a far clearer picture around where a major incident might occur. Using Project to develop an H&S reporting function based on an existing system means organisations can have access to a business-specific H&S report that automatically generates predictive results. This means that managers can view a dashboard or generate a report at any time, which shows the true H&S status of the organisation and what the trend may be with current performance, thus providing a real-time predication of a major incident. BIM integration As BIM requirements are becoming the norm, Project works with clients to take the 3D digital representation and use the information database to access significant details surrounding the project timings, costing and design. This can be associated with the project reporting work that the
company carries out for its clients. One of the UK’s largest rail companies works with Project to create project reports that show the cost and consequences of delays, changes or over-
Health and safety reporting Leading-edge organisations have identified the value that new IT systems can offer, and as a result are involving their IT teams in H&S reporting; after all, H&S is a critical element of business analytics. Proactive approaches, such as engineers using mobile devises to instantly record close-call incidents, are now becoming standard and allow H&S data to be updated in real time. However, by looking at the categories being reported upon, existing systems can be adapted to transform the traditional H&S data into a forecasting tool. By eliminating siloed April 2016 Page 197
Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of new and altered railway signalling systems for the UK railway infrastructure. There are six defined areas for which we supply our services:
SPECIALISTS IN PROJECT DELIVERY
• • • • • •
Consultancy, including technical advice and support Signalling Correlation, Condition Assessments and Surveys; Signalling & Level Crossing Risk Assessments; Feasibility, Concept and Outline Signalling Design; Detailed Signalling Design; and Competency Management and Assessment
Our consultancy services include a range of services such as Signal Sighting, Signalling Asset Condition and Inspection activities, EMC/EMI Studies and Assessments, etc. As part of our risk assessment services we are competent to undertake suitable and sufficient risk assessments for level crossings through to signalling overrun risk assessments using the SORAT and VariSPAD process, as well as other associated assessments such as Trap Point, ROL and Buffer Stop assessments.
INTEGRATION, COORDINATION, COOPERATION
We very much look forward to working with you.
FULL CONTACT INFORMATION WWW.TENBROEKECO.COM Tel: +44 (0)1933 279909 Email: firstname.lastname@example.org
www.kilborn.co.uk TENBROEKE.indd 1
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runs from their existing data, rather than in a stand-alone system. These organisations are looking to take the information from the design stage (using BIM) to link up with Project’s reporting service, therefore, providing full visibility of cost reporting and impacts on start dates due to design delays. Working with Project on incorporating BIM data with existing project data has the benefit of closer collaboration between internal teams. By allowing the data to automatically flow through and update the relevant project plans, there is an increased time efficiency and elimination of costly late scheduling. Understanding the true value of BIM can be challenging, which is why Project has organised a BIM webinar specifically for rail professionals. To book your free place on Friday 29th April webinar at 10.30am, go to www. project.eu.com. Model Office – a bespoke modelling environment One of Project’s latest innovations has been its development of bespoke modelling environments. A modelling environment (or Model Office) tailored to an individual organisation enables the rapid installation and development of prototype solutions that can be demonstrated back to the business and key stakeholders. There are numerous advantages of having a bespoke modelling environment: it demonstrates new software and features
uninhibited by customisations and it also allows real sample business data to be loaded, making it feel far more relevant and any configuration will be aligned to the data. However, one of the overriding benefits of creating a bespoke modelling environment is that it significantly reduces development timescales, thus minimising cost and impact. This is because the developed packaged software components can be implemented back into the production systems, which in effect allows users to try before they buy. As more and more companies feel constrained by costs, it’s all the more important to identify ways to achieve business buy-in, a reduction in overall costs and to rapidly install IT projects. A bespoke modelling environment provides an obvious solution. Project’s team is currently using the Model Office for one of the UK’s largest rail engineering organisations. Project was engaged to investigate how to remove and make obsolete the proliferation of point-to-point reporting solutions and to remove the (large) associated costs for support and maintenance of these solutions. The previous solutions were inflexible; only answered a specific question; and had overlapping and noncompatible and different data sources. It became clear that a proof of concept solution, such as the Model Office, would support optimisation planning of engineering project activities across their infrastructure.
Real-life scenarios The Model Office has allowed client IT teams to test new systems and adaptations within a real-life scenario to demonstrate to their executive teams that an investment would deliver the benefits outlined. It has also meant that project timescales could be shortened, so that when it moved into the next phase the project was able to hit the ground running. The Model Office delivered a number of specific benefits to the client: it immediately brought to life the safety, people, performance and financial data for any project. It also gave the client the ability to discover new business performance information so that it could identify areas of focus. Working with major rail organisations means that Project has a team of experts with broad knowledge and expertise in their field. Organisations choose to work with Project because it has a proven history of success, provides the best solutions and resolve issues quickly, minimising time and expense. Whatever the challenge, and whatever part of the rail sector, Project is dedicated to being the IT consultancy of choice that will innovatively deliver business process and technology system advice for major organisations. Tel: 0845 680 0193 Email: email@example.com Visit www.project.eu.com
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Joined-up business services Cable Jointing Services gives an overview of what it can offer the rail industry, which includes both the installation and the testing of high-voltage cabling
able Jointing Services has many years’ rail industry experience. Members of Achilles, Ciras, Sentinel, JIB and Bsi, the company prides itself on the quality of its work and attitude towards safety. Cable Jointing Services specialises in high voltage jointing, terminating and testing on all types of cable within the rail industry. All the company’s operatives are well trained in high-voltage cabling, hold up-to-date certificates and are continually assessed to monitor their workmanship and safety standards. Graded HV jointers The company’s director and workforce have experience in all aspects of all cable installation and termination works. All of Cable Jointing Services’ workforce are graded HV Jointers and specially trained in Raychem, Tyco, 3M, Nexans and PFISTERER products and are qualified to work up to 66kv. The company supplies all jointing tools and testing equipment. Cable Jointing Services has an ongoing health and safety (H&S) training programme that ensures all its teams have the correct personnel. These
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include JIB (Joint Industry Board)/ECS (Electrotechnical Certification Scheme); PTS (personal track safety); first aiders; manual handling; safety harness fitting/ inspecting; IPAF (International Powered Access Federation); PASMA and confined space; IOSH managing safety. The company cascades weekly H&S information down to its workforce through toolbox talks delivered by its Nebosh (National Examination Board in Occupational Safety and Health) / iosh (Institution of Occupational Safety and Health)-trained personnel and engages the services of an independent H&S consultant for more specific in-depth training.
Fully accredited Cable Jointing Services operates a quality management system that’s fully accredited to BS EN ISO 9001:2008. The company’s committed management and workforce always achieves the highest standards of workmanship, with programme dates and time restraints always met. The company’s plans for the future are to continue to grow the company and enhance its name within the rail industry, promoting its committed attitude to safety and excellent workmanship. Tel: 07747 478165 Email: firstname.lastname@example.org Visit www.cablejointingservices.com
Giving a clearer picture STEMMER IMAGING explains how its industrial cameras have helped London Underground to improve track monitoring efficiency
TEMMER IMAGING has worked closely with London Underground to develop and deliver 104 industrial camera assemblies that are mounted directly onto passenger trains to provide image data on the condition of the wheel/ rail interface and the track itself. By acquiring this data during the normal timetable, more time is available during the four-hour night closure period to maintain the network’s 1,000 km of track, minimising any disruption to services and helping to make the upcoming Night Tube’s extended operating hours possible. The London Underground network has implemented a new automated track monitoring system that uses image data acquired from passenger trains in order to automatically identify track-related defects, enabling corrective maintenance to be planned that minimises disruption to passengers. Specialist camera enclosures capable of operating in harsh environmental conditions were developed, with one type mounted on the bogey to provide information on the wheel-rail interface and the other mounted at the end of the carriage to provide a 4 ft view of the running rails and conductor rails. The cameras are typically mounted on two trains operating on each line. Image data is collected during the train’s normal working hours and uploaded by Wi-Fi for night-time analysis using data recording and image processing methods developed by London Underground. Image data can also be linked to data acquired from other sensors mounted on the train to show, for example, how track wear relates to ride quality. The technical challenge The key challenges faced by the engineers working on the project were their ability to acquire high-quality images while the train is travelling at high speed, and providing enclosures robust enough to protect camera systems from the
mechanical and electrical extremes that could be encountered during use. In order to capture images while the train is travelling at high speed, a camera capable of a very high frame rate (up to 120 frames a second) was chosen together with a pulsed infrared light source. The strobe effect of pulsing this illumination at high speed 40 µs (0.00004 seconds) eliminates the relative movement between the cameras on the train and the track, ensuring high quality images are acquired. The use of very short Infrared light pulses with sufficient intensity to produce good images required the use of an extremely accurate dedicated lighting controller. Each pulse has to be triggered at a specific interval so that images are acquired at set distances apart. Infrared illumination was chosen to avoid interference from ambient light, particularly as significant parts of the network are above ground. In addition, the use of infrared illumination, even though rapidly pulsed, will not cause any problems for people nearby, even those who suffer from epilepsy or are
particularly sensitive to light. The mechanical enclosures supplied by STEMMER IMAGING contain a high speed Genie camera from Teledyne DALSA that is equipped with an infrared filter and is capable of operating at 120 frames/second. It also has an LED infrared illumination source that operates at a wavelength of 840 nm (nanometre) and an integrated controller from Gardasoft, together with fibre optic triggering and a power management and conditioning system. The enclosures are electrically isolated to protect from electromagnetic pulse spikes and are certified to IP65, meaning that they’re April 2016 Page 201
totally dust tight and provide protection from low pressure water jets from all directions. The sub-assemblies are shock rated to 5G for continuous load (shaking) and 50G for drop. Putting it into practice The camera enclosures have undergone rigorous testing to ensure that they meet all of London Underground’s safety certifications. Integration of the camera enclosures into the trains was carried out over a long period of time, as it is a major undertaking to fit the new cabinets under the train and could only be done when the trains were undergoing maintenance. The units were delivered in early 2013, with London Underground integrating then onto the trains over the next two years, completing the rollout in 2015. Working in partnership STEMMER IMAGING is Europe’s largest independent supplier of vision technology and services to industrial and scientific OEMs, system integrators and resellers. The company provides its customers with quality components and services backed by expertise and support, with 70 per cent of its staff qualified engineers. The company offers in-depth technical knowledge and can build and deliver integrated subsystems, validate product combinations and provide a systems design consultancy that is focused on the customer. Demanding and complex projects often require a number of approaches and STEMMER IMAGING’s expertise and breadth of technology allow the Page 202 April 2016
creation of novel solutions. To this end, the company helps with the supply of complete vision solutions, or vision components, depending on the needs and skills of the customers and has established a structured customer support framework to ensure the best working practices. Vision technology projects begin with an assessment of exactly what is required from the inspection process. The project with London Underground was particularly challenging and called upon STEMMER IMAGING’s experience in industrial imaging to ensure that the many critical requirements were achieved at the same time. As an independent supplier of vision technology components, STEMMER IMAGING has a huge portfolio comprising everything that is needed to design and build a computer vision solution – including optics, illumination, cameras, interfaces and software. Feasibility studies can be performed on the customer’s behalf ranging from initial tests to evaluate the initially proposed configuration, through to thorough system optimisation and confirmation of results to help achieve maximum performance. Other railway applications for vision Cameras and image processing techniques can be applied to a wide variety of railway inspection applications, something that STEMMER IMAGING has been involved in for a number of projects throughout Europe. Trackside-mounted cameras can carry out a variety of tasks, such as cameras mounted on posts, which can be used for vehicle identification and to
