JULY 2019 Issue 254 £7.95
THE BUSINESS RESOURCE FOR RAIL
Sustainability in practice Social value, the Thameslink Programme, rail enhancements with sustainability at their core SUSTAINABILITY The Thameslink Programme will transform north-south travel through London
SUPPLY CHAIN Innovative changes with Coventry’s Local Growth Fund
HS2 The high-speed rail industry responds to the House of Lords Report on HS2
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JULY 2019 IssUe 254 £7.95
THE BUSINESS RESOURCE FOR RAIL
Sustainability in practice Social value, the Thameslink Programme, rail enhancements with sustainability at their core SUSTAINABILITY The Thameslink Programme will transform north-south travel through London
SUPPLY CHAIN Innovative changes with Coventry’s Local Growth Fund
The high-speed rail industry responds to the House of Lords Report on HS2
PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR SAM SHERWOOD-HALE firstname.lastname@example.org DISPLAY ADVERTISING CHRISTIAN WILES email@example.com BEN WARING firstname.lastname@example.org ADAM OVERALL email@example.com AMY HUDSON Amy@railpro.co.uk RECRUITMENT ADVERTISING firstname.lastname@example.org SUBSCRIPTIONS email@example.com ADMINISTRATION CHERIE NUGENT firstname.lastname@example.org LISA ETHERINGTON email@example.com GILL DUNN firstname.lastname@example.org KIRSTY CARTER email@example.com DESIGN & PRODUCTION MILES JOHNSTONE firstname.lastname@example.org Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published in the magazine and online. ISSN 1476-2196
elcome to our July issue, this is our last issue before the holidays, I will be staying on brand and taking a couple of weeks off to travel the Italian peninsula by rail. I will be taking the train from Milan to Venice and then on to Florence via Bologne before heading down to Rome and then on to Bari. That’s the end of the line for the train as I will then be ferrying across the Adriatic to Dubrovnik before flying back home with one extra night in Rome to break up the plane ride. Back to the magazine, we will be covering sustainability in this issue. Sustainability is quite a broad topic and we look at it from a few different angles. Chris Farrell from Impact Reporting explains how social value ties into achieving sustainability goals, and we have a case study from Lifesaver Power which worked with Network Rail to provide power on the go using green energy. As I am writing this two pieces of news have just caught my eye: one a story about the UK’s first hydrogen train that was just unveiled at Rail Live and another regarding a summit in the Netherlands where rail companies are calling on finance ministers to end aviation’s tax-free fuel status, bringing that industry into parity with rail. These are highly consequential developments at the macro level, but I like to think about the micro as well; simple initiatives that keep this concept of sustainable business and in the public eye. For example, Merseyrail has stopped printing receipts for customers as part of its pledge to reduce paper waste. Now this might seem old fashioned compared to companies that are already paperless, ticketless and have entire supply chain populated with recyclable materials, this one decision, however, will apparently save up to 600 kilometres of paper each year. Customers who need a receipt will still be able to get one by asking the ticket office staff, but the default setting will no longer be to issue a receipt, just as it is no longer the default setting to receive a plastic bag at the supermarket. HS2 continues to be discussed at the governmental level and we have a couple of pieces discussing the project – one from Nusrat Ghani MP explaining in clear terms why the project is so vital and another responding to the House of Lords Report on HS2 from High Speed Rail Industry Leaders, which represents companies with an interest in high-speed rail. Our other featured topic this month is supply chain, we’ve rounded up all of the data from the six companies which unveiled bids for HS2 recently – exploring how they might benefit the UK supply chain. We also have an interview with Tim Wood, the Director of Northern Powerhouse Rail who spoke to Simon Shrouder, Rail Stakeholder Manager at Transport for the North. Enjoy the Summer break and the July issue of Rail Professional! Sam Sherwood-Hale Editor
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| CONTENTS / ISSUE 254 / JULY 2019
06 News Network Rail unveils proposals to protect vital south west rail line bordered by steep cliffs and the sea, South London, Surrey and Sussex rail passengers to benefit from £10m project to improve customer information systems, Contract awarded to replace oldest DLR trains, WSP and Expedition Engineering achieve significant material savings at HS2 Old Oak Common station, Hull Trains releases images of its new trains, New direct rail freight link from Tilbury to Grangemouth announced, University of Birmingham wins first of a kind funding for hydrogen-fuelled train, Transport for Wales invests £7 million to upgrade and maintain station ticket machines, Passengers take on plastic with refill revolution, New Intercity Express Train breaks speed record
17 In the Passenger Seat Trust is vital to any business. Building a good relationship with customers is key to encouraging repeat business and attracting new customers
21 Laying down the law In a recent decision, the European Court of Justice (ECJ) has ruled that Member States must require all employers in their countries to have a system in place which will record and measure the daily working time of all that employer’s workers
25 Women in Rail Women in Rail held its second award ceremony, on the evening of Wednesday 15 May at the Roundhouse in Camden
29 The Cheek of it The leadership election currently taking place in the Tory party means that, soon after you read this article (and, just possibly, by the time you read it) we shall have a new Prime Minister
32 Delivering the goods Alex Veitch, Head of Multimodal Policy at FTA, explores the results of the Freight Transport Association’s Logistics Reports
35 Interview Alex Burrows, Director of the Birmingham Centre for Rail Research and Education (BCRRE) and the Rail Alliance is interviewed by Marketing Director at Rail Alliance, Eli ReesKing
CONTENTS / ISSUE 254 / JULY 2019 |
69 Sustainability Kim Olliver, Principal Environment Manager for environmental and engineering consultancy RSK, provides insight into its team’s sustainability work in rail enhancement projects
73 High-speed rail
Nusrat Ghani MP, Transport Minister, explains the Government’s position on HS2 and all the benefits the project is expected to bring
77 High-speed rail High Speed Rail Industry Leaders, which represents companies with an interest in high speed rail, responds to the House of Lords Report on HS2
81 Supply chain 39 Viewpoint
Six companies have unveiled bids for HS2, each one focussing on how their bid would benefit the UK’s supply chain
Sean Gray, Director of Transportation at Mace, explains why the West Midlands Rail Investment Strategy (WMRIS) is so important
87 Supply chain
42 Interview Sam Sherwood-Hale spoke to Manel Villalante, Strategy General Manager at Renfe about Spain’s experience with high-speed rail, Renfe’s investment into the UK with MTR and integrated mobility planning
49 Sustainability Chris Farrell, the Managing Director of Impact Reporting, discusses how the rail sector can prioritise social value and improve reporting to make a real difference to the bottom line
53 Sustainability The Thameslink Programme (TLP), a partnership between the Department for Transport, Network Rail, Govia Thameslink Railway, Southeastern and Siemens, is an ambitious ten-year, £7 billion Government-sponsored project to transform northsouth travel through London
65 Sustainability Archie Wilkinson, CEO of Lifesaver Power, a hire and return mobile power bank service hailed as the ‘future of energy on the move’, describes the company’s recent collaboration with Network Rail to provide free sustainable power on the go to commuters at the UK’s busiest station
Sid Grover, Engineering and Development Manager for environment, health and safety at environmental and engineering consultancy RSK, provides an insight into the UK’s rail supply chain
91 Northern Powerhouse Tim Wood, the Director of Northern Powerhouse Rail talks to us about his hopes and ambitions for the biggest single rail investment programme in the North of England since the Industrial Revolution
95 Supply chain As Coventry prepares for two high-profile events, we look at the part the Government’s Local Growth Fund has played in financing two important infrastructure projects
98 Business profiles Modulift, Jermyn Street Design, Gard Chemicals, Ballyclare, Rail Business Awards, Topdrill, Elite Precast, Cannon Technologies, UK Power Networks, APPS Rail, Wedge Group Galvanizing, Armorgard, Layher,
140 People Carl Kent, Stephanie Klecha, Alun Bowen, Hugh Ind
Network Rail unveils proposals to protect vital south west rail line bordered by steep cliffs and the sea
News in brief... Railway between Corby, Oakham and Melton Mowbray reopened On Thursday, 13 June a landslip and flooding meant the line had to be closed with no trains able to use that stretch of the railway. Network Rail engineers worked round the clock to remove 40 tonnes of material from the line and reopen the railway. Whilst the line was closed, train services ran on diversionary routes. 16-day closure of major junction on West Coast main line
Proposals have been published for a series of potential changes to a section of railway line in south Devon that is bordered by steep cliffs on one side and the sea on the other. Views are being sought from residents, communities, businesses and rail users as part of a public consultation which runs until 15 July 2019. The 1.8 kilometre stretch of railway between Parsons Tunnel, near Holcombe, and Teignmouth, which was closed for six weeks following a landslide in 2014, needs to be better protected from cliff falls, land slips and damage caused by the sea during extreme weather. The cliffs pose the greatest threat to the railway line in this location, so the proposals include moving the railway away from the sections of cliff that pose the greatest hazard. The design would require some land reclamation to allow a buttress (a sloping rock structure to stabilise the cliffs and protect the railway) to be built. To protect the realigned railway from the sea, a rock revetment or enhanced sea wall will also be required to absorb the energy of the waves and allow for the railway to be relocated away from the cliffs. The proposals also include enhanced leisure access, cycling and walking routes and new amenity areas so that users of Holcombe beach continue to enjoy the space and views of the Devon coastline.
Between 20 July and 4 August, a major junction on the West Coast main line will close for vital engineering work in Warrington. Network Rail will be upgrading track, cabling, overhead lines and signalling on the busy Acton Grange junction, which is used by more than 260 trains every day. Acton Grange is a key section of the West Coast main line between Crewe and Preston. While the £27 million Great North Rail Project scheme takes place, many train services will be diverted via alternative routes. Caerleon Road bridge renewal complete Network Rail has completed the refurbishment of Caerleon Road railway bridge in Newport as part of its Railway Upgrade Plan. The essential work to the 113-year-old railway underbridge, which crosses Caerleon Road, included repairs to the steelwork to strengthen the
Residents and interested parties are invited to provide feedback on the proposals to help finalise the designs. The detailed proposals are available online at www.networkrail.co.uk/ SouthWestRRP. Starting in Newton Abbot on 10 June, ten consultation events in and around the local area will enable people to find out more, ask questions and express their views. It is possible to respond to the consultation online, by email or in writing via a freepost feedback form. Mark Langman, Managing Director for Network Rail’s Western route, said: ‘These proposals will protect the railway for generations to come, but we listened to public feedback to the original concepts in 2016 and have worked hard to minimise the impact on Holcombe beach and incorporate new and improved amenities such as cycling and foot paths. ‘The railway is a vital artery to the South West, which communities, businesses and visitors to the region depend on for connecting with the rest of the UK so we really want to hear views on our updated proposals to allow us to refine them further before we apply for consent to undertake the work.’ Following the consultation, all responses will be analysed, and Network Rail will incorporate the feedback into updated plans which will be publicised through a second round of consultation this Autumn.