inspect passing trains for graffiti. Other trackside applications include cameras mounted in troughs trained on trains’ brake shoes. These cameras can be used to evaluate brake shoe wear or to examine the wheel profile for damage and wear, which can be useful for predictive maintenance. Cameras can also be installed in a variety of locations on the train itself for a range of tasks and visible and thermal vision systems can be used to evaluate railway assets. Items beside the line, such as trackside cabinets and huts, can be imaged and mapped accurate to within a couple of metres. Thermal cameras can be used to check that heaters are working in trackside cabinets (which can be important for operation of the signals); that points’ heaters are working; or to locate hotspots generated by the breakdown of insulators on the third rail. Automated gauging of bridges, tunnels or overhanging trees can be carried out to identify potential hazards during routine surveying. Roof-mounted cameras provide information on pantograph and catenary interactions, especially with regard to wear, and contribute towards design improvements and preventative maintenance. Vision technology also has a role to play in rail security and safety. Video analytics can detect dangerous situations such as obstructions on rail crossings, overcrowding on platforms and suspicious behaviour. It can also detect the shipment of high value or hazardous goods by rail containers, vision can track containers leaving and arriving at facilities to provide a clear audit trail. Authored by Mark Williamson, director of STEMMER IMAGING
Tel: 01252 780000 Email: email@example.com Visit: www.stemmer-imaging.co.uk
A foundation for safer journeys Uretek shows how its method of slab stabilisation can deliver the required results, while requiring only short possession times
he foundations for UK rail are becoming more susceptible to the changing nature of the environment. Saturation of ground soils is one condition that leads to the movement of slabs, resulting in restricted line speeds and headaches for operators and track maintainers across the UK. The fastest method to get the line speed back to normal operation is to stabilise the ground using a form of geopolymer injected beneath the slabs. Ground engineering company, Uretek, recently carried out some urgent works to the ground beneath the Midland Main Line (MML) approach to St Pancras Station at Kentish town in London. Affecting line speeds The ground, for a stretch of 270 metres in the Kentish Town area, suffers from exaggerated water saturation and the line has previously required full replacement. A section of the line required some urgent repair work in November 2015, as the tolerances were below acceptable standards and the line speed was reduced from 70mph to 30mph. The stretch of track that required repair features the fast up and down sections for the electrified MML and had previously been repaired more than a decade earlier using concrete slabs. That replacement saw a single concrete slab base laid, with two more individual slabs on top for each of the lines. A 15-metre section on the up section and 25 metres on the down were both experiencing problematic tolerance levels of up to 8-9mm, which exceeded safe operation. Consequently, Network Rail had to act quickly to carry out an urgent repair to the ground, bringing the tolerances back to within acceptable levels and repairing the cracks to the slabs. Ground injection To address the tolerances, Uretek was contracted to use its ground injection process to stabilise and relevel the slabs,
which involved drilling and injecting expansive resins under the concrete base slab. As the resin expands it forces out ground water and raises the slab; the geopolymer resins then harden and form a safe and secure base layer for the existing slab and track. In this case, Uretek injected at 1.5-metre depths throughout points along the 15 and 25 metre stretches on both the up and down sections of track. Each line had slightly different tolerances to meet, and as the resin was injected the changes were closely monitored by both the Uretek lasers and Network Rail’s set gauge. The injection process was completed in a manner that would enable the slab to be raised in small increments on either side. The accuracy of the Uretek system meant the slab could be brought to within 1mm of the required levels for operation. The Uretek injection method ensured complete control over the tolerances of the line and the efficiency of the processes meant the injection work was completed within 12 hours. Alternative methods require lengthy line closures, whereas Uretek’s resin injection option provides a sustainable, safe solution that, in this case, was completed in days. To complete this scope of work there were additional resin injections between the slabs to fill any voids and another contractor was used to staple the cracked concrete slabs. The area is now monitored by Network Rail cameras and a before and after video is available to view on the Uretek website highlighting how
effective its injection technique is. Following this and other schemes in the rail industry, Uretek is expanding its operations in the industry. The company’s managing director, Roland Caldbeck, said: ‘We invented, developed and specialised the range of geopolymers we can offer, and have world-leading expertise in their application. ‘One critical advantage of the technology is its controllability compared to other, more traditional methods. This is due to the expansive pressure generated by chemical reactions in the materials, as opposed to hydraulic pressures used in grouting, enabling us to work within extreme tolerances.’ Before and after video footage of the work can be viewed on Uretek’s website.
Tel: 0800 0843503 Email: firstname.lastname@example.org Visit www.uretek.co.uk April 2016 Page 203
Taking a new line in rail finance Getting a major order to supply a rail company with goods or services can make or break a supplier if it doesn’t get the financing right. Crowdlender ArchOver examines one company it has been able to help, and the issues surrounding the project
he company in question is MGB Engineering, a UK-based, privately-owned and funded SME (small and medium-sized enterprise) specialising in engineering for safety-critical industries, such as rail. It has worked on major rail projects including Crossrail and the Great Western route modernisation. It is estimated that around £36 billion is being invested in the UK railway industry at the moment (excluding HS2 and Crossrail 2) which is good news for companies in the supply chain. The problem is getting hold of that allimportant working capital under the right conditions. This is where ArchOver crowdlending comes in. Traditional finance Up to now there have been two main sources where a business without enough cash of its own can go – banks and invoice discounters. As many businesses are discovering, since the financial crash, banks are more reluctant to lend money. ArchOver’s customers are telling it that it’s the old story: banks will only lend to people who don’t really need the money, and when they do the loan comes with high charges and personal guarantees, which can see directors losing their homes if things go wrong. Invoice discounters and factors, while being a little more likely to lend, have their own problems. When a company presents them with a copy of the invoice that has gone to its customer, the discounter will advance it to about 80 per cent of the value. However, a personal guarantee will still be needed and the amount of working capital available will vary from day to day, depending on which invoices are outstanding. Also, if an invoice is challenged by a customer, or the customer fails before it is paid, the discounter will take back the advance. In some cases, factors will chase the customers for payment directly, which can damage customer relations.
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The MGB experience When MGB needed £500,000 of capital to gear up for its next stage of growth, it decided to try a completely different route: crowdlending. MGB designs, manufactures and tests electrical and electronic housings used in the rail signalling and power market and has a reputation for high-quality engineering. Some of the contracts the company has been involved with include: • West Coast Main Line – Trent Valley four tracking and resignalling for Milton Keynes and Bletchley • Crossrail – network upgrades for the south east, north east and western branches • Great Western – Oxford, Slough, Swindon, and Bristol resignalling projects • Scotland signalling power upgrades • East Kent and Victoria resignalling. Alongside its rail portfolio, MGB has also supplied equipment for a series of luxury yacht classes manufactured by Princess Yachts International and control panels for Cobham Services on the M25, the largest fuel filling station in Europe. MGB Originally formed in 2004, MGB has a record of profitable growth, achieving £9 million turnover in 2014-15 and employing 90 permanent employees at its base in Plymouth. The company identified significant opportunities for further growth and has developed a business plan that will deliver a profitable turnover of £13.5 million a year during 2018. This is based on creating a balanced portfolio of works in each of its business sectors. The company intends
to extend its involvement in the marine and industrial industries by expanding into the nuclear power industry, where it has recently joined the governmentsponsored Fit 4 nuclear programme. MGB is now gearing up for further growth within Network Rail’s ongoing Control Period 5 Delivery Plan (CP5). Recognising the opportunity presented by the planned £40 billion investment, MGB took a fresh look at finding the right finance partner for growth. The company had contracts agreed and invested heavily in personnel, processes and machinery. Then it needed a flexible working capital facility through an organisation that
approach is innovative, modern, appropriate and available; it’ll play an important part in our future success.’
understood its position, its business plans and its future prospects. The ArchOver alternative It was this point that MGB was introduced to ArchOver by Dave Ottley, the managing director at Balance for Business, a commercial finance broker and adviser to MGB. ArchOver’s crowdlending platform uses money from investors and lends directly to borrowers, providing businesses with a lump sum for a fixed term of up to 36 months, which can be extended if required. It can also be repaid or reduced at any time. The minimum borrowing level is set at £100,000, with no maximum. The loan is secured on the value of the debtor book, which is insured to allow the borrowing company to lever off the creditworthiness of their customers. ArchOver calls this ‘secured and insured’ lending. Companies can borrow up to 80 per cent of the value of their accounts receivables (ARs). Once the loan is made they must maintain their ARs at a minimum of 125 per cent of the value of the loan. This allows businesses to plan with accuracy, as they always know what funds they have available. The simpleto-arrange loan requires no personal guarantees and, because it is secured and insured on the debtor book, borrowers can if required use other assets to raise
further finance. Explaining why he advised his clients to go down the crowdlending path, Ottley said: ‘Clearly, the banking landscape has changed dramatically since MGB set up as a business. This change has been positive with the introduction of new funders who are geared up to support ambitious companies such as MGB. With an established relationship in place, I knew ArchOver was a great fit for my client. ‘I would like to thank ArchOver for the excellent way in which it handled this case for my client. Its innovative approach to funding this project has been refreshing and great to be a part of.’ Added Stuart Morrison, a director at MGB: ‘We’re delighted that ArchOver believes in our business case and is investing in our growth plans. ArchOver’s
Fullest possible picture As MGB discovered, as well as looking at the figures and the soundness of companies seeking loans, to ensure security for lenders ArchOver finds out all it can about potential borrowers, enabling lenders to get the fullest possible picture of the organisations they’re lending to. This often means that ArchOver can arrange secure loans that banks – with their rigid policies – won’t be flexible enough to grasp. Many bankers are now recognising this themselves and are directing customers towards ArchOver, which allows them to help their customers despite their rules. MGB is the first company in the rail industry that ArchOver has been able to help in this way but it is a market it believes has huge potential, and it would like to help many more. ArchOver’s aim is to meet as many companies in the industry as possible, or their professional advisors, and discuss how it can help make their projects a reality. Authored by Angus Dent, chief executive officer at ArchOver
Tel: 0203 021 8100 Email: email@example.com Visit www.archover.com April 2016 Page 205
Providing support to rail infrastructure Aspin Group is a solution provider which uses geotechnical, foundation, civil and structural engineering products at the forefront of innovation and technology
spin Group offers complementary services across industries providing whole-life solutions to its clients – from site investigation, consulting and design to development, installation and on-site building projects. Projects are managed and implemented by Aspin Group’s teams using the company’s specialist plant and equipment transported by its logistics division. The company is committed to learning, innovating and responding to its clients’ requirements. It does this by engaging in partnerships and working collaboratively
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and applying its understanding and engineering expertise to find new and better ways of achieving successful projects. Strong track record Aspin Group has teams dedicated to the design and manufacture of piled foundations for the rail industry, primarily used for supporting overhead line equipment (OLE) and signalling structures. With more than 250 staff across its UK network of operations, the company has a strong track record of innovation and providing clients with end-to-end solutions
that encompass design and consulting, ground investigation, project management and construction. Aspin Group’s ground investigation teams, together with the company’s design and consulting teams, are continually looking at ways of improving the service it can provide to its clients by establishing new ideas and methods. Recognised at the end of 2015 as one of the Fast Track Top 100 private companies in the UK, Aspin Group has seen growth triple over a three-year period and is continuing to grow.