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News in brief... bridge and stonework repairs to the bridge abutments, plus deep cleaning and painting. Engineering train travels full length of the Northern Line Extension for the first time The Northern Line Extension has passed a major milestone after an engineering train successfully travelled the entire length of the new tunnels from Kennington to Battersea, for the first time. The extension – which is expected to be completed in autumn 2021, with a target of September – is the first major Tube line extension since the Jubilee line in the late 1990s. Former BHS warehouse makes way for new HS2 station HS2 has made progress at London Euston with the team completing the demolition of the former BHS warehouse on Hampstead Road, close to the new station’s proposed Camden Town entrance. The new
South London, Surrey and Sussex rail passengers to benefit from £10 million project to improve customer information systems Rail passengers across South London, Surrey and Sussex are benefitting from better journey information following a £10 million investment by Network Rail, in partnership with train operators, Southern, Thameslink and Gatwick Express. New and improved screens, designed by a team of rail industry experts and developed through trials with passenger groups, have been installed at 157 stations across the region. The 536 new screens are providing passengers who travel on Southern, Thameslink and Gatwick Express services with more information in an easier-to-read format. Public address (PA) systems have been replaced with higher-quality speakers, amplifiers and microphones. New software systems, the technology which supplies the on-screen information and controls the automated announcements have also been upgraded. John Halsall, Managing Director Network Rail South East, said: ‘Feedback from passengers tells us that the difference between a good or bad journey experience can be the quality and usefulness of the service information they receive on platforms and at stations. ‘This investment responds to passenger feedback and is already improving journeys for passengers at hundreds of stations.’ Tracy Hall, Head of Customer Information at Govia Thameslink Railway, which operates Southern and Thameslink services, said: ‘The completion of this project marks the successful end of a two-and-a-half-year collaboration project with Network Rail. The upgraded screens offer passengers a more reliable channel with a clearer picture to review the latest travel information, bringing our customer information offering up-to-date.’ On Southern, 536 new screens will benefit passengers at 157 stations. 145 station PA systems have been replaced; a total of 2,350 speakers. On the Catford Loop, information systems at seven Thameslink stations have been upgraded. At Gatwick Airport Station, 86 screens have been replaced across all seven platforms. Network Rail telecom (NRT) is responsible for delivering communications capability such as dedicated communications between drivers and signallers today and track-to-train communications in the future. NRT is also responsible for assets such as level crossing telephones, Closed Circuit Television (CCTV) cameras and customer information screens in stations.
mega-station’s 400 metre platforms and concourse will be built adjacent to the existing station, doubling capacity and improving journeys for millions of people. RIA Response to Government Climate Change announcement David Clarke, Technical Director at the Railway Industry Association, responded to the Climate Change announcement made by the Government, saying: ‘The rail industry is working hard to achieve the
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News in brief... Government’s aim to decarbonise the UK railway by 2040. Over the coming years, we will need a mix of train traction to decarbonise the network – whether that’s hydrogen, battery or electrification technology. For intensively used routes, electrification is the optimal solution, so we call on Government to work with us to establish a rolling programme of electrification, which – as shown by RIA’s Electrification Cost Challenge report – can be delivered at up to 50 per cent less than some past projects.’ British Transport Police seeking volunteers to help scrutinise Stop and Search nationwide The British Transport Police (BTP) is on the hunt for independent volunteers to join Stop & Search Scrutiny Panels throughout the nation. Successful volunteers will help shape how officers at BTP use Stop and Search throughout the national rail network. Two independent panels already exist in London, where members of the community review anonymised Stop and Searches, as well as scrutinise officer records and Body Worn Video. The panel then provides feedback to the Force on what can be learned from
Contract awarded to replace oldest DLR trains New trains will help to support new jobs and homes across east and south east London. Customers using the Docklands Light Railway (DLR) will benefit from more frequent and reliable journeys from 2023, after Transport for London (TfL) announced it has awarded a contract to replace the oldest trains currently serving the railway. TfL has awarded the contract to design and manufacture the trains to Construcciones y Auxiliar de Ferrocarriles, S.A (CAF). The order will replace the oldest rolling stock on the DLR which are nearly 30 years old and have come to the end of their design life. These are in vital need of replacement to ensure a reliable service is maintained for customers. With over 400,000 journeys made each weekday, the DLR is currently the busiest light railway in the UK. The new trains will provide more frequent direct services to the growing employment centre and cultural hub at Stratford, allowing people from across south east London to reach new jobs in east London without the need to travel through Zone 1. It also serves Canary Wharf, a vitally important centre for the financial and professional service industries. The DLR operates across six Opportunity Areas in London, which have the potential to provide more than 124,000 homes and 200,000 jobs. There are around 45,000 of these homes already under construction, or with planning permission, within walking distance of the DLR. The additional capacity the trains will deliver is essential to support further growth beyond that already permitted, particularly in parts of the Royal Docks and the Isle of Dogs where the DLR is the main transport option. Jon Fox, TfL’s Director of Rail and Sponsored Services, said: ‘Replacing the oldest trains on the DLR and introducing a new modern fleet will ensure the railway continues to support the current and future growth in the Docklands area. With walk-through carriages, real time travel information, air conditioning and mobile device charging points, the new trains will provide customers with a more comfortable and reliable service, replacing rolling stock that are nearly 30 years old and coming to the end of their operational life.’ The new fleet of walk through trains are expected to start entering passenger service from 2023 providing a number of customer improvements, including the latest audio and visual real-time travel information, air conditioning and mobile device charging points. They will provide better facilities for those with mobility impairments, with three multi-use areas in addition to three dedicated wheelchair spaces. These multi-use areas can also be used to accommodate pushchairs, bicycles or luggage. The modernisation of the DLR is a key part of the Mayor’s Transport Strategy to make London a greener, more accessible place to live, work and visit as well as supporting new jobs and homes. The investment in improving public transport will help reduce reliance on the car and contribute to the Mayor’s target of 80 per cent of journeys made by public transport, cycling or walking by 2041. The DLR is entirely step free and currently has 45 stations and 38 kilometres of track. Six opportunity areas are Royal Docks & Beckton Riverside, Woolwich, Isle of Dogs & South Poplar, Olympic Legacy, Deptford Creek & Greenwich Riverside and New Cross Lewisham and Catford. The 43 trains in the initial contact include 33 to replace the oldest rolling stock on the DLR network and an additional ten to boost capacity.
previous searches. St Albans station set for £5 million improvement Thameslink contractors are starting work on a £5 million scheme to improve facilities and ease passenger congestion at St Albans railway station. The year-long project will put a two-storey extension on to the main station building for a premier-brand High Street convenience store. It will also widen the second entrance on Ridgmont Road and create space on the centre island platform.
WSP and Expedition Engineering achieve significant material savings at HS2 Old Oak Common station Engineering and professional services consultancy, WSP, with SME Expedition Engineering, have continued to undertake a series of value engineering reviews for Old Oak Common, following the station designs which were revealed in February this year. Taking advantage of the results from wind tunnel tests and a snow load review, the team of structural design engineers, in partnership with architects Wilkinson Eyre, concluded that structural thicknesses and profiles in the station roof could be modified to allow for 27 per cent less material to be used with a total steel reduction of over 1,000 tonnes. This is
an amount equivalent to a 2,700 tonne reduction in embodied carbon and a cost saving of £7 million. The roof at Old Oak Common comprises a series of tapered vaults with glazed rooflights to provide ventilation and daylight for the station. Spanning up to 65 metres, the vaults are formed from fabricated steel box section arches and are supported on box section primary beams founded on tapered steel columns. Fabricated using weathering steel, the visible parts of the roof steelwork will be painted for aesthetic reasons.
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Hull Trains releases images of its new trains Hull Trains has released new images, showing the production of its new £60 million fleet. It comes as the operator confirms the new hi-tech trains are on schedule to arrive in the UK later this year, with the first of the five trains in passenger use by November. The state-of-the-art trains are being manufactured in Pistoia, Italy, having been built at Hitachi Rail’s manufacturing plant in Japan. The spacious new seats are being made in Barcelona, Spain – with the first sets now ready for inspection. Hull Trains is replacing its entire current fleet of Class 180s with five new intercity Class 802 trains in what will be the biggest project the company has ever seen in its 19-year history. The trains will be more reliable, stylish and accessible, as well as being more environmentally friendly and energy efficient. Once in the UK, each of the new trains has to experience 1,500 miles of fault-free running time on the tracks. Hull Trains, alongside financiers Angel Trains, will then fully inspect the trains. The trains will be phased into the timetable alongside existing trains, and all five will be running by 31 December.
New direct rail freight link from Tilbury to Grangemouth announced Forth Ports in partnership with Eddie Stobart and Direct Rail Services have announced a new weekend service linking, for the first time by rail, the ports of Tilbury and Grangemouth, Scotland’s largest port. The new two-way rail service has been launched on the back of customer demand to open up the rail link between the South of England with Central Scotland. The first train leaves Tilbury via Daventry and travels overnight arriving into Grangemouth on Saturday 29 June. The service which uses the DRS state-of-theart locomotives and wagon fleet has a capacity to travel with 36 Containers and will be managed by Eddie Stobart working closely with both Forth Ports and DRS. The containers will carry cargo to Scotland from the south east including retail goods, food and drink. The return journey from Grangemouth, Scotland’s largest port, will support the country’s export market with the movement of spirits,
chemicals and fresh food including potatoes. Rail continues to be a key focus due to the reduced carbon emissions and this new service will connect ports in southern England to central Scotland without using the already congested UK road network. Stuart Wallace, Chief Operating Officer, Forth Ports said: ‘Linking our ports in the South East and Scotland by rail has been a priority for us and we are pleased to partner with Eddie Stobart and DRS on this new service. The service comes on the back of an increase in business at our busy container terminals and underpins our commitment to provide sustainable and cost-effective logistics solutions for our customers, aiding growth and competitiveness in the supply chain. This is the first time that a rail service truly links our ports in Tilbury and Grangemouth which opens up a number of import and export opportunities for our business and customers.’
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University of Birmingham wins first of a kind funding for hydrogen-fuelled train The first mainline testing of a hydrogen-fuelled train in the UK is one of two dozen successful projects being funded by the Department for Transport’s £7.8 million First of a Kind (FOAK) competition. The HydroFLEX Project is a ground-breaking partnership between the Birmingham Centre for Railway Research and Education and railway rolling stock company, Porterbrook. Its aim is to demonstrate how hydrogen could be deployed across the rail network to offer a cleaner alternative to current diesel trains. A full-scale prototype of the HydroFLEX train was launched at Rail Live at Quinton Rail Technology Centre, Warwickshire. Run by Innovate UK and funded by the DfT to support research, development and innovation in the UK rail industry, the FOAK competition seeks ideas that can be adapted to transform rail travel. Each of the winning schemes will receive between £250,000 and £350,000. Rail Minister Andrew Jones said: ‘The First of a Kind competition has consistently produced truly innovative projects developed for the benefit of passengers, helping to drive forward a greener, cleaner and more efficient rail network. This round has been the biggest yet and I am excited to see how our funding will bring these ambitious ideas to fruition. ‘This Government is also investing £48 billion to modernise our rail network over the next five years, ensuring people have the safe, frequent and punctual journeys they deserve.’ Alex Burrows, Director of the Birmingham Centre for Railway Research and Education, said: ‘The partnership between the University of Birmingham and Porterbrook has been a trailblazer for academia and industry accelerating ideas into practical application on the railway. We look forward to the next phase of this project which will take this technology onto the UK railway.’ Other successful projects funded in the FOAK competition included 4Silence’s plan to develop a noisereducing wall that works by diffracting sound waves from passing trains upwards. This makes it as effective as a
barrier three times its height. Another scheme being supported is Amey VTOL’s development of a drone system that could carry out track inspections from the skies. This would avoid the need for people to set foot on railway infrastructure. The first round of First of a Kind was launched in 2017 and saw ten projects win a share of £3.5 million to develop ideas to improve passenger experience and demonstrate tomorrow’s trains. The second round focussed on schemes aimed at cutting the carbon footprint on the UK’s railways, and enhancing stations for passengers. These saw another ten projects offered a share of £3.5 million.
Transport for Wales invests £7 million to upgrade and maintain station ticket machines Transport for Wales has signed a £1.9 million contract with multinational information equipment and service company, Fujitsu, to upgrade ticket office machines and mobile handsets across the rail network. In addition to this, the partnership includes a five year support and maintenance agreement for the new hardware, which is worth an additional £5.1 million. As the first train operator in the UK to commit to the upgrade, the rail company’s new Star Ticket Office Machines (TOMs), installed by Fujitsu, will provide a more efficient ticketing system for customers at railway stations, enabling tickets to be issued faster. The machines will be smart enabled so staff can add season tickets to customer smart cards, giving rail passengers the option of using more robust and secure paperless tickets and making the overall process much easier for customers and staff. In addition, train and station staff handsets will be replaced with Fujitsu’s STARmobile technology, allowing staff to provide passengers with improved travel information on board trains, so passengers can better plan their journeys. Rail Professional
Passengers take on plastic with refill revolution Passengers at Britain’s biggest and busiest stations have helped save the equivalent of one million plastic bottles by embracing the ‘refill revolution’. Introduced last year, Network Rail’s free drinking water fountains are now saving over 100,000 water bottles from landfill every month with the help of station users. Stacked end to end, the bottles would stretch the distance between London and Cardiff (235km) or fill a total of 833 rubbish trucks. Showing no sign of slowing down, Network Rail has set a target of saving two million water bottles by the end of the year, and is encouraging passengers to make the switch to reusable bottles to help reach this milestone. The announcement coincides with National Refill Day, an initiative led by City to Sea that aims to reduce plastic pollution. Since launching the water fountain initiative at London Charing Cross in February 2018, Network Rail has since expanded it to 19 of Britain’s largest railway stations, including Bristol Temple Meads, Birmingham New Street, Manchester Piccadilly and London King’s Cross. The final station, Leeds, is on track to install a fountain as part of wider refurbishment works later this year.
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New Intercity Express Train breaks speed record To mark the 175th anniversary of the opening of the railway between Oxford and Didcot, GWR has set a new speed record between Oxford and London Paddington with their new Intercity Express Train. GWR’s bullet style train, which has been in service since October 2017 and now operates on all of GWR’s long distance routes, formed
a special service from Oxford to London Paddington non-stop, departing Oxford at 1127. The train departed at 1127:04 and arrived into London Paddington at 1204:39; taking just 37 mins 35 seconds. Prior to the record-breaking run, the quickest time was 40 mins 45 seconds, set on 19 August 1982 by a High Speed Train travelling at an average of 93.1 mph, during a state visit.
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In the passenger seat David Sidebottom
Do passengers trust the railway? Trust is vital to any business. Building a good relationship with customers is key to encouraging repeat business and attracting new customers
espite considerable investment in infrastructure projects and new trains, Government and the rail sector have faced a groundswell of criticism, concern and distrust. Public trust in the railway is fragile but has never been more important. Building trust in a train company is a careful balance of doing what is supposed to be done, showing care for customers and demonstrating a human sense of treating people well and fairly. Building a good relationship with passengers needs to be made a central part of any reform programme for the railway. Against the backdrop of the Williams Rail Review, Transport Focus has undertaken work to investigate this subject in greater detail.
There are some wide variations between train operators that keenly reflect the passenger experience. The two train companies with highest trust ratings were long distance operator Grand Central and the specialist Heathrow Express – both of whom consistently achieved scores of 70 per cent or more
Transport Focus’s latest submission to the Rail Review highlights which train operators scored best and worst for levels of public trust over the past two years. Transport Focus has analysed data – on trust – from four waves (2017 and 2018) of the National Rail Passenger Survey. There are some wide variations between train operators that keenly reflect the passenger experience. The two train companies with highest trust ratings were long distance operator Grand Central and the specialist Heathrow Express – both of whom consistently achieved scores of 70 per cent or more. Among regional or commuter networks the best performer was Chiltern (scoring 66 per cent) and the worst Southern which earned a passenger trust score of just 17 per cent in 2017 rising to 22 per cent in 2018.
Three other operators are trusted by less than one third of their passengers: Great Northern (24 per cent), South Western Railway and Thameslink (both on 27 per cent). This latest exploration also examines how passengers rate the rail industry compared to other key sectors – a good deal less positively overall than the NHS or supermarkets, somewhat worse than airlines but considerably better than banks and energy suppliers. This work underscores the absolute importance of running a reliable, punctual railway. But improvements to the reliability of services alone is not enough. Attention must also be paid to improving communications and transparency, giving passengers a greater voice, and providing the information passengers need to hold Rail Professional
Transport Focus’s first submission to the Williams review argued that passengers should not just be the passive recipients of major decisions made on their behalf by the industry. Transport Focus’s fifth and final submission examines passenger representation and where opportunities exist for increased engagement with passengers in strategic planning, implementation and monitoring train companies to account. Even small delays can damage passenger trust, so punctual services and accurate information are essential. New rules now require ‘right time’ reporting to the minute. This makes operators accountable for even the smallest delay – and will be key to rebuilding public trust and winning future customers. Based on this evidence, Transport Focus argues that all parts of the industry must work together to bring an unrelenting focus to delivering reliable and punctual services. A right time performance culture also needs to be instituted across the rail network. This approach best matches passenger expectations. Transport Focus’s first submission to the Williams review argued that passengers should not just be the passive recipients
of major decisions made on their behalf by the industry. Transport Focus’s fifth and final submission examines passenger representation and where opportunities exist for increased engagement with passengers in strategic planning, implementation and monitoring. There are those who would argue that train companies can act as a proxy for passengers when dealing with Network Rail and other agencies. Transport Focus disagrees – there will always be instances where commercial interests do not match passengers’ aspirations. There can be no effective substitute for involving those who actually use services in the planning and delivery of them – a view strengthened by the fact that passengers are funding an ever-increasing proportion of the
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railway. It is right that the industry seeks out and listens to the views of individual customers. However, it can be too easy to sideline and marginalise these individual voices. So, there is a continued need for professional, independent consumer representation which can sit alongside direct engagement, and which can capture, collate and amplify the passenger voice. This point was also recognised by passengers themselves in research conducted by Transport Focus on the structure of the railway. This is not a new concept. There is a long tradition of consumer representation in Great Britain, much of which can be traced back to the post-war nationalisation agenda. This was reinvigorated during the privatisation programme in the late 1980/90s where statutory consumer bodies were established for most of the network utilities. On rail, statutory passenger representation began in 1947 – though this too changed radically with privatisation. The model of representation has changed several times over the years, but Transport Focus believes that the fundamental need for it and value of it has remained constant. Dedicated passenger representation over the past 70 years, has been underpinned by the development of professional, independent consumer research which can help capture, collate and amplify the passenger voice. It’s vital that passenger representation is built into any reform of the railway, whatever the future holds.