and efficient designs. Led by chartered civil, structural and geotechnical engineers, Aspin Group uses the latest technology to deliver projects in many industries for a variety of clients, including developers, contractors and our own construction teams plant and transport. Aspin Group owns, manages and operates a fleet of road-rail vehicles and attachments. The vehicles come with appropriate trailers that allow them to be effectively utilised on road or rail, all of which are capable of delivering substructure and superstructure solutions
Aspin Group has an extensive civil engineering portfolio with recent projects including a student accommodation building in Edinburgh utilising the Absolute Steel Framing system. In addition, the company’s teams have undertaken flood alleviation works on the Somerset Levels.. Aspin’s portfolio of services The company is going from strength to strength and in conjunction with its sustained investment in the UK rail industry, has developed and expanded its range of products and services:
Recent project delivery During the Christmas 2015 upgrade works, the Western Outer electrification project made excellent progress and achieved the milestone of installing the 1,000th pile, drawing praise from one of the industy’s biggest private contractors. Key ongoing works across the Network Rail infrastructure also include OLE works, structure erection, sheet piling and platform extensions on the following areas: • Western Outer electrification • Shenfield to Southend Victoria line • Great Western Electrification Project, including Swindon to Bristol • Crossrail • Hayes and Harlington • Gospel Oak to Barking line. Recent works have included Ealing Broadway, where a complete modular platform was installed rapidly utilising nine shifts over a four-day period. As well as projects on the rail network,
foundations and piling. Delivering projects utilising Aspin Group’s operated and managed specially-adapted road rail vehicles and attachments. These machines are capable of delivering substructure and superstructure solutions to effectively fulfil the clients’ requirements. Solutions provided include bearing piles, driven piling, sheet piling and marine works civil engineering. With extensive experience of working in heavy civils, Aspin Group has now expanded its capability to mobilise to sites at shortnotice for nearly any situation. Specialising in recycled, driven steel tube piles, the company has been able to reduce its carbon footprint and spoil waste removal inspections and investigations. Aspin Group’s teams carry out works in many diverse situations providing informative geological analysis and full structure assessments. Its services extend to ground investigation works, non-destructive testing, inspections and investigations and special inspections consulting and design. The company’s design teams are highly experienced and pride themselves on developing innovative
training. Aspin Group believes in training and developing its workforce and continually invests in specialised training to progress their knowledge and skills. The company’s in-house training division is accredited by the National Skills Academy for Railway Engineering (NSARE), ensuring that all staff are trained to the highest possible industry standards. Aspin Group is dedicated to being at the forefront of technology. It is committed to delivering solutions and providing an excellent service to its clients by always looking at new ideas to the improve the range of services it provides. Growth and success The Easter 2016 upgrade programme has been the biggest Easter investment programme to date. As with Christmas 2015’s programme of works, Aspin Group will be working on a number of projects across the network rail infrastructure during this busy possession. Barry McMahon, managing director, said: ‘The rail industry continues to face considerable change and this presents us with a number of exciting growth opportunities. Going forward, we intend to increase the pace of growth and build further upon our existing network of operations and services providing innovative solutions for our clients. ‘Being recognised in the Sunday Times’ Fast Track 100 for our achievements is a major accomplishment and demonstrates our commitment and dedication to providing innovative solutions and high standards in technical ability to our clients. ‘We have built a team of enthusiastic, talented personnel that has worked hard to establish the Aspin Group, which now places us in an even stronger position to continue our expansion.’ Aspin Group has offices in Hertfordshire, Nottinghamshire, Derbyshire, Lancashire, Staffordshire, Glasgow and Somerset. Tel: 01442 236 507 Email: firstname.lastname@example.org Visit www.aspingroup.com April 2016 Page 207
Setting a new sound barrier ACCON describes the process it has been involved in to lessen the impact of noise on Wendover from the proposed HS2 line
CCON UK was busy in 2015 with its principal noise experts, Steve Summers and Graham Parry. They have both been providing expert noise evidence during 2015 and 2016 on behalf of Wendover Parish Council and St Mary’s Church for the House of Commons Select Committee, which heard evidence on the proposals for HS2. This evidence has influenced the inclusion of taller noise barriers as part of a package of enhanced noise mitigation measures for Wendover to be provided as part of the HS2 scheme. The small market town of Wendover is in the Chiltern’s Area of Outstanding Natural Beauty (AONB) and a popular destination for walkers and other visitors. Many of its residents are concerned about the effects of noise from HS2 on their houses, and the potential of the line making Wendover less attractive to visitors and therefore reducing business in the town. The HS2 route would run just to the south of the town and the scheme proposals include a 1.3 km long cut and cover or ‘green tunnel’ to reduce the impact of noise. Wendover Parish Council, along with other local organisations and individuals, petitioned against the HS2 Bill that led to them presenting a case to the High Speed Rail Committee.
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Although the originally proposed green tunnel would have mitigated some of the effects of noise, ACCON identified that there would still be significant adverse noise impacts. These noise impacts would affect residents in large parts of the town, with significant impacts for St Mary’s Church and Wendover House
School in the south of the town. ACCON challenged how significant noise effects for Wendover were identified by HS2 in the Environmental Statement (ES) and then used by HS2 to design the noise mitigation proposals. LOAEL Planning guidance requires that a noise assessment for a major project needs to identify noise levels corresponding to the significant observed adverse effect level (SOAEL) and the lowest observed adverse effect level (LOAEL). The project is obliged to provide mitigation measures for noise-sensitive properties where predicted noise levels are above the SOAEL. HS2 also committed to take all reasonable steps to operate the railway so that properties are not subject to noise levels above the LOAEL. Therefore, the noise mitigation needed to be designed to substantially minimise the numbers of residential properties predicted to experience railway noise impacts from HS2; below the SOAEL but above the LOAEL. Noise from trains is generally
characterised and measured in two ways: • the average noise level typically over the daytime and night-time periods, using the continuous equivalent noise level, LAeq in decibels (dB) • the noise from individual train pass-bys is represented by the peak or maximum sound pressure level, LAmax. Both indices are evaluated in A-weighted decibels to represent the response of human hearing. In the case of high speed trains, the individual passby events will be particularly noticeable as these will be heard as short-duration events with a fast onset time. Trains will also be frequent, with 36 trains an hour planned if the line goes ahead. The LAmax index is particularly relevant for nighttime noise as it used as an indicator of likely sleep disturbance. For noise assessments, night-time is defined as the period between 23.00 and 07.00 hours. Therefore, late night and early morning HS2 services fall into this period. The SOAEL for maximum noise levels adopted by HS2 is 80 or 85 dB LAmax, depending on number of train movements at night. The maximum noise LOAEL was defined as 60 dB LAmax. Southward extension of green tunnel The noise mitigation measures proposed in the scheme and considered for the ES were designed to minimise the number of residential properties that would be exposed to noise levels above the LOAEL, in terms of LAeq. However, this scheme would have still resulted in properties across large parts of Wendover experiencing noise levels above the LOAEL of 60 dB LAmax. Following the hearing in July 2015 when Summers gave evidence, the Select Committee requested that HS2 improves its noise mitigation proposals for Wendover. The revised scheme put forward by HS2 included a southward extension of the green tunnel by 100 metres. The changes would also increase the height of the trackside noise barriers from five to six metres to the south of the green tunnel and an additional six-metre
high noise barrier to the north of the green tunnel. In addition, HS2 proposed that a two-metre high noise barrier should be constructed along the northern boundary of the A413 Nash Lee Road, which runs between the town and the HS2 alignment. These proposals would result in a significant improvement in the expected noise effects on Wendover residents. In particular, the enhanced mitigation lessens the likelihood of potential sleep disturbance by greatly reducing the numbers of dwellings with forecast noise levels above the LOAEL of 60 dB LAmax. St Mary’s Church Parry appeared at the Select Committee in a further session in September 2015 in support of Wendover Parish Council, where HS2 first presented its enhanced noise mitigation proposals. In order to follow the appropriate Parliamentary procedures the revised mitigation proposals were published by HS2, with other scheme amendments in Additional Provision 5 (AP5) and Supplementary Environmental Statement 4 in December 2015. As well as it being used for religious services, St Mary’s Church is also used for many community activities. It is a regular venue for concert performances, including those staged by Wendover Music, and its representatives were concerned that
noise from HS2 train pass-bys would detrimentally effect concert performances, especially as many concerts rely on the current quiet conditions within the church. Summers appeared at the Select Committee in February 2016 in support of the Church as part of its petition responding to AP5. HS2 had offered to provide a sum of money to enable sound insulation measures to be installed at the Church. These measures would improve the sound insulation of windows, external doors and the roof to reduce the noise produced from HS2’s trains. As a listed building, designing and installing the treatment and obtaining the relevant permissions for St Mary’s Church won’t be straightforward. Evidence was presented to demonstrate that the sound insulation measures would still be necessary even with the higher noise barriers. Part of the case made by ACCON concerned the noise model used by HS2 to predict noise levels from the operation of the new railway. Such prediction models include inherent uncertainties in the prediction methodology. In addition, a number of design assumptions have been made by HS2 that would apparently reduce the noise generated by HS2 trains in comparison with the current generation of high-speed trains. Five-dB margin Summers put the case forward that in designing noise mitigation measures, a five-dB margin should, therefore, be allowed for in order to take account of the prediction uncertainty of noise from highspeed trains. As part of ACCON’s in-house research activities on noise and vibration from high speed trains, the company has also carried out measurements of groundborne vibration from trains operating on the existing HS1 line between London and Kent. This data is to be used in the ongoing development of vibration prediction tools and follows work already carried out by ACCON that utilised Pipein-Pipe software for Crossrail. Steve Summers is associate director of ACCON UK
Tel: 01273 573814 Email: email@example.com Visit www.accon-uk.com April 2016 Page 209
A strong attachment to rail Cintec International has helped to strengthen the UK’s transport infrastructure using its anchoring system to lengthen their life and make journeys safer
ewport-based structural engineering company, Cintec International, is helping a number of contractors involved in Network Rail’s programme of electrification and improvement to the rail infrastructure across the UK. Essential to the electrification process, the work utilises Cintec’s patented anchoring system to support the weight of the gantries that will hold the cables needed to electrify the lines, and in some cases to strengthen railway bridges and viaducts to which the gantries are attached.