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FEATURE | VIEWPOINT
Laying down the law
Time, ladies and gentlemen, please… In a recent decision, the European Court of Justice (ECJ) has ruled that Member States must require all employers in their countries to have a system in place which will record and measure the daily working time of all that employer’s workers
he European Union’s Working Time Directive sets out the rules which govern working time for employees across all EU Member States. This includes the right to rest breaks and places a limit on the average working week. In the UK this is implemented by the Working Time Regulations 1998 (as amended). Amongst other obligations on employers is the requirement for those employers to keep adequate records to show whether the weekly working time limits and night work limits are being complied with. However, there is no requirement to record daily or weekly rest breaks or the actual number of hours worked overall each day. The requirements in the legislation In a case in Spain (Federación de Servicios de Comisiones Obreras v Deutsche Bank SAE), a Spanish workers’ union (the Union) brought a claim against an employer in the Spanish High Court seeking a declaration that the employer was obliged to record the daily working time of all of its workers. The Union wanted this information for two reasons: first, to check that the employer was adhering to working time limits provided for in legislation and collective agreements it had with the employer and,
second, to understand the amount of overtime being worked each month. In common with many employers, Deutsche Bank had a computerised system for recording absences, such as holidays or sick leave and presumed that if an absence was not noted, the employee was present. However, it had no mechanism for measuring daily working time. The Spanish High Court asked the ECJ to clarify whether the Working Time Directive and/or the EU Charter of Fundamental Rights required employers to record daily working hours. The ECJ decided that a record of daily working hours was needed. It also ruled that Member States must require employers to set up objective, reliable and accessible systems for measuring the daily working time of all of their workers. Without such systems, it considered that it would not be possible to reliably assess the number of hours worked by an employee, when they were worked, and the amount of overtime worked. If the information was not available, it would make it very difficult, if not impossible, for workers to ensure that their working time rights were respected. Importantly for the ECJ, it felt that the lack of information could also jeopardise the workers’ health and safety. Notably, the ECJ said: ‘…the law of
a Member State that…does not require the employer to measure the duration of time worked, is liable to render the rights (enshrined in the Working Time Directive) meaningless by failing to ensure…actual compliance with the right to a limitation on maximum working time and minimum rest periods, and is therefore incompatible with the objective of that directive, in which those minimum requirements are considered to be essential for the protection of workers’ health and safety.’ The ECJ pointed out that a system of recording overtime hours only would not be sufficient, since it presupposed that the number of basic hours worked was known and measured in advance. Basic hours could be different between workers and just recording overtime hours would not provide individual workers with an effective means of assessing whether working time limits overall had been exceeded. It also would not assist workers who did not work overtime hours. Is the need to record all working hours really necessary? During the case, Member States were able to make submissions to the ECJ ahead of their ruling, given the potential effects of its decision. The UK Government argued that Rail Professional
Working Time Directive requirements on work periods Daily rest breaks – minimum of eleven consecutive hours per 24-hour period Daily rest breaks – an agreed period during the working day if the working day is more than six hours Weekly rest breaks – minimum of 24 consecutive hours in each seven-day period Average maximum weekly working time – 48 hours (over a four-month period) Night workers – normal hours not to exceed an average of eight hours per 24-hour period. Note: There are a number of derogations from the Directive for specific types of worker. In the rail industry, in addition to senior managers, they are: • Workers concerned with the carriage of passengers on regular urban transport services • Workers whose activities are intermittent; who spend their time working on board trains; or whose activities are linked to transport timetables and to ensuring continuity and regularity of traffic.
requiring employers to implement additional systems to record this extra information would be costly for employers. However, the ECJ was not persuaded. It considered that this was an issue relating to the health and safety of workers and therefore took precedence over economic considerations. On the basis that the UK’s Working Time Regulations do not currently require employers to have a system for measuring working hours, can employers avoid having to comply with the ECJ decision? The answer is probably not. In its decision, the ECJ highlighted the role of the national courts of Member States in interpreting national law in a manner which is consistent with EU law. If the national law is deficient, the national courts should treat national legislation as if it had the words to ensure that it complies with EU law.
hours. Even where an employer has a system which operates a time-recording mechanism for time spent by employees working for clients, it may not include all of that employee’s working hours, such as time spent on internal administrative activities, attending events on behalf of the business, etc. Can employers sit tight and wait for Brexit to remove this new obligation? Although Brexit means the UK may be able to diverge from EU law in due course, this ruling is binding on the UK now as a current Member State. Furthermore, if and when Brexit takes place, the UK Government has indicated that it will not seek to repeal existing EU labour law protections, so this ruling appears to be here to stay. There really is a need to consider how to implement these changes to time recording practices.
What should employers do now? The sensible course of action would be to begin exploring how a system for recording daily working hours can be put in place for all workers. Systems will already exist for certain cohorts of workers (e.g. zero-hours workers and hourly paid workers), but there are a number of areas within the rail industry where they do not. The challenge will be rolling out a system of time-recording to salaried workers who have a fixed number of hours in their contracts, but who typically exceed those
Martin Fleetwood is a Consultant at Addleshaw Goddard’s Transport practice. The Rail Team has over 30 lawyers who advise clients in both the private and public sectors across a wide range of legal areas. As well as contractual issues, the team advises on operational matters, franchises, finance, regulatory, property, employment, environmental and procurement issues.
Disclaimer: This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.
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VIEWPOINT FEATURE |
Women in rail
Women in Rail Awards 2019 Women in Rail held its second award ceremony, on the evening of Wednesday 15 May at the Roundhouse in Camden
he event was attended by over 600 professionals from our sector, of all grades and roles, brought together to celebrate the men and women, teams and companies (large or small) who have made a significant contribution to improving gender balance, diversity and inclusion in the UK railway industry. Nusrat Ghani MP, Assistant Government Whip and Parliamentary Under Secretary of State for Transport opened the event and Rachel Riley, television presenter and STEM Ambassador, was again, this year, the host. In her speech, Adeline Ginn, Founder and Chair of Women in Rail, paid tribute to the Roundhouse and drew a parallel between this ‘iconic building’, which ‘reinvented itself over its 170 years when it needed to,
The award for Inspirational Woman of the Year Award went to Leanne Gregory (Output Ballast Cleaning Operator, Network Rail) with Victoria Snell (Customer Relations Manager, TPE) being Highly Commended Rail Professional
to adapt to the times it witnessed’ and the railway sector which has ‘understood that if we are to deliver a first class service to our growing number of customers, we need to understand them better and welcome their diversity. Like the Roundhouse over time, we – as an industry – need to change and shake off rail’s outdated image for that of a modern, dynamic and exciting sector in tune with the public it is supporting. To do so, we need a truly diverse workforce.’ In the three months the nomination process was open, the Women in Rail team received over 360 entries. The quality and calibre of nominations was remarkable, and the panel of rail industry judges had
the very challenging task of reviewing each nomination and selecting the shortlist and ultimate winners. Awards were presented to LNER (Highest Gender Balanced and Diverse Workforce Award), DRS (Top Employer Award), MTR Crossrail (Diversity and Inclusion Award), WSP (Best Graduate and Apprenticeship Programme) with a Special Mention given to GTRL. The award for Inspirational Woman of the Year Award went to Leanne Gregory (Output Ballast Cleaning Operator, Network Rail) with Victoria Snell (Customer Relations Manager, TPE) being Highly Commended. The Female Apprentice of the Year Award was presented to Jemma Gillman (Transport Planning Apprentice, HS2). Jenny Wai (Assistant Electrical Engineer, Mott MacDonald) won the Rising Star of the Year Award and Abu Siddeeq (Head of Customer Proposition, GWR) was crowned Inspirational Man of the Year. Malcolm Brown (Senior Principal, AMP Capital Investors, former CEO of Angel Trains and former Trustee and Director of Women in Rail), was awarded the Women in Rail awards by the Charity’s team. The Women in Rail Awards 2019 were a resounding success with everyone celebrating those who are working hard to create a more diverse and inclusive work
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VIEWPOINT FEATURE |
The Cheek of it... Chris Cheek
Challenges facing new Transport Secretary The leadership election currently taking place in the Tory party means that, soon after you read this article (and, just possibly, by the time you read it) we shall have a new Prime Minister
hances are, therefore, that we’ll also have a new Secretary of State for Transport, since the current incumbent has hardly distinguished himself in the office (or, come to that, in any of his cabinet posts) – and will chiefly be remembered for awarding a ferry contract to a company with no ships. Whoever gets the job will face a set of formidable challenges – not least over the whole question of a third runway at Heathrow, whether to build HS2 or scrap it now and how to fund the continuing cost overruns at Crossrail (and that’s without even getting to HS3 or Crossrail 2). Even more urgent than that, though, will be what the hell to do about railway franchising. Appointing yet another review from a retired British Airways executive (remember Rod Eddington?) may have seemed like a good idea at the time, but events have moved
on since Keith Williams began his work and a solution is becoming increasingly urgent. First of all, we have the pensions issue, about which I wrote last month. This seems to be getting worse, with Stagecoach, SNCF, Arriva and Virgin all contemplating court action over their exclusion from various franchise bids, the RMT splitting blood and threatening a national rail strike and the deficit on the pension scheme now apparently sailing past £10 billion and rising daily. (I must pause there to reflect how interesting it will be if the UK Government ends up being sued over pension deficits by the state railways of France and Germany over a contract awarded to the Dutch state railway. That should get the Brexiteers going.) Then there’s the whole question of FirstGroup. Apparently also willing to contemplate court action over the South Western Railway contract, First and their partners MTR Corporation are clearly
concerned about how badly wrong their revenue forecasts have proved to be. The question is whether the Department for Transport will blink first and agree to amend the agreement: they refused to do so over the InterCity East Coast franchise last year (despite promising to do so in the invitation to tender). However, life has changed over the last few years: the Government’s ability to hold train operators’ feet to the fire has largely evaporated. This was previously based on a threat to take other franchises away and for the defaulting operator to be banished from the industry. As National Express Group demonstrated, the threat over the removal of other franchises proved to be an empty one. Crucially, however, it is also becoming increasingly clear that nobody is much bothered about whether they have a future in rail franchising or not. Both National Express and Stagecoach were prepared to walk away
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from loss-making franchises once their committed funds had been exhausted. Since then, National Express has quit the UK rail business altogether, and Stagecoach seems to be reconciled to doing so, especially if the alternative is to gamble its shareholders’ money on huge railway pension risks. FirstGroup, meanwhile, has made it clear that its planned focus on the US market means that it is not necessarily contemplating a long-term future in UK rail. In its announcement about future strategy last month, the company emphasised that any future involvement in UK rail would need to have ‘an appropriate balance of potential risks and reward for our shareholders’. When the risks are multimillion-pound losses and the rewards are a loss of reputation and a constant bashing from politicians and the media, it is hardly surprising that the current balance seems inappropriate. The other major UK-based player in the rail market is Arriva – though of course the business is currently owned by the DB, the German state railway operator. Not for much longer, though, as DB’s Berlin HQ hoisted the ‘for sale’ sign over the group earlier this year. While Arriva’s future is so uncertain, it is difficult to see how it can continue to be a credible bidder for future contracts – even if the pensions issue could be resolved.
Meanwhile, the newest continental player in the UK market, Italian state operator Trenitalia, has hardly had a prosperous introduction to passenger franchising, recording hefty £10 million plus losses in its first full year in charge at c2c. The other UK-owned player in the frame is Serco, still involved via its joint venture with Abellio at Merseyrail and by its solo victory at Caledonian Sleeper. The latter has proved to be a bit of a poison chalice, though, costing the group some £48 million in onerous contract provisions in only its second year of operation. When you think that the business only turns over around £40 million each year, the scale of the losses and the provision become clear. True, pre-exceptional profit margins across all the franchises have improved over the last couple of years (3.7 per cent in 2017/18, according to the latest Rail Industry Monitor analysis, up from 2.5 per cent a year earlier). But the scale of the operation means that the risks are huge. Thus, the operating profit for the year was £407 million against turnover of £11 billion. At just over one million pounds a day, it does not take many days’ weather disruption or industrial action to wipe out any profit and send an operator spiralling into losses. That is the problem with a franchise financial model
relying on year-on-year growth in revenue to fund increasing premium payments to Government. If one year goes wrong, it is very difficult if not impossible to make up the lost ground. Thus, chances are that, once a franchise goes into the red, it will stay there for the duration. So, any new Secretary of State will be faced with a bunch of very discontented train operators, most of whom are busy heading for the exit, having decided that they don’t have a long-term future in the UK passenger rail market, at least not on the current terms. That will give the new incumbent very little room for manoeuvre – unless, by some miracle of porcine aerobatics, Keith Williams can come up with a fantastic new structure that makes everybody happy (not forgetting EU rules on state aid, which would still apply). Oh, and just to complete the joy, it will be difficult – if not impossible – to find the Parliamentary time to pass any primary legislation which a new structure might require, even if the parlous state of the Government’s majority would enable it to pass. All of which means that the new Secretary of State might become known as the person who re-nationalised the railways, even if only by accident. Any volunteers for the job?
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Delivering the goods
Are the brakes on for rail freight? Alex Veitch, Head of Multimodal Policy at FTA, explores the results of the Freight Transport Association’s Logistics Report
TA’s Logistics Report, launched in May 2019, polled the opinions of more than 500 freight and logistics businesses operating in the UK and internationally. For rail, our respondents reported strong performance in domestic bulk and semi-bulk but see more challenging times ahead as the ongoing uncertainty surrounding Brexit takes its toll. Unsurprisingly, sentiment for 2019 is much more subdued, reflecting these concerns; new business projects fell to an eight-month low and manufacturing growth
FTA’s survey indicated that the uncertainties surrounding Brexit are impacting every sector within the logistics industry; 61 per cent of respondents say this uncertainty is a barrier to the growth of their businesses internationally Rail Professional
reached a three-month trough in January 2019. FTA’s survey indicated that the uncertainties surrounding Brexit are impacting every sector within the logistics industry; 61 per cent of respondents say this uncertainty is a barrier to the growth of their businesses internationally. With indications of a reduction in global demand this year, the survey respondents anticipate a substantial decrease in domestic intermodal activity during the next twelve months. On the international level, respondents noted that bulk and semi-bulk rail freight declined in 2018, with no change to that trend predicted this year. The report also found that the UK’s global competitiveness has dropped significantly and investment in the UK’s transport and logistics infrastructure is urgently required to boost its attractiveness to international investors. With regard to rail, network reliability must improve; the survey found that, in 2018, reliability had continued to worsen, although at a slower rate than in 2017. However, respondents did indicate that the overall reliability of rail is higher than that of roads. For the foreseeable future, FTA is convinced that rail freight is set to play a more important role in the movement of goods in the UK and internationally, due to its low environmental impact, the growth of containerised imports, and ongoing network improvements. In 2017, approximately nine per cent of domestic freight was moved by rail and the mode now transports more than one in four of the containers that passes through UK seaports. But operators not only compete
with each other but also with road hauliers; ‘intermodal’, containerised freight is particularly price sensitive to competition from road. That is why it is so important rail freight services are improved to offer a more viable road transport alternative. Bringing rail freight into the digital era With such testing times ahead for rail freight, it is promising to see so many companies discovering and implementing innovative solutions to improve the rail experience. These technologies, including automation, the Internet of Things and Big Data, are helping to bring rail into the modern era; promising to increase operational efficiency, unlock new railway capacity, boost safety, and reduce logistics costs across the network. The automation of locomotives is a natural progression for the rail sector; across all transport modes, projects are underway to automate vehicles to varying extents. Tests of prototype automated freight trains are already underway in several countries; Alstom is currenting trial-running a train which can travel one hundred kilometres (62 miles) without driver intervention. Further progress has been made in Western Australia, with mining company Rio Tinto already delivering its iron ore product via an autonomous, driverless train. While many companies are already reaping the benefits of automation, it is important to note that some countries forbid the use of autonomous trains. In the US, for instance, regulation is very clear that only a human is legally permitted to move a locomotive. Across the globe, many rail companies are looking to the Internet of Things and
VIEWPOINT FEATURE |
To fast-track the digital modernisation of the UK’s railway, the Digital Railway programme has developed several initiatives designed to improve both freight and passenger train performance. From safer separation of trains delivered by the ETCS (European Train Control System) to better track worker safety through Traffic Management Protection and Signaller Controlled Warning Systems (SCWS), the programme is already helping to increase capacity on the UK’s railways while also boosting safety standards Big Data to improve safety, efficiency and the customer experience. For example, TRAXENS has developed a Digital Freight Train, which can send numerous pieces of vital data to railway freight stakeholders in real-time. Retrieved via connected devices and sensors placed on the wagons, all types of information – from regular updates on consignment conditions to accurate mileage monitoring – can be accessed via the technology, all from the click of a mouse or a tap on a telephone screen. To fast-track the digital modernisation of the UK’s railway, the Digital Railway programme has developed several initiatives designed to improve both freight and
passenger train performance. From safer separation of trains delivered by the ETCS (European Train Control System) to better track worker safety through Traffic Management Protection and Signaller Controlled Warning Systems (SCWS), the programme is already helping to increase capacity on the UK’s railways while also boosting safety standards. While historically the rail sector has not been associated with cutting-edge logistics technology, bold steps are now being made to modernise rail; the benefits of increased efficiency, safety and customer service will be enjoyed by all. FTA’s members shift more than 90 per
cent of all UK rail freight and are at the forefront of the industry’s step into the 21st Century and beyond. Factors such as a low environmental impact, growth in intermodal movements and network improvements mean that rail freight is set to play a bigger role in the future movement of goods in the UK and internationally. It is against this backdrop that FTA lobbies for regulatory reform and works to support members tackle key challenges presented by radically changing demand patterns, network capacity, network access, and the constant pressure to drive down costs. Efficient logistics is vital to keep Britain trading, directly having an impact on more than seven million people employed in the making, selling and moving of goods. With Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc. A champion and challenger, FTA speaks to Government with one voice on behalf of the whole sector, with members from the road, rail, sea and air industries, as well as the buyers of freight services such as retailers and manufacturers. Alex Veitch is Head of Multimodal Policy at the Freight Transport Association, for more information please visit www.fta.co.uk
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INTERVIEW FEATURE |
INTERVIEW: Alex Burrows Alex Burrows, Director of the Birmingham Centre for Rail Research and Education (BCRRE) and the Rail Alliance is interviewed by Marketing Director, Eli Rees-King (Rail Alliance) on behalf of Rail Professional
ow did you get started and how did you end up in rail? Completely by accident having trained as a solicitor! I have spent a decade working in the transport sector starting at the West Midlands Transport Authority (Centro as it was known then) with a focus on transport strategy and policy. I took the role because I had a latent interest in transport, the role sounded interesting (and it certainly was). How important is education and skills to the UK and what does BCRRE do to support the younger generation with their journey into rail? Developing the skills of future generations will be ever more key to our shared success. I hope that we can attract more people into rail who had never thought they could develop a fantastic career in the sector. BCRRE sets out to enable the rail industry to prosper. From training future generations of railway engineers to developing worldleading technologies, we collaborate with industry and academia to drive UK and global rail innovation. It is well-known that multiple high-speed rail and metro projects are a high priority for economies in the UK and around the world over the coming decades. Add the fact that existing international railway infrastructure is under increasing pressure, high quality graduates are in high demand and a railway-related
degree brings access to a wealth of exciting international employment possibilities. Our taught programmes are delivered by academics and industrialists to blend theory with practise and are producing the next generation of systems-thinking railway engineers and professionals who will be at the forefront of transforming what railways offer in the future. Why did you get involved in the rail sector deal and what input did you have? The Rail Sector Deal gave us an opportunity to demonstrate to Government that our sector could work together and build on the work we had done previously with the Rail Supply Group. Having previously worked on the team that delivered RSG Sector Strategy and assisted with the creation of the UK Rail Research and Innovation Network (UKRRIN) I was keen to use my experience from those projects to support the development of the Rail Sector Deal. What attracted you to joining BCRRE and what difference do you feel you have made to the department? I knew BCRRE well from my time at Alstom, having collaborated on research on subjects including the European Railway Traffic Management System (ERTMS) and hydrogen fuel cell technology. I should also confess that I started my PhD research
while at Alstom, something I am trying to do in my spare timeâ€Ś to varying degrees of success! Knowing the BCRRE team and their capabilities and skills, I felt I could add to the blend to help build the group and its work further. The ambition of BCRRE, supported by the University of Birmingham, is hugely exciting and, with the new School of Engineering currently under construction, we are in a period of development that has seen us rapidly grow to become the largest specialist railway research, education and innovation centre in Europe. Rail Professional
for conversion to a Flex unit at a future date. By Innotrans in September 2018 we had an agreement in place to proceed and nine months later we have the HydroFLEX demonstrator running at Rail Live 2019! Scaling up BCRRE research into a demonstrator in such a short space of time is a major achievement and the partnership between BCRRE and Porterbrook has been fantastic. It is also a great illustration of the impact of the UKRRIN and of how to realise closer, more effective collaboration between academia and industry.