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London Bridge station Cintec’s recently completed projects include its work on the Thameslink Programme as part of the main line upgrade. This project on the Western Approach signal gantry (cantilever gantry no. XTA1793), which is just outside London Bridge station, demanded close cooperation with Lundy Projects and main contractor Balfour Beatty to reinforce masonry and anchoring. Cintec supplied and installed all the anchors for fixing the new gantries to the brickwork of the viaducts, upon which they are placed as cantilevers over the railway lines. All anchors have been highload threaded bars, 30mm diameter in
a 76mm diameter diamond-core drilled hole and between four and nine metres in length. The drilling and installation had to completed to a very high degree of accuracy to ensure perfect alignment with the major steelwork support structures. A double template was used for the anchor location, with accurate setting out completed by Balfour Beatty Rail for the drilling locations. Jonathan Andrews, project manager for Thameslink KO2 Lundy Projects, and subcontractor to Balfour Beatty, said: ‘The complexity of the work needed on the Western Approach signal gantry demanded the highest level of accuracy
anchors to be easily handled, they were supplied in two-metre sections. Making matters more complicated, the work had to be carried out through the night to limit any disruption to train services. Cintec has more viaduct work planned at Castlecary, Croy and Garngaber. North of the Border Antony Horne, senior civil engineer at Capita, said: ‘The use of Cintec anchors allowed the Alliance Construction team to maintain the operation of the busy Edinburgh to Glasgow mainline while the viaduct brackets for the portals were installed. This provided considerable cost
in setting out, drilling and anchor installation to facilitate the signal gantry construction. ‘The Cintec team has been extremely professional and continue to deliver 100 per cent commitment and high standards to ensure that the project is completed on time and within budget.’ Barking and Gospel Oak Other projects in the pipeline for Cintec include fixings for single and double gantry supports for the electrification of several miles of line outside London, where the line is located on very long viaducts. In Greater London, work on the electrification of the mainline between
Barking and Gospel Oaks is shortly to commence, while work on strengthening the viaducts on the North West Electrification programme at Middleton has now been completed. In Scotland, work is underway on strengthening the Garden Street Viaduct in Glasgow and the Oak Bank viaduct on the Edinburgh to Glasgow mainline, using abseiling techniques to install the anchors on high viaducts. Working with subcontractor Amco Rail at Oakbank Viaduct in Scotland on the main line from Glasgow to Edinburgh, anchors 23-metres long were used to strengthen and repair the structure and were installed by abseiling specialist Geo-Structural. To enable the
savings and allowed the majority of the work to be undertaken in the daytime.’ Also, in Manchester, Cintec anchors are used to anchor new gantry systems to viaducts. Many of the gantries have substantial weights and the tricky part of the design comes with the fact that the anchors need to work in conjunction with different forces. Each individual gantry can have a pull-out compression load, a sheer load and a pull-out load requirement often in access of 130k/N per anchor. Peter James, managing director at Cintec International, said: ‘The Cintec team is delighted to have been chosen to undertake this vital work. Our patented anchoring systems are being used throughout the world to strengthen some of the world’s most iconic historical buildings in order to preserve and maintain them for generations to come. ‘It’s particularly pleasing to see how our anchors are now being used to strengthen our transport infrastructure and allow for faster and safer travel.’ Tel: 01633 246614 Email: firstname.lastname@example.org Visit www.cintec.com April 2016 Page 211
Making waves in rail The team at independent communications consultancy, Freshwater, gives its thoughts on how rail can succeed in a brand-conscious world
ome of the changes from rail privatisation were driven by political ideology that left little space for commonsense decisions which could have preserved the brand identity of the rail industry where it was valuable, and continued to build loyalty and understanding of consumers. Identity and outcomes All but one British Rail consumer brand – ScotRail – has been extinguished (others, including InterCity and Network SouthEast) were allowed to wither, and passengers’ understanding of the brand propositions were lost. In the ‘real world’, the use of a brand for a certain activity requires a franchisee to comply with the values and attributes that go with those products and services. For instance, no subscriber to the InterCity brand could use substandard trains with noisy underfloor engines. Privatisation promised renewed vigour to the market with private-sector practices and expertise. Yet, is this still being allowed to flourish? Train service specifications are now set down in considerable detail for franchise bidders by the Department for Transport’s Rail Group. Has too much, too little, or the wrong kind of oversight caused the industry to lose a common sense of purpose? Any effective product or service requires its customers to understand the proposition, and operators invest in communications, branding and marketing strategies to help this happen. However, there is sometimes a failure of the essential proposition - moving people from A to B in comfort and safety, on time and with value for money – to match the aims and values described by the service’s brand identity. Understanding the customer Other than the dividend paid back to the Treasury, taxpayer or shareholders, what does a successful railway look like? All operators publish performance metrics, but does anyone know what customers expect as an industry standard in terms of comfort, convenience and customer service? The industry minimums are set by watchdogs in technical and opaque
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fashion, describing how late trains can be before they are actually considered late; how long it is acceptable for passengers to stand; how well complaints were dealt with. They are set by civil servants and appear to have little relationship to what customers themselves consider priorities – an omission many would think perverse. Opinions, surveys and research conclusions are not hard to come by. In July 2015, a consultation on Transport Focus’ National Rail Passenger Survey (NRPS) and its fitness for purpose was launched. It told the industry that: • a broad range of emotions can be felt by the same individual on the same rail journey over a period of time • there is a strong relationship between getting a seat and passengers being happy or relaxed • commuters quickly move from being happy or relaxed to indifferent when delayed, even by less than five minutes. One would think that a survey to determine passenger behaviour might ask the passenger what was important. But, hidden away in the notes from the
consultation is this surprising admission: ‘…consultees asked whether passengers had been involved in the consultation process. We confirm that passengers were not part of the consultation process…’ Other organisations have undertaken more consumer-based research, such as the recent Which? survey that purports to show the ‘…best and worst UK train companies…’. This certainly provided the media with plenty of fodder and suggested that the return on investment in a brand can’t be taken for granted. Out of all the brands in rail, Virgin is the most recognised, and yet arguably its proposition is not immediately consistent or clear, particularly to those loyal to the brand elsewhere. Comparing apples to oranges According to Which?, open-access operators appear to have delivered more of the privatisation promise than more visible brands, even though they’re often owned by the same groups who manage franchised operations. Why did small and relatively obscure railway brands take the top spots? With their very limited number of services, are they focusing on a very small part of the total market and cherry picking? Certainly, lumping together open access, small regional, devolved city-region
refund or a seat upgrade) and to initiate a formal training and delivery programme tailored to meet customers’ hidden needs, such as dementia. The new franchises in the north of England have been defined and refined by the DfT in partnership with Rail North, whose devolved structure may point towards a new model that helps to bridge the gap at the specification stage between what civil servants, local stakeholders and the travelling public think is important.
concessions, intercity commuter and long distance operators in a single table of customer satisfaction leads to inaccurate and unfair comparisons. It’s also an unfair simplification to draw direct comparisons between parts of the country where capital investment opportunities, operational challenges and ticket receipts vary hugely.
ohn Morris has more than 20 years’ experience in the transport industry, leading policy development, influencing major change projects, and creating robust strategies. A professional communicator, he is also a fellow member of the Chartered Institute of Logistics and Transport (CILT) and a member of the Chartered Institute of Public Relations (CIPR). Ben Blackburn is a Senior Account Manager based in Freshwater’s London office. He is the London public affairs lead and manages a diverse portfolio of clients, including several in the rail sector. He is a Member of CIPR. Freshwater is an independent communications consultancy with a dedicated rail division providing integrated communications support to a range of organisations in the industry.
In some cases a ‘reboot’ of heritage brands works well, such as Great Western Railway for example. Others argue that as identities are built up over a period of decades and not a few short years, the taxpayer should be their custodian, passing them on through franchisees that continue to invest in them. A new way ahead? But perhaps innovation and regulation can work hand in hand. The DfT could globally set the minimum brand proposition for rail travel, which could guarantee the availability of a seat, or money back, for instance. Alternatively, it could do so on a franchise-by-franchise basis; one where passengers aren’t guaranteed seats on commuter services but do get heavily discounted travel. There could be even more done to incentivise operators to innovate and improve, particularly in the realm of customer relations where a national focus on satisfaction has encouraged the industry to act. TransPennine Express (TPE) is an example of one franchise that has been leading the way in this area. TPE has been recognised by the customer services industry for new training initiatives to empower its frontline staff’s customer handling, to say sorry quickly (for instance, offering an instant
More honesty The industry needs to be a lot more honest with passengers, and that’s why establishing brand attributes is so important. There is a pressing and genuine need for proper engagement and communications in this area, on an unapologetic warts-and-all basis. Such an approach can and is encouraging more genuine passenger participation, resulting in innovative franchises that work with rather than for local communities, rail user groups, passengers and key stakeholders. Change is happening. The use of a brand, mandated by the franchising authority, is now built into the non-DfT franchises: London Overground, ScotRail and Merseyrail. The wheels are already in motion for a rail network that puts the needs of its customers genuinely at its heart. But there is much more to do, and it requires a nimbler, more innovative and bottomup style of thinking when needs are identified and services defined. How an operator then invests in its brand should be driven by a holistic strategy where the risks of failure are understood and mitigated; where efforts are concentrated on building upon the successes and attenuating the weaknesses of past regimes; where the requirements of the passenger are genuinely understood and evaluated; and where the customer fully understands the brand proposition. Authored by John Morris and Ben Blackburn from Freshwater
Tel: 029 20 30 40 50 (Cardiff) 0207 067 1595 (London) Twitter: @freshwateruk Visit www.freshwater-uk.com
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The full picture Fugro shows how its surveying products – from linear datasets to 3D/4D information models – can accurately determine the life cycle of rail assets
etwork Rail recently awarded a contract to Fugro for survey and design works to support its high output track renewal programme in Scotland. The deal saw Fugro use its train-mounted RILA and RILA 360 laser scanner to deliver critical rail infrastructure information; a new technology and approach to data collection that fits perfectly into the building information modelling (BIM) way of thinking. Building information modelling BIM is the means by which everyone can understand a building or asset through the use of a model. Fugro’s approach to the collection of essential rail information is based on a similar philosophy enabling users to share information on assets over their entire life cycle. Fugro RailData director, Nick van den Hurk, explained the concept of BIM by comparing survey information with LEGO blocks. ‘In the conceptual and feasibility stages of a project, engineers may use airborne survey techniques represented by the larger DUPLO blocks. These rough blocks enable us to make a basic model, quickly and cost-effectively over long linear distances.’ As the project enters the detailed design and engineering stage, a more detailed model is required. In this case, normal and technical LEGO is used. ‘The technical LEGO creates the form and function of the structure and so the process continues throughout the life cycle of the asset, from whole-life maintenance to renewal,’ added van den Hurk. ‘We can apply this analogy to the rail industry, where Fugro’s innovative technologies act like LEGO blocks, enabling us to choose the right RILA sensors and products for the appropriate phase in the railway asset life cycle.’ Data collection It all starts with collecting the right data for the project; Fugro’s RILA sensors can be mounted independently or together to survey the entire rail corridor (figure 2). The RILA system measures absolute track position and geometry to engineering specification accuracy, incorporating georeferenced video to record track assets. Compact and transportable, it connects
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to the rear of a regular passenger train in less than two minutes and surveys the rail tracks at line speed. The RILA 360 uses two laser scanners, rotating at 200 Hz and recording one million points per second, per scanner and provides ultra-high density LiDAR point cloud data of the route. The position of the point cloud data from the RILA 360 can be referenced using the highly accurate RILA track position data, providing an absolute position accuracy of 1.5 centimetres horizontally and vertically (1 sigma), a level of precision not normally possible using conventional mobile mapping platforms. From this georeferenced point cloud it’s possible to work in all the post feasibility phases of the BIM process. Detailed design phase The considerable advantage of Fugro’s latest survey technology is that it allows very detailed data to be collected in the design phase, which can then be reused many times throughout the life cycle of the asset. For example, the point cloud data can be used to make a digital terrain model (DTM) that provides a rough model of the topography. The engineer uses this to work out his
first conceptual thoughts. From this, the initial design calculations are developed, which require a more detailed model of some areas. Using the same point cloud data, objects such as track, poles, platforms or bridges can be extracted. The engineering team is able to bring the different disciplines together and add more information to the BIM model as the project progresses. Construction phase In the construction phase of the asset the BIM model is used as a workflow for the contractor. Critical elements like time and costs can be included, as well as monitoring information of surrounding objects (bridges, buildings
model, making it possible to evaluate subsurface clash detection prior to the construction phase.