My goal is to develop a team at BCRRE that can realise its ambition and fulfil its potential to truly revolutionise the railway. What will the UK Rail Research Innovation Network (UKRRIN) do to support UK rail industry that isn’t being done already? That is a key question that we must really tell to as much of the industry as possible. I cannot overstate how much potential UKRRIN has to turn the buzzwords of ‘collaboration’ and ‘innovation’ into tangible outcomes. We are already seeing this happen after the first year of business. Our university partners are all seeing an increase in industry interest and collaborative projects emerging. From our perspective, we have seen much more engagement with industry and a better understanding of how industry and academia can collaborate to deliver research, development and innovation activities that can deliver benefits to railway users, customers and the industry. Our HydroFLEX project with Porterbrook is one great example of how UKRRIN has been a catalyst for industry investment in R&D. I hope that UKRRIN will demonstrate that the UK has world-leading expertise in rail R&D and that the rail industry can derive significant benefit from investing in UKRRIN. What is the story behind the Rail Alliance joining to be part of BCRRE and how does this change what BCRRE was doing before? Rail Alliance joining BCRRE is a fantastic development for us. The University of Birmingham, like many others, has a strong focus on working with industry to deliver research and education that is relevant and has real-world impact. For BCRRE, integrating the Rail Alliance into our team has been a perfect fit by providing a clear, direct channel for engagement between this Rail Professional
large SME community and our academic centre. With our strengths across railway research, education and innovation, we now have a more direct route into industry, to accelerate innovation and have a much closer alignment with the practical impact of our research and the market it addresses. You mentioned HydroFLEX – why is this an exciting project for you personally as well as for BCRRE and the UK rail industry as a whole? HydroFLEX is a project I am particularly excited to be involved with. Obviously, I am familiar with hydrogen fuel cell technology and its application to rail from my time at Alstom. I felt hugely frustrated that there is plenty of enthusiasm and capability to make it happen in the UK but that the conditions were not being created to support innovation in this space. The market does not fully exist to enable investment in innovation activity to develop this technology to bring it to market and we were at an impasse. A conversation with the Porterbrook team during Rail Live 2018 led to us agreeing to explore how we might take our R&D work that brought about ‘Hydrogen Hero’ (developed for the 2018 IMechE Railway Challenge and on display at Rail Live 2018) and apply it to one of Porterbrook’s off-lease class 319 units that were reserved
What about plans for the future – how do you see the UK rail industry changing and do you believe that projects such as HS2 are valuable for the UK to pursue? Obviously, we have a number of big plans for the future, but I am not going to share those! The rail industry has two major innovation challenge areas – digitalisation and decarbonisation. We at BCRRE and the Rail Alliance are geared up to address those challenges. For example, the University of Birmingham is home to the UKRRIN Centre of Excellence in Digital Systems, where companies will be able to take advantage of state-of-the-art research and development facilities. Is international engagement important to the university and if yes, why is that? Absolutely yes. Universities are inquisitive, engaging, questioning and curious and an international outlook is a key part of that. BCRRE has strong links with both universities and national rail industries across the world. We have successful partnerships in Singapore and China, in particular, with a number of other relationships building that will see further large research and education collaborations for BCRRE taking place across the world. In addition, the Rail Alliance’s position as a founder member of the European Rail Clusters Initiative has added a fantastic new network to BCRRE and provided us with a large number of exciting new opportunities. What advice would you give your younger self? Believe in yourself and your ideas! It might surprise some people to know that, until well into my 20s, I lacked confidence and loathed public-speaking.
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VIEWPOINT FEATURE |
All aboard for the West Midlands rail revolution Sean Gray, Director of Transportation at Mace, explains why the West Midlands Rail Investment Strategy (WMRIS) is so important
or almost a century, the West Midlands has been the beating heart of Britain’s car manufacturing industry. It’s also been a region synonymous with driving: when we think of motorways, it is Birmingham’s Spaghetti Junction that often springs to mind. The automotive sector has contributed significantly to the region’s prosperity although this has inevitably meant the transport network that serves the region is often thought of in only onedimensional terms. To alleviate the pressure on our roads, we need to look at sustainable ways of encouraging more people to travel to work by public transport and lessening the reliance on cars. Achieving the goal of encouraging more motorists to go without
The strategy, produced by the West Midlands Rail Executive, is the result of cooperation between 16 local authorities in and around the region, and aims to identify key infrastructure improvements over the next 30 years
their cars will be tricky, but the rewards are significant: as well as reducing carbon emissions from our transport network – crucial in tackling climate change – evidence suggests there are huge economic positives associated with public transport. Of all the transport modes, it is rail that is likely to have the most transformative effect for the West Midlands. Put simply, when done right rail is the fastest, cleanest, most effective form of transport we have. That’s why the West Midlands Rail Investment Strategy (WMRIS) is so important. The strategy, produced by the West Midlands Rail Executive, is the result of cooperation between 16 local authorities in and around the region, and aims to identify key infrastructure improvements over the next 30 years. At its heart is an
acknowledgement of the huge potential of High Speed Two to revolutionise our regional economy. HS2 will unlock capacity on congested local networks, provide investment in stations and ensure the West Midlands is well-placed to take advantage of the changes underway in our economy. However, as leaders across both the Midlands and North have articulated in January’s open letter, the full benefits of HS2 will only be realised if it is delivered with a firm commitment from Government to the northern branches of the line. HS2 is scheduled to arrive in Birmingham and be ready for passengers by 2026, while the West Midlands Rail Investment Strategy provides forecasts all the way up to 2047 – but this is not just a case of ‘jam tomorrow’. Local partners have identified a series of
quick wins that could be achieved over the next few years, including improvements in connectivity across Birmingham, better Sunday and evening services, new stations, greater capacity and improved infrastructure around station hubs, such as cycle parking. In the slightly longer term, the aim is to achieve greater frequency of trains across the region, with a minimum of two trains per hour for all stations, up to six per hour at strategically important stops. Investment in rail infrastructure won’t just provide benefits to commuters. As we’ve seen with the impressive redevelopment of Birmingham New Street, stations can be hubs for retail, offices and leisure, and provide a focal point for residents and visitors. A recent survey by Transport Focus put the regenerated New Street station in
the top five for passenger satisfaction in the UK, with 92 per cent of passengers giving a positive rating – a far cry from the being named Britain’s worst passenger station as recently as 2014. There is now an opportunity to align transport infrastructure improvements in the region to broader planning objectives and Andy Street’s recent launch of a £10 billion West Midlands investment portfolio – with opportunities in housing, regeneration, commercial and infrastructure development – will be vital to this. Of particular importance is the development of much-needed new homes. Building more residential around enhanced rail station hubs will enable more people to get out of their cars and commute using more sustainable modes of transport, as well as
bringing back to life some of the derelict areas of land which lie around a number of stations within the region. All infrastructure improvements bring some level of disruption, but the economic benefits of improved regional rail infrastructure will be significant. The rail strategy estimates a total increase in GVA across the West Midlands of almost £200 million a year by 2047, in addition to the £344 million GVA uplift that High Speed 2 will bring. The plans will most clearly benefit areas that have historically struggled for investment. Of the seven growth ‘corridors’ identified in the strategy, it is Wolverhampton to Coventry that will see the largest GVA uplift, with Cannock/Walsall to Birmingham a close second. Unlocking the potential of the Black Country, in particular, will be a major boost to the local economy, and one that will hugely benefit local businesses and investors. With the ongoing distractions of Brexit negotiations, it’s more important than ever to continue banging the drum for the West Midlands Rail Investment Strategy. We need to ensure Government backs its devolution agenda with real commitment and makes funding available for these transformational infrastructure improvements to be delivered. Despite recent setbacks, car manufacturing will always be at the heart of the West Midlands economy, and the revolution underway in electric cars means the industry is well placed for growth in the coming years. However, rail infrastructure has to be a fundamental part of the region’s economic strategy too – it’s time to get on board. Sean Gray is Director of Transportation at Mace
Sam Sherwood-Hale spoke to Manel Villalante, Strategy General Manager at Renfe about Spain’s experience with high-speed rail, Renfe’s investment into the UK with MTR and integrated mobility planning
anel Villalante has been the General Manager of Strategy at Spain’s state-owned train operator, Renfe, since July 2018. He is also the Founder and Director of the Smart Mobility: Intelligent Transport Systems postgraduate program at the Universitat Politècnica de Catalunya in Barcelona. He has been involved in transport planning at the government level for almost 30 years. What can you tell us about Renfe’s experience with high-speed rail? As you know, Renfe has been managing high-speed services since 1992 with high levels of quality on the largest high-speed rail network in Europe, more than 3,000 kilometres. More than 38.5 million passengers used our high-speed services last year and we also have a record in combining those services with conventional railways on the mixed network in Spain. Why did Renfe choose to partner with MTR for its first investment into the UK? MTR has a strong record as a production partner on its other services in the UK, such as South Western Railway and previously London Overground Rail Operations. Renfe is keen to develop its position as a leader in high-speed rail and demonstrate to a new market its experience in bringing new high-speed rail lines into operation. For that purpose, MTR is an excellent partner for the UK market, and we’re pleased to work with them in the sub-contractor role. From a strategy perspective, how different will the challenges presented by working in the UK be when compared to operations on Spain’s highspeed network or even with Renfe’s other overseas development project in Texas? There are similarities between the two, and Renfe’s experience from other markets of bringing new lines into place will be vital if we enter the UK. Operations on the main Spanish corridor of Madrid-Barcelona or the connection between Madrid and Seville are good examples of what Britain can expect from high-speed rail. Outside Spain, we have reached our first one thousand commercial services in Saudi Arabia on the high-speed line between Mecca and Medina with a 99.5 per cent of punctuality and we are helping Texas Central to define key aspects of railway operation, from depots design to maintenance models, training plans and other crucial points. Having said that, every project has its own challenges. Rail Professional
We want to continue to be a leader in highspeed rail and demonstrate our record in bringing new high-speed rail lines into operation
Spain is preparing for its first private competition in rail, obviously the bidding structure is very different in the UK. How do you compare the way rail is managed in the two countries? Britain decided to go forward with a model that has shown its capacity to increase figures of railway use but certainly with some problems. Network policy in the 1980s was probably not the best and we understand the decision to stop and go for a general review of the franchise system at the moment, but there are bold and positive lessons to learn from UK market now that we face competition. Efficiency, quality and other key indicators benefit from competition. We will have other companies running trains in Spain on the same corridors. I think this is right because investment in the high-speed network demands a lot of effort to maximise its use and capacity. There is room for more trains, allowing for improved mobility. Apart from that, state-owned European operators like Renfe have strong investment capacities. We have a rolling stock investment program for all type of services of around €3 billion (£2.7 billion). Renfe’s President, Isaías Táboas Suárez, spoke at Rail Live in Bilbao on 6 March and said that Renfe will be adopting an ‘unprecedented and proactive’ approach
to international expansion. Could you expand on that? We understand 2020 represents a crucial year for Renfe. Competition may come so we must compete more abroad, not only in our natural market (the European Union), but also in places like South America, North America or the Middle East. Not only on high-speed projects, but also on commuter services. We operate commuter trains in more than ten cities in Spain with more than 30 years of experience. In the two major Spanish cities, Madrid and Barcelona, we give service to more than 372 million passengers per year. Our goal is to reach ten per cent of income from international operations in the coming decade, so a proactive approach in necessary. High-speed rail is growing rapidly in China, how do you compare the way things are done there with Renfe’s approach and European/UK high-speed rail in general? China has a vast rail network, ranging from high-speed to metro. The Chinese approach has been more integrated than the European approach for obvious reasons and that represents a clear advantage in rail. Think of the process for developing ERTMS in Europe towards a complete interoperability. You’ve taught Transports Economics at
university in Barcelona, what insight does that give you into your current role as Strategy General Manager? My main activity has always been professional, although I have always tried to reserve a small space for teaching because the academic space allows thinking in a different way and it is possible to observe the environment with a wider and less biased perspective, as well as to know the latest news, study trends and make critical analysis from multiple perspectives. In addition, as a professor of Transport Economics, I have not only addressed economic aspects of transport, but also social aspects, efficiency in its management or financing. You also founded a post graduate programme in Smart Mobility, what do you most look forward to in this area? Digital transformation together with the emergence of platform economies have given rise to a new paradigm of mobility, which is known as mobility 4.0. In this new paradigm, the relationship between transport operators and users and customers, both current and potential, is substantially modified. In our Strategic Plan, we have defined the progressive development of a new model in which, without ceasing to be the reference railway operator, we will become an integral
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and for digitalisation to promote the creation of new services.