and tunnels); track deterioration; or the impact of improvements associated with construction activity. Once the asset is constructed, as-built information, such as the track, poles or overhead wires, can be added. Whole-life maintenance phase The operation and maintenance phase of the BIM requires the biggest investment of time and money. In this phase, the absolute location of the asset is fixed so the focus is on the asset’s condition. With different RILA sensors, Fugro is able to produce a highly accurate 3D model of the railway corridor, giving designers greater access to full scale information, video or extracted features. This model can be used to analyse trackside assets, critical clearance issues and areas obscured from airborne systems. Pre-renewal, RILA can be used to screen for any anomalies or stability issues with the existing track that can be addressed during reconstruction. Postrenewal, it can deliver high accuracy data
for all-important quality assurance – to check that any pre-existing issues with the trackbed or geometry have been resolved, and to troubleshoot any nonalignment or non-conformities. Subsurface information The whole model becomes more valuable to the client if subsurface information, such as drilling and cone penetration information, cables or other objects, is added. Fugro’s ground penetrating radar (GPR) technology provides a complementary view of track infrastructure. Imaging the subsurface to about a metre below the rails, GPR scanning is becoming a routine element in the asset data collection mix and technology is getting quicker and more modular for use on a wide range of locomotives. Common applications of GPR scanning are the assessment of trackbed thickness and condition and the detection of buried services. Figure 3 shows how subsurface objects can be added to the complete BIM
The next step Having met demands for more integrated solutions, the next step is to share this information via a cloud-based platform. Fugro is in the process of developing the RILA web service, through which engineers and managers can remotely investigate and monitor their network, bringing the real world to their desktop. Becoming an integral part of the BIM process, Fugro can also act as geo-information manager, taking responsibility for the life cycle of clients’ assets. The integrated solution is not just about putting data sets together, it’s about adding asset information to the model – for example, knowing where assets are by using their coordinates to create the model. Fugro’s RILA solution means that all stakeholders can rely on one platform for sharing information, collecting data once, using it multiple times to support the integrity of assets, and driving future efficiencies. Authored by Jasper Hellemons, project manager asset information and BIM coordinator, Fugro GeoServices Netherlands
Tel: +31 6 1019 4236 Email: email@example.com Visit www.fugro.com/rail
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Robust and stylish Steel Line manufactures stainless steel products that create desirable, robust and elegant furniture for streets, railway platforms and concourses, shopping centres and public areas
he Sheffield-based company recently designed two public realm product ranges particularly suited to railway stations and robust environments with high public footfall. Standup and Metro railway station furniture A train station is the gateway to a town or city and the first impression is crucial to any traveller. Getting it right first time is something Steel Line can help you with. Standup and Metro include a range of stainless steel bollards, cycle stands and litter bins with a number of seating options available in both models. All of the companyâ€™s furniture is crafted specifically to work in harmony with the urban environment. Its products are constructed using the highest grade
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materials and are hand-finished to ensure the perfect balance of aesthetic beauty and durability. Steel Line is expert at manufacturing rugged, durable yet elegant Standup and Metro station furniture which will not only stand the test of time, but also offer comfort and practicality. Satin, beadblast and blended â€˜invisibleâ€™ welds are just three of the features that balance aesthetics with functionality, while the quality of its stainless steel products offer an indeterminable life span with their resistance to vandalism and graffiti. Primarily, these have been project specified by architects visiting the company's websites, but Steel Line is now making a move to build on these successes by marketing directly to Toc's, infrastructure contractors and of course
Network Rail, on the basis that it has funded these initial project successes. Standup and Metro are whole life investment products, with estimated 40 year lifespans, thereby contributing to the 40 per cent level of annual operational maintenance costs savings currently sought by the rail industry. Why invest in public realm products with a lower specification and design appeal when they may have to be refurbished or replaced within onethree years depending on the local environment? Stainless steel will maintain its pristine appearance provided it is cleaned regularly. Unlike mild steel stainless thrives on oxygen. Dust dirt and user spillages will cause staining which can easily be removed using detergent or CIF.
Steel Line stainless steel furniture is a single investment providing a substantial long-term cost saving over alternative materials or products. This unique approach is something which the company has successfully implemented in a number of locations including the £12 million refurbishment of Sunderland station. Projects Steel Line is currently working on: • c2c station design manual (standup seats) • Virgin Trains East Coast – seating for stations refurbishment • East Midlands Trains – development of bespoke seating design • Arriva Trains Wales – seating at Caerphilly station Projects to date include: • Sunderland station: standup seats and benches in various styles • Central Croydon: standup seats and benches • East Croydon footbridge: standup seats – four-seater model • Nexus Reinvigoration: Metro fourseater seats, perch benches and litter bins selected for 44 stations and halts. Steel Line also produces different designs of staircase balustrades and handrails in stainless steel. You can view a selection of the company's Standup and Metro furniture on its website. Designs can be tailored to suit individual project developments in terms of dimensions and specification. Tel: 0114 231 7330 Email firstname.lastname@example.org Visit www.steelline.co.uk April 2016 Page 217
Never running dry DataTrack has supplied fuel management products for more than 20 years, during which time it has established a strong position within the UK rail industry
ith a wealth of sectorspecific knowledge, DataTrack has successfully worked with some of the major UK rail companies to deliver a wide range of fuel monitoring solutions, well-adapted for use on railway refuelling stations. The company’s customer base includes ScotRail, DB Schenker and Southern Rail Services, where DataTrack undertook the initial design and development work to supply and install fuel management systems, and now maintains the assets installed. Current projects also see DataTrack at the heart of Garrandale’s fuel enhancement programme. ScotRail The company’s work on the ScotRail refuelling system typifies its approach to all major projects. The core requirements of the ScotRail project were threefold: • to develop technologies that would integrate easily into existing IT landscapes such as SAP (systems, applications, products), so as to centralise refuelling operations • to better improve efficiency at the refuelling station where there are many fuelling points widely spaced along the platform • to reduce fuel loss by enhancing fuel security. To achieve these objectives, DataTrack implemented an integrated fuel management solution that enabled roundthe-clock monitoring of locomotive activities. The hardware and software installations limited refuelling activities to authorised personnel only, and enabled nominated managers to access accurate information on fuel stocks and refuelling data 24 hours a day, throughout the year. Reports could be used to streamline the process of accurately logging fuel usage down to the individual car level, in order to increase the speed of refuelling for time-critical journeys and reduce administration costs. DataTrack was awarded a contract for the works at ScotRail’s Enfield refuelling points in 2012, the scope of which covered all elements of the survey, design, supply, installation and commissioning required to bring the fuel management Page 218 April 2016
system into operational service. To facilitate the works, DataTrack developed and coordinated a fully-integrated schedule that defined critical milestones within the project without disrupting the operational railway. The company delivered on time and on budget. Ongoing success As a result of DataTrack’s ongoing success on the ScotRail project, it has since installed systems at all ScotRail fuelling points in Scotland. As the
project illustrates, DataTrack’s services, capabilities and expertise cover the spectrum of project requirements, allowing it to offer a completely integrated solution that spans from initial consultancy through each element of the manufacture, supply, installation, and ongoing maintenance and service of the equipment. ScotRail’s energy traction manager said the Toc started using DataTrack fuel system controllers in 2012, and after a trial period decided there was merit in rolling the system out across all fuelling points in Scotland. ‘The system has reduced the time it takes to report fuel figures and removed the human error side of manually recording fuel figures. The databases allow easy recalling of historical data and we can also see our tank levels from the office. Staff say the system is great and easy to use, and we have more control over who delivers our fuel and what equipment receives the fuel. ‘All of this data is used as part of our ISO 50001 reporting and has helped us to gain this accreditation. We have now started using the system to record heating fuel to give us visibility of heating systems with poor efficiency, which will lead to
better control and reduced heating costs. ‘The next stage for ScotRail is to automate the DataTrack information into our central finance and purchasing system to have full reporting and ordering control from HQ.’ Responding quickly DataTrack has a network of installation and service engineers based across the UK to ensure that the company can respond quickly and efficiently to customer call-outs. The engineering teams are supported centrally by a UKbased technical support desk, customer service centre and experienced research and development team, with personnel available from 6am-10pm, seven days a week. As a quality-assured ISO 9001 company, DataTrack is a fully integrated, multidisciplinary service that is controlled through a single point of contact. The company operates from offices in Lancashire and Glasgow and is part of The Triscan Group, the largest provider of fuel management systems in the UK. Tel: 0845 225 3100 Email: email@example.com Visit www.datatrack.co.uk
Quality Precision Engineering Ltd SCIENTIFIC INSTRUMENT MAKERS AND PRODUCTION ENGINEERS
• Full CNC and Manual Milling and Turning • Providers of High Quality Engineering Solutions from concept to end product • Prototype • Individual Components • Batch Runs For further details contact Mike Zisimos either by email or phone Coldhams Road Cambridge CB1 3EW Tel: 01223 215333 firstname.lastname@example.org www.qpe-ltd.co.uk
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Keeping UTX safety on track Creating safe environments for Under-Track Crossing installations can prove to be an expensive, time-consuming exercise for any rail network, where speed of installation and flexibility is key, as MGF explains
ecuring the walls of excavations like Under-Track Crossings (UTX) can be problematic, with working spaces usually narrow, restricted and congested, but the works must be reactive. The safety of construction teams is paramount and using traditional shoring methods in already high-risk environments poses a potential additional safety risk. Steel shoring systems can be unsafe in electrically-live environments and require additional plant to move the heavy equipment. This can significantly reduce flexibility, often increasing installation times to deliver a risk-managed solution to safety when the construction team needs to be flexible and reactive. Safety issue Due to these restrictions, it’s common for little or no shoring to be used in utilities works – excavations are shallow and temporary despite industry bestpractice that recommends shoring is used for excavations between one and twometres deep. While this saves time and cost it can also be a safety risk. Network Rail highlighted this safety issue in July 2014 when, during works for a new UTX chamber, there was a partial collapse of an excavation that trapped a construction worker and resulted in serious injury. Advancements and research and developments in traditional shoring methods have explored the use of pultruded glass-reinforced plastic (GRP) to overcome the problems faced by construction teams working in live rail environments. Such work has led to the development of lightweight electrically non-conductive shoring solutions that are both fire retardant and safe to use in close proximity, or adjacent, to live rail tracks.
GRiPSHORE® Designed and developed by shoring provider, MGF Excavation Safety Solutions, GRiPSHORE® is a lightweight, modular and temporary shoring range that’s easy to install and can be handled Page 220 April 2016
jacks is created in both the horizontal and vertical plane, allowing the creation of a safe working environment in a confined, often congested service trench. The trench box and waler designs combine trench jacking and traditional shoring methods, making them capable of taking SWL (safe working loads) of up to 16.5KN/m2.