mobility operator. How can smart mobility complement rail travel? Integrating solutions. In our case, we have made the decision to become a full mobility operator, with a project called RaaS (Renfe as a Service). This project aims to offer the client planning and integration of multiple transport modes, public and private, maximising personalisation and comprehensive attention. We want to accompany the client on his journey door to door, not just transport it. For Renfe, that’s Smart Mobility.
What do you personally hope to achieve with Renfe’s expansion into the UK? We want to continue to be a leader in highspeed rail and demonstrate our record in bringing new high-speed rail lines into operation. You’ve worked in the Spanish Government as Director of Land Transport, how has that experience influenced your work in the private sector? Throughout my career I have had the opportunity to occupy positions of responsibility in the three levels of the Spanish Administration (local, regional and state level) as well as in various companies and public transport operators. All this experience is crucial when it comes to understanding the different perspectives from which each project is addressed, since in most cases they are carried out through the close collaboration of the public sector with the private sector.
You’ve been in this position at Renfe for one year now, what do you feel you’ve achieved during that time? The company faces great challenges such as the opening of the rail passenger market to competition and digital transformation. Although the current team has not been in place long, it has been possible to align the organisation with the new Strategic Plan, which proposes new management formulas and projects to face the new competition scenario with guarantees. In fact, the foundations have been laid, among others, for the internationalisation of the company
The main challenge we face is to strengthen the railway as the backbone of a new mobility model, and to do so in an integrated manner with other modes and multiple actors, some of them from outside the transport world. For this, it is necessary to achieve a cultural transformation, the rejuvenation of staff, the recruitment and training of new professional profiles, the incorporation of women at all levels of the organisation to reach normal percentages in society, the increase of the investment in R+D and innovation, and many other of the objectives that we have laid out in the Strategic Plan.
What do you think are the biggest challenges facing rail in the coming decades?
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The transport sector gets onboard with social value Chris Farrell, the Managing Director of Impact Reporting, discusses how the rail sector can prioritise Social Value and improve reporting to make a real difference to the bottom line
ocial Value and Social Investment have become recognised words within the rail sector as more and more organisations have a growing awareness that they need defined social, environmental and sustainability goals. Businesses are looking at practical ways to reduce emissions through energy initiatives and people-focused outreach programmes such as staff training, by working with community groups and recruiting from diverse communities. The list of initiatives an organisation can undertake is exhaustive, with the challenge being how to prioritise what’s important. The frameworks and methodologies associated with Social Impact measurement may differ between organisations and sectors, however some key themes are pertinent across all sectors. For example, analysing common inputs: money invested in charities, time spent volunteering, or trees planted is often balanced with common outputs: jobs created, lives saved, and carbon emissions prevented. Social Value can be calculated as a ‘Social Returnon-Investment’ (sROI), which relates to the perceived societal value of an organisation’s impact. However, it is important to be aware of the qualitative insights – the narratives and experiences – that also exist. These are often overlooked but are an effective way of contextualising your impact and humanising reporting about your social impact. This is important when it comes to communicating your impact to your audience.
Capturing accurate data Social Value is drastically influencing business behaviour in the rail sector and increasingly being seen as an effective and responsible strategy for setting organisations apart. This is reinforced by the expectations of consumers and employees and their ever-growing want to engage in pro-social initiatives. Public transport is often funded by the taxpayer, making the need to demonstrate a positive social impact even more pertinent in the transport sector, to get to a point where you are truly trusted by prospective customers and seen as a desirable employer, the clear measuring and reporting of your impact is imperative. Employees need to understand why they are engaging in a social or environmental project and whether the outcomes have contributed towards the business’ purpose. They want and expect transparency. It’s important to reflect on your current business behaviours to understand if all stakeholders are working towards a common goal and if your Social Value budget is being allocated efficiently. How Social Impact is recorded, analysed and reported is just as important as how it is created – the information you get out is only as good as the data you put in. Updating and quantifying data live is crucial. It’s already standard practice for HR, sales and financial data to be captured robustly and accurately in real-time – and now the norms for social value data capture are catching up. Google Analytics, Xero, SalesForce, and intranet systems are all updated live, and reports can be gathered at the click of a button, without the hassle of manually compiling data from multiple sources. In short, having all social value data feeding into one central database is advantageous as it allows for regular updates. The benefits to transport businesses It’s important to make the analysis of your social responsibility an ongoing requirement, and refrain from solely relying on an annual report. Modern software is making this not just possible, but practical, taking in feeds from CRMs and intranets and calculating social value in real time. Rail organisations must pursue their organisational purpose – rather than monetary metrics – drives their Social Value strategy. All forms of Social Value activity should be encouraged, however if you only invest exclusively in activities that produce a high ROI you are in danger of ignoring other projects that may be more valuable in the long run or provide a broader range of benefits to society. Chris Farrell says: ‘It’s easy to pay lipservice to Social Value and not be truly committed, however eventually your stakeholders will see through this. The real and rewarding challenge comes when you take control of the agenda, using strong figures to support your decisions. ‘Driving with purpose-first means that decisions reflect the preference of the enduser or community you want to help, rather
than the needs or whims – or indeed quotas – of the executives. To truly understand whether you are making a difference in communities, you need more than highlevel figures; you need stories driven by real people.’ Reaching the right goals Quantifying Social Value in an accurate and consistent way is key for all transport organisations. One such way, is by aligning to and supporting the Sustainable Development Goals (SDGs) – 17 global goals set by the UN in 2015 – is a straightforward and ethical way of benchmarking the impact of many value-based businesses. These are a blueprint to achieve a more sustainable future and address global challenges related to poverty, inequality, climate, environmental degradation, prosperity, and peace and justice. Chris Farrell says: ‘We encourage our rail clients to align to the UN’s SDGs because of their worldwide and future-proofed applicability. Organisations track and report on their pro-social and pro-environmental activities according to which SDGs they contribute towards – to provide structure and help employees understand the greater goals they are helping to achieve.’ Indeed, given the vast array of activities that rail, or aviation organisations can carry out, it is not surprising that many of these cannot be understood in simply monetary terms. To focus strictly on this approach, and to exclusively report on quantitative data, organisations are missing an opportunity to truly understand the scope of their impact. It’s about the longterm difference an organisation is making to the lives of real people and environmental sustainability. On the right track As the owner and operator of Britain’s railway infrastructure, Network Rail, has set the social value standard within the rail sector. With 216,000 people in the UK employed by the rail industry and its supply chain and the £36 billion it contributes to the UK economy annually, the organisation is hugely influential. It sponsored the development of the sector’s Common Social Impact Framework (CSIF) and it aims to always be measured against these values. Sarah Borien, Sustainability Strategy Manager at Network Rail, says: ‘We want to measure our social value in a meaningful way and take into consideration a broad range of activities that we know are being delivered across the network, but rarely measured. For example, we will be examining employee’s volunteering time, STEM engagement, railway safety, social regeneration and community rail initiatives.’ Chris Farrell says: ‘Rail clients need to incorporate a range of diverse factors into their social value, from measuring outreach in schools, to rail safety, suicide prevention, apprenticeships and local economic spend. ‘Network Rail supports a range of Social Value initiatives such as supporting
local communities, by addressing youth unemployment and developing training and apprenticeships to address the gender pay gap and encourage a more diverse staff structure. ‘It also champions societal and environmental campaigns and hosts school interventions to discuss safety, accidental deaths and suicide prevention. Encouraging and investing in green initiatives is also essential for the rail sector. Network Rail is customer-focused and works to maintain tracks, create eco spaces at stations and plant trees. It also strives to make stations physically accessible and step-free for disabled customers.’ The power of social investment Social Value aids rail organisations by making them more efficient and leads to higher engagement amongst employees. Delivering social investment initiatives is key for the rail sector which was established to be used by the public and impacts on the environment and society. It will be an interesting journey ahead as Social Value becomes increasingly central to the success of the rail sector.