manually, making it easy transport. The system allows construction operatives to create a safe working environment for planned and reactive maintenance works in shallow trenches where quick installation can be delivered by small teams. GRiPSHORE® products incorporate hydraulic trench jacks that have been widely used in the US for the last 50 years. When the jacks pressurise the sides of the excavation, micro movements create compressive stresses within the soil that generate soil arching between the hydraulic struts, stabilising the trench wall. A protective area around the trench
Awards Now a member of the Rail Alliance Network and supplier to a number of rail customers, GRiPSHORE® has been recognised by the rail industry as a practical lightweight shoring option. The British Construction Industry Awards 2015 even recognised the range’s safety benefits, naming it as ‘Highly Commended’ in the Product Design Innovation Award category. For more information about this lightweight safety solution to shoring for the rail industry, visit the MGF Excavation Safety Solutions website. Tel: 01942 402 700 Email: email@example.com Visit www.mgf.ltd.uk
Enabling industrywide safety NuAspect provides a health, safety and environmental consultancy and project delivery services to the rail industry
nsuring pragmatic safety management for complex, multistakeholder railway projects can become unwieldy and, without careful application, can be seen as prohibitive and obstructive to achieving the project aims within required budgetary and time constraints. NuAspect provides highly experienced health, safety and environmental (HS&E) specialists with practical knowledge and experience of HS&E management of railway-based infrastructure projects. This includes client, contractor and regulator perspectives to ensure that overall HS&E management, and particularly site-based activities, are undertaken safely and are
‘Throughout London Trams’ busiest phase of construction since the system was opened in 2000, NuAspect has supported the safety and projects team at London Trams with specialist staff to ensure on-site safety compliance. London Trams’ projects have been delivered without any major injuries or serious accidents’ Tom Breen, health, safety and environmental senior manager, London Trams
Nu Aspect nuaspect.co.uk - 0207 1010 800
Ten years of Success 2005-2015
fully compliant with legislative and clientbased requirements, while at the same time being efficient and effective in proportion with the project’s aims. Practical site support Key to achieving this success is effective stakeholder management, excellent communication and practical site support. These are the main attributes that NuAspect aims to ensure are provided, along with the technical and specialist support, to its clients. During the last two years, NuAspect has provided NEBOSH/IOSH-qualified HS&E advisors to support London Trams in the safe management of project and maintenance works. Particular emphasis was placed on site-based safety inspections, audits, CDM compliance and third-party liaison. This has required close working relationships with London Trams project teams, contractors and other stakeholders including Network Rail and Croydon Council. The projects have included the Wimbledon Line Enhancement Project, systems upgrades and track renewals. As well as project-focused HS&E support, NuAspect’s capabilities include
railway engineering and risk assessment/ management, giving it the ability to support the development and delivery of projects in the safest manner possible. NuAspect also has the capability to investigate and report on railway accidents and incidents in line with industry good practice, providing pragmatic and effective recommendations for the prevention of recurrences, as well as capturing the lessons learnt. NuAspect is developing collaborative working relationships with other specialist SMEs to build capabilities that can collectively provide efficient delivery-focused services to major rail infrastructure projects in the UK, such as the Four Line Modernisation programme on London Underground, Crossrail, HS2 and the Northern Line Extension. This will build on the current capabilities supporting the delivery of projects for London Underground, London Trams and Manchester Metrolink. NuAspect is developing its technical and management consultancy services to extend the provision of specialist engineering, HS&E and railway engineering management advice, capability and domain knowledge, to new clients. Tel: 0207 1010 800 Email: firstname.lastname@example.org Visit: www.nuaspect.co.uk April 2016 Page 221
Lifting services for all Street Crane’s lifting equipment helps the biggest – and some of the smallest – train companies manoeuvre their rolling stock, including Hitachi Rail Europe, Bombardier and LNWR Heritage
rom assembly work for the latest high-speed trains, through to refurbishing heritage steam locomotives, Street Crane’s products are used in a diverse range of applications for the rail industry. Whether the requirements are low or high capacity, the overhead cranes have a key role to play in improving safety and productivity. Street has been providing overhead cranes for Bombardier for more than 30 years. Most recently this has included supplying and installing five cranes of varying load capacities at its maintenance depot in Crewe, where they are used for the safe lifting and handling of train components including wheels and bogies. Not just maintainers In addition to maintenance, Street’s
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products play a vital role in building new trains at Bombardier’s factory in Derby, where two overhead cranes are used in the final assembly of its Electrostar overground trains. The cranes are used independently during the assembly of the trains but are designed to operate in tandem when lifting and moving train bodies. To ensure efficient production, the cranes can transport loads at speeds of 40 metres a minute down the workshop. Safety is enhanced with on-crane equipment, including audible alarms as the cranes move up the workshop, and anti-collision devices provide a safeguard when the two cranes are operated and moved independently. For tandem crane lifts and transportation a unified radiobased control system is used, which ensures the interlocking of overhead
cranes share the same track. Outdoor specification that includes a special protective paint system is provided on those cranes that are open to the elements. All of the cranes are double-girder construction, meaning they have a higher hook position while maximising hook coverage and headroom within each bay. Each crane is fitted with Street’s ZX wire rope hoists, which have been developed for maximum load safety with the use of a fail-safe braked gearbox system. High levels of reliability and availability combined with minimal maintenance requirements are hallmarks of Street Crane’s products.
crane operations and synchronisation of all movements. Hitachi Rail Europe Street Crane’s vast experience of the rail industry has been recognised by Hitachi Rail Europe, which recently called on the company to supply overhead cranes for its Newton Aycliffe factory in County Durham. Nine overhead cranes of varying capacities are being used to assemble high-speed commuter trains, which will run on the East Coast Main Line from 2018 and the Great Western Main Line from 2017. Two 40-tonne overhead cranes have
been supplied to offload train carriages that are made off-site. These are then fitted to high-lift bogies, enabling them to be easily moved around the factory and also allowing equipment to be installed underneath. Street has supplied fixed gantries along each production line so that all technicians have easy and safe access to the carriages for fitting out train. Seven more cranes capable of lifting ten and 15 tonnes have been installed primarily to handle sub-assemblies and components at individual workstations. Crane speeds have been optimised for efficient product flow and to ensure load safety and stability, with anti-collision systems also provided where multiple
Full steam ahead In addition to supporting the manufacture of the UK’s most modern trains, Street’s overhead cranes and equipment are also used to retain heritage steam trains on the mainline and preserved railways of Britain. For LNWR Heritage, three overhead cranes each with a five-tonne lifting capability have been installed at its Crewe depot. The facility is used to overhaul steam trains and boilers as well as general repair work. Two of the cranes include anti-collision software and play a key role in safely and efficiently lifting the parts and machinery required for this specialist work. With the rail industry enjoying huge growth, and with train orders rising, there is a growing need for lifting solutions to ensure the complex manufacture of trains is carried out as effectively and efficiently as possible. In response to this demand, Street has made significant investment into research and development to ensure its cranes offer the latest lifting technology and leading levels of safety. This includes its £3 million hoist factory in Derbyshire, which opened in 2014. In the future the company will continue to work closely with its rail clients to provide tailored solutions that can meet the most technically demanding specifications, resulting in safe, continuous and flexible working in all production environments. Tel: 01298 812456 Email: email@example.com Visit www.streetcrane.co.uk April 2016 Page 223
New blood for the rail industry Last year’s liquidation of Sonic Windows gave Sec2 Security an opportunity to establish itself in the rail industry; the company explains how it got its foothold and what it can offer
n November 2015, communication window company Sonic Windows announced that it had ceased trading and had been placed into liquidation. The news came as a shock to many within in the industry. However, Sec2’s managing director, Jon Jeffery, and sales manager, James Driver, saw it as an opportunity to expand Sec2’s presence within the rail industry. Just prior to its closure, Sonic Windows approached Sec2 to review the supply of speech transfer systems and cash handling products. Sonic Windows had become dissatisfied with its provider at the time and was looking to strengthen the existing trading relationship it had with Sec2. The rail industry was already an established part of the Sec2 maintenance business, both directly and through thirdparty facilities management providers.
New opportunities Sec2’s strategic business plan was to introduce its own range of ticket office solutions for the rail industry. The demise of Sonic windows immediately opened the channels of communication to many of the Toc’s that had previously been off limits, due to the business agreements already in place between Sec2 and Sonic Windows. One such customer was Govia Thameslink Railway (GTR), which had already instigated a refurbishment project for Southwick station ticket office. With a tight timescale in place, GTR was left without an immediate supplier to carry out the counter, screen and furniture supply and installation works. Sec2’s senior management team put in place a reactive project team to facilitate not only a new relationship but also a high-spec, finished ticket office – delivered within budget and completed within the agreed timescales. On the back of this successful project delivery, GTR has commissioned Sec2 to carry out and deliver further technically challenging projects. The company From small beginnings, Sec2 Security has grown to become one of the market
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leaders in the specialised field of the design, manufacture and installation of physical and electronic security protection products –for both personnel and assets. From the outset, the company has offered a full custom service for physical security protection equipment to many of the UK’s major retailers, banks and cashin-transit security companies. Providing security, speech and cash handling solutions to GTR, Abellio Greater Anglia, TfL, East Midlands Trains, Virgin Rail, Travelex, Asda, Sainsbury’s, Tesco and many of the UK’s banks and international financial institutions, Sec2 ensures that all assets are in safe hands. The company’s slogan: ‘Ahead through forward thinking’ accurately sums up its goals and objectives, both then and now. Contact Sec2 Security to see how it can help to protect company colleagues and assets. Tel: 01992 446 400 Email: firstname.lastname@example.org Visit www.sec2.co.uk
Smart about the future Smart cities and rail transport will pose new challenges for rail power quality, an area of expertise that REO could help with
etween the drive towards smart cities, new high speed rail links and increased rail travel across the UK, the pressure is on to make sure the rail network can keep up. Such progress is not without its challenges, and as the world struggles to balance being more connected there is a real risk that power quality could be affected. Here, REO UK explains why monitoring power quality on trains is going to become even more important Many people will be unaware that Milton Keynes is well on its way to becoming a fully functional smart ‘city’. The MK:Smart initiative, which is partly funded by the Higher Education Funding Council for England (HEFCE) and led by The Open University, aims to develop innovative solutions to support economic growth in the town. One such solution, targeted at supporting transport links within the city, is MotionMap. Using information gathered by a sensor network around the city, this tool feeds updates about congestion and car park occupancy to a mobile app. Any smart city will be inherently reliant on smart systems like this, which in turn relies on data and energy transfer. This all increases the levels of disruptive electromagnetic interference (EMI) that can have a seriously detrimental effect on power quality. Smart cities will live and breathe data and communications through the many devices that will exist on the Internet of Things (IoT) network, but power quality issues could seriously affect the efficacy of these devices if proper precautions aren’t taken. For instance, prolonged
exposure to EMI could cause major disruptions to vital rail signalling or to on-board services, putting passengers at risk. Train lovers There is no doubt that the UK relies on rail travel, and that demand isn’t slowing down. The industry has seen an increase in rail passenger numbers in recent years, with a reported 1.6 billion passenger journeys (equating to 62.9 billion passenger kilometres) in 2015 – a 4.5 per cent rise on the previous year. To keep that number of passengers safe it’s vital that Toc’s adhere to the operational licenses and agreed service levels specified by the network’s authorities. As smart technology takes over and passenger numbers continue to increase, there are increasing challenges to overcome obstacles in achieving this goal. The pressure really is going to be on to avoid the hefty fines and penalties that come with non-compliance – especially with the impending launch of HS2. Testing is the key To help Toc’s, REO has developed the REOLAB, a range of high voltage variable power supplies designed to test static converters used in the production of auxiliary power supplies for on-board power. High power frequency converters are a vital component in supporting the evolution of rail technology, particularly as the network becomes more advanced and trains get faster. To ensure efficiency and safety, these converters have to be tested so that power quality is not adversely affected. Due to the fact REOLAB can simulate three-phase mains power, it’s the ideal tool to test static converters
during research and development, for regular maintenance, in end-of-line products and during production. The ability to manipulate voltage is the key to any good power supply, especially in countries where national energy grids can be unreliable and sometimes plain dangerous. To combat this, REOLAB is designed with a built in soft-start, capable of slowly and gradually bringing the power up to level. All change Train travel needs to advance at a phenomenal rate to keep up with the move to smart cities. Increasing connectivity across smart cities, and projects such as HS2 in the pipeline, shows it’s not difficult to envisage the increasing role testing and safety will play further down the line. However, with adequate consideration of a sustainable development infrastructure, the UK rail industry can meet and exceed our expectations for the future of rail travel. Authored by Steve Hughes, managing director of REO UK
For further information, contact Steve Hughes or Michelle Gillam Tel: 01588 673411 Email: email@example.com Visit www.reo.co.uk
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Holding down business With approaching 30 years in the business, Star Fasteners – the UK’s largest distributor of Huck® fasteners – has amassed a comprehensive range of products
stablished in 1989, Nottinghambased Star Fasteners is the UK’s largest distributor for Alcoa Fastening Systems & Rings’ Huck products, which are designed to provide permanent, vibrationresistant, superior-quality joining solutions. It also supplies, hires and maintains a complete range of complementary hand, hydraulic and pneumatic installation tooling and equipment. Star Fasteners, which is ISO 9001:2008 certified, relocated to a new and larger warehouse and office premises in 2014 in response to an increase in demand for its products and services. Last year an in-house powder coating facility was installed. Fulfilling high-volume orders The company has worked with some major names in the rail industry, and despite having the capacity to easily fulfil highvolume fastener orders for use in carriage construction (figure 1) it continues to offer advice and solutions for a number of other projects not normally considered as mainstream rail business. Dan Starbuck, managing director at Star Fasteners, said: ‘While we can exceed the expectations of procurement managers and engineers working in rolling stock and rail carriage construction, we have developed a specialism for providing bespoke ideas and solutions in response to requests for help with the more unusual, but often crucial,
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projects associated with the rail industry. ‘These include time-constrained bridge parapet repairs using Huckbolts®, fastener removal and replacement, refitting and rebuilding work on damaged or corroded carriages, as well as small-build assignments.’ A good example of the latter can be found in the output from Star’s ten-year working relationship with Donfabs & Consillia (DCL). DCL provides metalfabricated products across the industry, in particular where the customer-specific requirement of preventative maintenance is essential. DCL Recently, this has included the supply of fasteners including Magna-Lok®, MagnaGrip® and a Huck 2025LB installation tool on the build of an MEC-4 four-person electric cart. The cart is used for railway maintenance activities such as track inspections, people moving and rapid, emergency-response management (see figures 3 and 4). Commenting on Star Fasteners and its approach to customer service, Ian Moss, sales and marketing director at DCL, said: ‘Star Fasteners has always approached customers such as us with a view to developing a long-term relationship. Dan and the team’s assistance in ensuring we use the right fasteners for the right job is second to none.
‘Working with us, Star helps to identify the correct product range and visits us regularly to assist in specification of product and to inform us of any new developments that may be useful. Star Fasteners is DCL’s preferred, approved supplier for fasteners and we will continue to use the products it supplies where appropriate.’ Business has evolved a lot for Star Fasteners since 1989 and, in order for the company to meet the changing needs of the market, Starbuck believes the company’s continuing personal service and bespoke offerings are key factors in developing and securing future contracts in the rail industry. Tel: 01159 324939 Email: firstname.lastname@example.org Twitter: @StarFasteners Visit www.starfasteners.co.uk
Electrifying software Furrer+Frey talks about ELFF, the software it believes has the answer to harnessing the potential of BIM for electrification projects
IM (building information modelling) gives the rail industry an opportunity to reduce costs, de-risk projects, increase the speed of design production and improve assets. One discipline supporting and creating these opportunities is within electrification. BIM is becoming an increasingly crucial factor for design in the railway industry and every organisation needs to find solutions for this opportunity. Individually, organisations will never achieve the full potential of BIM because, ultimately, BIM is about collaboration. While some companies have only recently started the pursuit of BIM, others foresaw the present situation decades ago. Furrer+Frey and Signon (two Swiss engineering companies) started collaborating on the development of an electrification design CAD system in the 1980s with the Swiss Federal Railway (SBB) to meet the complex engineering challenges of electrification in the Alpine region.
ELFF ELFF software has been in use for more than 20 years in electrification projects worldwide and today is helping to bridge the gap for BIM in electrification. From the very beginning, the
development of ELFF was an integrated approach that took into account the whole life cycle of rail infrastructure. By collaborating with those designing, installing and maintaining electrified infrastructure, ELFF developed in a
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way that supported every phase of the operational railway. Initially, ELFF was an in-house system for those collaborating on projects from remote locations but, since then, Furrer+Frey and Signon have worked relentlessly on developing it further. They have introduced more electrification systems into the software tool (for metros, tunnels and mainlines), increased compatibility with other CAD systems and have adjusted it to the everevolving requirements that arise from projects worldwide. To date, the tool has been used for the design of thousands of kilometres of electrification across Europe and further afield for complex ‘mega-projects’ in countries such as China and India. By working collaboratively, the development team is in continuous contact with the users of the software to ensure that their valuable feedback is taken into account for future releases. In the UK, ELFF is currently supporting a variety of projects such as the Great Western electrification, where it is used by Balfour Beatty, WSP Parsons Brinkerhoff, SNC-Lavalin, Arup and ABC Electrification. ELFF is also being used on Crossrail, for the mainline sections on the east and west of London, and on the Great Eastern Overhead Line Renewals Project, where complex phase planning abilities, as well as the correct representation of a large variety of existing infrastructure elements, are critical. Finally, ELFF is being used on electrification projects in tunnels, both on the Edinburgh to Glasgow Improvement Programme (EGIP) and the Great Western improvement project. Further developments to include current and future UK electrification systems, such as Series 2 and Master Series, are currently ongoing, making it the go-to tool for capturing the myriad of electrification systems in one software package. The devil’s in the detail Working collaboratively also means interacting with different systems, different inputs and different outputs. Whatever CAD output the end user requires – be it an AutoCAD output or a Microstation output – ELFF can accommodate this allowing for 360 compatibility. Every project is the same…but also different. By this, Furrer+Frey means that projects will slightly vary from their BIM requirement needs, such as from drawing borders and colour palettes to types of GRIDs used. ELFF can be adjusted to different project parameters, drawing borders, noise factors (such as wind and ice) that, with a click of a button, will automatically calculate and display relevant information in the format the Page 228 April 2016
client requires. Today, ELFF is at the forefront of BIM and CAD electrification design. It is 2D and 3D BIM-compliant and supports 4D and 5D, with many useful features including full 3D rendering. It can also be integrated with video, which is particularly useful for areas sensitive to visual engineering impact. A recent example is when it was used at Bath in Somerset. Part of the Great Western Electrification scheme, ELFF allowed stakeholders to see and feel the design that would be adopted. The 3D mode has become an indispensable tool for modern safety checks, which makes clashes and other issues visible at a very early design stage, so they can then be designed out. Strength and details One of the key strengths of the tool lies in its level of detail. The CAD models are built following references to source data, a process that is at the cornerstone of the gains that can be leveraged from BIM. Source data such as track, signalling, drainage, station and civils designs can all be fully integrated into the tool, which ensures the latest versions of the design are always available and will be visible at any point during the design. Additional sources of information can be referenced into an ELFF model, such as photos and survey data in various
formats. By automating the production of bills of quantities, and supporting phase planning, ELFF allows users to integrate ELFF into their wider business. Besides the largely automated functionality of OLE design work, ELFF designs can also be manipulated manually by the designer for design issues that require a bespoke solution. As a valuable end output, ELFF’s BIM library has the ability to automatically produce OLE bills of materials down to component level, with details of correct length and size of each part. This massively reduces the amount of manual drawing work and significantly reduces the potential for manual errors. Being BIM compliant is the start to unlocking the benefits of faster, safer and more detailed design. Furrer+Frey firmly believes that its continuation of BIM development – with the tools it has at its disposal – is establishing the BIM framework for the electrification community globally. The true gains from BIM come through collaboration; ELFF is there to give designers and organisations the tools to enable that collaboration. Email the company for more information on ELFF and its benefits Email: email@example.com Visit www.furrerfrey.ch
Advantages of BIM RPS describes the significant benefits that using building information modelling brings to its projects
PS is a multidisciplinary consultancy with more than 5,000 staff employed worldwide, half of which are based in the UK and Ireland. In recent years RPS has significantly developed the side of its business that supports the rail industry and are targeting further expansion. To support its strategy, RPS is committed to the production of designs via the use of Building Information Modelling (BIM) for all new projects across all sectors. The expertise and capability within RPS has matured through structured training and successful creation of detailed design models since 2007. Even initially sceptical project developers and contractors are realising the added value that RPS can deliver to their projects through the use of BIM. These include the ability to better present the project to stakeholders, whether they be regulators such as planning authorities, end-users, neighbours or other interested parties, with the result that project understanding and decision making is improved. Optimising integration Construction contractors benefit from the enhanced coordination and illustration of complex designs and phasing that BIM can deliver, with endusers benefitting from the facilities management resource that a Level 2 BIM model can provide. Most recently, RPS has extended the boundaries to which BIM is used in design. Development by RPS of detailed building models has been the norm for several years. Architectural, structural and
building services models are combined to ensure optimised integration and full design coordination. Coordination issues between different elements of the design are eliminated via clash detection in the design office rather than on site, with positive impacts on construction timescales and waste reduction. The approach has now been extended by RPS to include all external ancillary design features and, most importantly, above and below-ground services. On major railway projects the design integration of drainage systems, buried services, surface troughing and aboveground pipes, cables and structures will often become complex. Even the most rigorous of designs developed using conventional drawing production techniques are prone to include residual coordination issues. The use of BIM allows design of all these above and below-ground services and external elements to be fully integrated and opposing factors eliminated, within a model that also includes an accurate representation of the site’s constraints and characteristics. Through the population of the model with time data, BIM can also help the contractor understand the optimum sequence of construction work. Accurate, tangible designs Clients can be confident that RPS embraces the latest design technology implemented by its well qualified, professional and experienced workforce. The result is accurate, tangible designs that assist in understanding the project, promoting effective decision making and streamlining construction delivery. BIM expertise complements RPS’
position as one of the UK’s leading planning consultancies, where expert knowledge is provided to steer development projects through the planning system – whether conventional town and country planning, Permitted Development, Development Consent Order or Public Inquiry. RPS also provides a full range of specifically-focused environmental survey reporting and advice: from noise and vibration to newts; asbestos to air quality, RPS’ expertise can be applied to assess and mitigate the impact of development projects. Combining these skills with a broad base of design knowledge covering architecture, civil and structural engineering and building services through all project stages, and it provides a truly multidisciplinary professional service. The rail industry offers great potential for growth in the range and depth of expert professional services, promoting ever-more efficient and effective development of the rail network. Through employment and development of skilled personnel providing client-focused professional services, RPS is proud to be at the forefront of project delivery during a time of great change for the rail industry. Contact Alan Skipper, technical director at RPS, for more information
Tel: 01636 605700 Email: firstname.lastname@example.org Visit www.rpsgroup.com April 2016 Page 229
Worldwide rail fasteners BAPP is the largest independent stockist and distributor of nuts, bolts and associated products in the UK, with a countrywide branch network, thriving specialist divisions for the rail, tunnel and bridge sectors and a busy export house
n 1972, a mining engineer and a rail engineer, each with more than 30 years of industry experience, opened an industrial supplies company in Barnsley, South Yorkshire. More than 40 years later that company has now grown to become the BAPP Group – the largest independent manufacturer and bulk stockist of industrial screwed fasteners in the UK.
focus upon the needs of our customers; technical excellence, understanding our products and their applications; and quality. BAPP has stringent quality processes; it is ISO 9001:2008 registered, an approved (Lloyds Register) manufacturer of CE-marked structural bolting assemblies and a fully approved Achilles RISQS and National Highways Sector Scheme 3 supplier.’
fixing challenges and, with more than six million pounds invested in stock, can supply quickly and efficiently to sites worldwide.
With the founders’ experience and expertise it is perhaps unsurprising that its early sales activities were focused on the rail and mining industries and today nothing has changed. Now, that focus is provided by BAPP Rail the group’s inhouse specialist rail team. Three primary drivers Chairman Dean Cook, son of founder Barry Cook, said that the original ethos of the founders still underpins all of the group’s activities today and is the reason for BAPP’s success. ‘From the beginning’, he said, ‘BAPP has always had three primary drivers: Page 230 April 2016
Today, BAPP manufactures and distributes a complete range of rail track fasteners including chair screw spikes, square round square V grade crossing bolts, stock rail bolts, square nyloc nuts1” and 1 1/8th diameter and anchor studs and assemblies. BAPP also manufactures a full range of electrification-specific CEmarked bolting assemblies, preload and non-preload, in stock and in diameters from M12 to M36. Larger diameters and lengths can be manufactured to customer specifications. Whether manufactured to BS, UIC or to its customers’ drawings and standards, BAPP provides solutions to complex
300 years of experience BAPP’s technical expertise in the field of fasteners is unrivalled. Its senior technical staff have more than 300 years of collective experience and sit on several committees that help to shape future standards and legislation in the structural steel and fastener sectors. When technical advice is required BAPP provides a 24/7 telephone link to one of its technical managers at any time day and night. For further information contact Mike Kitching at BAPP Rail Tel: 01226 394017 Email: email@example.com Visit www.bappgroup.co.uk
ducts ks pro n r o w t JT Ne ing used o are be t Western t ea the Gr tion Projec a c fi i r t ) Elec (GWEP
JT Networks and Asia Rail Engineering working together on Singapore’s Railway
Targeted Track Monitoring Introducing the Rapid Rail Track monitoring target Now available Internationally Key Features •
45˚ and 90˚ facets
2 highly reflective target areas
Precise, economic design
Suitable for Bullhead and Flatbottom rail
Designed for web and foot mounting
Robust enough to be left in place
The Rapid Rail Track monitoring target is a tailor-made design solution to enable track workers to monitor track geometry using a motorised EDM or Total station. It also helps keep operatives at a safe distance, while utilising the need for less personnel.
JT Networks Ltd (JTN) JTN design and produce high quality solutions to everyday track maintenance problems.
JT JT NETWORKS NETWORKS
See photographs of the full range at www.jtnetworks.co.uk/range For a brochure: firstname.lastname@example.org
Call +44 (0)1934 807062 Email email@example.com Visit www.jtnetworks.co.uk
CREATED TO SERVE April 2016 Page 231
Outstanding career development opportunities in Rolling Stock Engineering
Rolling Stock Engineers
London c £50,000 - £65,000 basic plus excellent benefits
The Railway is an increasingly complex system with multiple interfaces delivered by many different organisations. RSSB brings organisations together to improve safety, performance and value for money in rail across the UK and works closely with European partners on rail interoperability and standards development. Spanning the whole railway, members of RSSB include passenger and freight train operators, rolling stock owners, infrastructure companies and suppliers to the industry. Research and development activities cover safety, standards,
knowledge, innovation and a wide range of cross-industry schemes and include collaborations with academic and other research facilities. Continual advancements in rolling stock, both existing and new, provide outstanding opportunities for rolling stock engineering professionals to work on rail vehicle engineering from a research and standards perspective covering passenger freight and plant vehicles across all areas of operations.
RSSB seeks Rolling Stock Engineers in the following roles: • Control Systems Engineer - brake systems, door systems, on-board control systems and associated vehicle / infrastructure interfaces • Mechanical Systems Engineer - bogies, wheelsets, suspension systems, couplers and gangways • Vehicle Dynamics Engineer - wheel-rail interface, track forces, ride comfort, safety against derailment, gauging, pantograph-to-wire interface The detailed make up of each role could be adjusted depending on the orientation of the candidate’s particular expertise. Key elements of the roles will include: • Providing specialist expertise that will support the development and revision of standards for rolling stock operations, maintenance and improvement in the UK and Europe • Maintaining an awareness of innovative technologies and their potential railway applications in support of the rail industry’s objectives • Developing and applying a good understanding of rolling stock systems and their mutual interfaces as well as with infrastructure
• Active participation in consensus-based forums including GB, European and International standards and systems interface committees and working groups • Influencing the direction of European standards to enable their use in the UK • Providing technical expertise to, and directing RSSB’s research activities in specialist area • Working closely with Project Managers and other colleagues and stakeholders on setting timescales and priorities • Providing informed buyer advice on external resources such as research and investigation and product quality assessment
Candidates should be graduate/chartered level engineers with solid backgrounds in rail vehicle engineering from both engineering and safety points of view. The roles will provide opportunities to explore interests in rolling stock engineering and technology advancements. Successful candidates will be able to develop their expertise in the roles and an approach that is open towards learning, knowledge and new developments will be beneficial. RSSB provides an excellent environment for rail professionals to develop their expertise. Remuneration packages include strong benefits arrangements and there is a track record of career progression Please forward you application to Liam Slater via firstname.lastname@example.org or call him with any queries on 0115 959 9687
Recruitment Always wanted to go further? Join us on our journey! FirstGroup, the world’s leading transport company, help 2.5 billion passengers every year to get to where they want to go. From our train drivers to our customer service and support team, we all work as one family to shape the future of travel and provide better journeys for life. At FirstGroup, our vision is to provide solutions for an increasingly congested world...keeping people moving and communities prospering - Our 117,000 fellow employees, millions of passengers and our communities are counting on us. Great Western Railway (GWR) provides high speed, commuter, regional and branch line train services, carrying more than 103 million passengers every year across the Great Western rail franchise area, which includes South Wales, the Westcountry, the Cotswolds, and large parts of Southern England. First TransPennine Express provides vital connections between key cities in the North of England and Scotland, helping to create the Northern Powerhouse, as part of a national investment of more than £1bn in the North’s railways. First Hull Trains, our open access operation, is consistently one of the UK’s most popular train companies, according to independent surveys. Since we started services in 2000 First Hull Trains has filled a vital gap in the market, making 90 journeys a week between London, Hull and intermediate stations, and transporting more than 800,000 people annually – a ten-fold increase since inception. We are proud to support Hull’s status as the UK’s City of Culture 2017. Tramlink is a network we operate on behalf of Transport for London, which continues to see strong patronage. In 2013/14 more than 31m passengers used the network, an increase of 13m since the start of operations. Why not think about joining us? Discover what life is like as part of the FirstGroup family – visit uk.firstgroupcareers.com
Business Development Manager On Board Power Conversion £70k + Bonus This highly successful member of an international group has built an enviable a reputation for the design, manufacture and supply of Power Converters and Auxiliary Power Units for the Rail industry. As a direct result of a recent strategy review, the company now wish to build their market share within the Global Rail sector. Reporting to the CEO, you will have the opportunity to determine the strategic direction for the Rail APU and Power Electronic Converter business and personally spearhead this growth plan, in addition to supporting the existing, international customer base. The successful applicant, ideally a graduate, will be able to display significant sales success gained within the On Board Rail Power Sector both with high profile UK customers as well as across the wider global market. In return the Company can offer a career challenge with exciting prospects, together with excellent salary and a benefits package that reflects the stature of the Company.
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. Call 01268 711811 or email email@example.com
For further information call Peter Horton on 07787 814114 or send your CV to firstname.lastname@example.org.
www.bluewingassociates.co.uk Bluewing Associates Ltd 39 New Church Road Sutton Coldfield B73 5RP
THE BUSINESS MAGAZINE FOR RAIL April 2016 Page 233
New director for Interserve The FTSE250 construction and support services group has appointed former Balfour Beatty Rail director Kevin Murgatroyd as its new sector director for transport. Guy Bruce, managing director at Interserve, said: ‘The UK transport industry is going through a period of dramatic change at present, with passenger numbers set to rise at a remarkable rate. Never has it been more important for transport operators to find efficiencies in how they manage their stock and their facilities. Kevin’s vast knowledge and expertise will be invaluable in helping our transport clients to meet the challenges and opportunities ahead.’
Graham Goswell joins Hitachi Hitachi Information Control Systems Europe (HICSE) has announced Goswell as director, railway operations. Goswell joins from Network Rail where he was professional head of operations. Hitachi describes the appointment as a ‘strategic addition’ to the HICSE leadership team to inform product and service development strategy.
Former Amtrak chief executive appointed to board of Network Rail Consulting The international consultancy arm of Network Rail has appointed Thomas Downs as a non-executive director and chair of its North American business, Network Rail Consulting Inc. Most recently Downs spent four years at the Washington Metropolitan Area Transportation Authority where he served as a member of the board of directors, the last two as chair. Downs began his railway career as a White House fellow serving as an executive assistant to the US secretary of transportation. Since then he has taken on a number of CEO roles and has been both president and chief executive of Amtrak, the United States’ national railway passenger corporation.
Arriva appoints management team to lead new Northern franchise Arriva has announced nine senior appointments to the team that will lead the new Northern rail franchise from 1 April. Rob Phillips has been appointed as finance director. He held the same position at Arriva Trains Wales where he was also part of the senior management team. Richard Allan, currently Northern’s commercial director, has been appointed customer and people experience director, with colleague Rob Warnes taking up a new role as performance and planning director. Current service delivery director, Alan Chaplin, becomes programme director with Andrea Jacobs continuing to lead the safety and environment team. Four regional director appointments have also been announced. These are: Sharon Keith, currently MD for the Arriva-operated Tyne & Wear Metro; Liam Sumpter who joins from Network Rail; Paul Barnfield, currently operations director, and Mike Paterson joining from PA Consulting.
New chairman for Porterbrook Porterbrook Leasing has appointed Phil White as the new chairman. He will join the board on 26th April and take over from Alan Lewis, who has been in the role for more than seven years. White, who is also chairman of Lookers, Unite Group, Kier Group and Vantage Motor Group, has ‘considerable experience’ in the transport sector including ten years as CEO of National Express. He said: ‘Porterbrook has an important role to play in the UK rail industry and I look forward to working with members of the board to help take the business forward.’
Board changes at Stagecoach Group Stagecoach Group has announced planned changes to its board of directors. After almost nine years on the board, Garry Watts has given notice of his intention to step down as deputy chairman and senior independent director on 1 April 2016 and to step down from the board on 31 July 2016. In addition, having served around six years on the board, Phil White has informed the company that he intends to resign from the board with effect from 23 April 2016 to reduce his public company directorships and to pursue other interests. Will Whitehorn, currently a non-executive director of the company, will assume the role of deputy chairman and senior independent director with effect from 1 April 2016. The company has commenced a search for an additional two non-executive directors. Sir Brian Souter, chairman, said: ‘On behalf of the board, I would like to thank Garry and Phil for their contributions to Stagecoach Group. The strength and depth of their experience with listed companies has been a great asset to the company and its governance over recent years. ‘Will Whitehorn has substantial experience across transport and other sectors; it means he is well placed to be the company’s deputy chairman and I am delighted that he has agreed to assume the role.’
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WE ARE ON TRACK TO DELIVER CHANGE
Permanent Way Maintenance | Track Renewals |Track Welding Slab Track Installations | Design, Construction and Building Works Reactive Maintenance | Safety Critical Resource Supply Network Rail and London Underground Safety Training
Industry leading civil engineering and rail support services As the capital grows, we work around the clock for our customers to ensure that the travelling public enjoys an uninterrupted railway service. We have been helping to keep the people of London and the south east of England moving for over 25 years. Today we are proud to be a major supplier to the rail industry delivering around ÂŁ100m per annum of value to the safe running of the railway. Our customers include:
Influencing your energy strategies with integrated solutions UK Power Networks Services is a leading provider of electrical infrastructure with significant experience of working on high profile transport projects such as High Speed 1, High Speed 2 and Crossrail. UK Power Networks Services: • Consistently delivers results on the most challenging projects • Can undertake the total requirements of any strategic infrastructure project • Has access to a wealth of international experience in providing finance solutions
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Operation & Maintenance