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The Thameslink Programme The Thameslink Programme (TLP), a partnership between the Department for Transport, Network Rail, Govia Thameslink Railway, Southeastern and Siemens, is an ambitious ten-year, £7 billion Government-sponsored project to transform north-south travel through London
he Programme involved extensive infrastructure work to create an expanded network reaching Brighton on the south coast through London to Peterborough and Cambridge. Environmental issues were at the heart of the Programme as it rebuilt key London stations and tackled high profile infrastructure works. By its nature a programme of this size and complexity will face many challenges including how to address complex environmental and sustainability issues. The Programme included redeveloping and rebuilding three central London stations and associated major work. Through the Programme the teams which delivered this complex web of activities were committed to employing high standards of environmental protection and deploying the latest techniques and technologies. The Government and Office of Rail Regulation asked Network Rail to reduce their carbon emissions. The Thameslink Programme recognised that they had an important role to play in meeting this challenge by reducing carbon emissions in the design, construction and operation of a large infrastructure programme. The sustainability strategy had not only to cover activities over a wide geographic area but also multiple elements of such a major project. From an environmental perspective these included energy efficiency, carbon reduction, environmental design and management, waste management and biodiversity. There were also various social and economic considerations. The project was delivered in phases. The early stages included major improvements at Blackfriars and Farringdon stations, the construction of the Borough Viaduct plus platform extensions elsewhere along the route. The final phase focussed on the rebuilding of London Bridge station, track improvements and upgrades. Whilst it was primarily governed by its legal and planning commitments, which set a minimum level of sustainability requirements, the Programme committed to go beyond its legal compliance. The TLP Planning and Environment Management Strategy (PEMS) set out the strategy for the delivery of environmental management and sustainability requirements during the design and construction of the TLP.
As part of the strategy the TLP was committed to implement the following: • TLP Sustainable Development Policy – which had a vision to ‘deliver transport benefits to budget that represents value for money and creates an overall positive impact on the community and the environment’ • TLP Sustainability Strategy – which
set out the 20 environmental, social and economic sustainability objectives that the Programme would deliver • ISO14001 Environmental Management System Manual – the backbone of the NR TLP’s Environmental Management System (EMS). The TLP implemented a robust framework to monitor the delivery
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of its sustainability commitments. The Sustainable Development Policy and sustainability objectives were embedded within the ISO14001 certified Environment Management System and cascaded across the Programme and supply chain via contracts and procurement processes. Each of the TLP projects and suppliers were required to develop and deliver a Sustainability Delivery Statement (SDS) which set out how they would meet TLP’s sustainability objectives and targets that were relevant to their work scope. Among the documents contractors were asked to provide were carbon management and materials management plans, along with the relevant policies and procedures. The TLP project teams and suppliers developed their SDS together through collaborative sustainability workshops facilitated by the TLP Consents, Sustainability and Property (CSP) team. Regular reviews of the sustainability performance were also undertaken with the project teams, suppliers and executive leaders to monitor delivery, compliance and performance and drive continual improvement and best practice. The CEEQUAL (The Civil Engineering Environmental Quality Assessment and Awards Scheme) commitment was a specific contract requirement that was used as a tool to drive and measure the Programme’s sustainability performance. A range of projects within the TLP were required to achieve CEEQUAL certification. The redevelopment of the three central London stations – London Bridge, Blackfriars, and Farringdon – illustrate how the environmental programme was implemented across highly diverse projects. London Bridge London Bridge is the oldest terminal station in the capital and the country’s fourth busiest. Originally built in 1836 it had effectively been two separate stations throughout its history. The building still featured many of the original Victorian era elements and sits within a heavily populated and used area of London. Rebuilding the station, while keeping it open to around 50 million passengers a year, presented many challenges. Environmental and sustainability issues were a driving factor throughout the sixyear design and construction phases of the station redevelopment project. Thanks to a well-structured and well supported sustainability agenda the project team delivered extensive improvements to both the construction and operational phases, which make this project a leader in best practice. The collaborative relationship between Network Rail as the client and Costain as the main contractor encouraged the development and establishment of a considered and structured sustainability agenda, supported at the top of both client and principal contractor organisations. A
sustainability and environmental strategy, identifying objectives and targets, was developed and involved key criteria such as integrating Low or Zero Carbon (LZC) technology, developing Whole Life Case Studies and delivering carbon reductions. Examples of waste and emission reductions achieved include: • The design of a naturally ventilated concourse that does not require heating or air conditioning and allows for as much natural lighting as possible, resulting in significant energy savings • Intelligent control escalators that allow reduced energy use during station off-peak hours with annual savings of 36.46 tCO2e and more than £9,000 in operational costs • Use of reinforcement Steel with 98 per cent recycled content that has delivered a 8,353 tCO2e saving • Installation of LED lighting in the majority of the station concourse to provide annual CO2e savings of around 235t • Inclusion of active energy efficient measures in the final build including
• • • • •
efficient lighting controls, high efficiency heat recovery, efficient air and water distribution, and regenerative technology and efficient control gear systems for lift Practices led to construction carbon savings of 1,687 tCO2e, embodied carbon savings of 8,354 tCO2e and annual operation carbon savings of 396 tCO2e Construction phase sustainability initiatives saved £1.3 million with a payback of just six months Operational phase sustainability initiatives saved £115,000 annually Installation of a geothermal energy pile system estimated to provide 6.1 per cent carbon savings Re-use of 5,000 m2 of aggregates and diversion of over 98 per cent of waste from landfill Switching the project office to a Green Energy electricity tariff had a predicted saving of 742 tCO2e. Smart Meters were installed to encourage reduced energy usage by adding a competitive element; 1.5 per cent less energy was used during this time compared to average daily use Amount of recycled material used – 99.8 per cent recycled aggregate.
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Farringdon Once the Elizabeth line (Crossrail) comes into service Farringdon will be the only station where the west-east Elizabeth line connects with the high frequency Thameslink north-south route. The station is a Grade II listed building, so work had to be carried out within this environment. The London Underground station entrance on Cowcross Street was widened to include more ticket gates and other facilities while also having its historic façade restored. Platforms were lengthened to accommodate twelve-car trains and the station made more accessible. Sustainability had an important influence on the design and build at Farringdon. The newly refurbished station has a living roof to increase biodiversity in an area with low ecological value, helping create habitat for the Black Redstart bird species which were identified as being present in the area. The 700m2 ‘brown’ roof contributed 20 per cent towards the London Borough of Islington’s new habitat creation target in 2012. Aside from the long-term benefits of improved insulation the ‘brown roof’ was also nearly £40,000 cheaper than using zinc. The design of the new ticket hall would have required more than 500 tonnes of steel but instead, a responsibly sourced, ecoreinforced option was chosen. Nearly 95 per cent of this was recycled material. Because the project is located above a chalk aquifer and to comply with Environment Agency guidance, the team was required to undertake a risk assessment for the deep (38 metres) piles supporting the new integrated ticket hall. The twin cased piling technique used in preparation for the Crossrail tunnelling served to protect the aquifer from potential contamination to the satisfaction of the Environment Agency. As part of the environmental programme
the project set targets relating to waste, and CEEQUAL was a useful tool to encourage the key contractors to design-out waste at the outset, for example in the use of off-site prefabrication where possible. The use of pre-cast concrete elements, where possible, helped minimise noise. Other examples of waste minimisation and on-site reuse included: • Reuse of heritage bricks from demolition in the construction of the new Turnmill St concourse building (this was a listed building consent condition) • Use of crush material from the demolition of Cardinal Tower as piling mat • On-site batching plant which minimised the amount of waste concrete produced. The project worked with WRAP (Waste and Resources Action Programme) to try and seek outlets for some particular waste streams from the demolition of Cardinal Tower, for example carpet tiles, window glass, kitchen and bathroom fittings. Contractor Costain employed a high level
of contaminated land sampling in order to minimise the disposal of waste as hazardous material. Demolition waste recovery rates of >95 per cent were consistently achieved as all non-hazardous waste was transferred to a materials recycling facility (MRF), and from mid-way through the Programme the project was reporting one hundred per cent diversion from landfill as the residual waste from the MRF was sent to an energy from waste plant. Blackfriars Rebuilding Blackfriars station involved tackling some of the Victorian infrastructure and incorporating the latest environmental technology, which dramatically improved the sustainability ratings of the station. The station is the only one in London which spans the river Thames. New entrances and ticket halls were built on both banks of the river and the Victorian railway bridge was stripped to its foundations and made wider and stronger to house the new platforms, entrances and ticket hall. The decision to incorporate a large array
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of solar panels in the roof created not only a striking image but also delivered practical value to the environmental credentials of the building. The 250-metre-long roof houses around 4,400 PV cells which convert daylight into DC electricity with inverters converting the DC electricity to AC for use by the station. The panels were designed to be light weight to avoid undue load on the bridge. Installation was complex, working over a river and next to live overground and underground railways. The solar panels can provide 1.058MW of renewable electricity at their peak (up to 50 per cent of the station’s energy needs) powering lighting, ticket machines, staff accommodation and office facilities with any excess electricity being fed back into the National Grid. The energy generated by the cells will reduce carbon dioxide emissions by 550 tonnes a year, equivalent to flying from London Heathrow to Paris (return per passenger trip) 4,508 times. The station design also included ‘sun pipes’ which provide high levels of natural lighting. This means that in daylight hours almost no electronic lighting is required, providing even more energy savings. Rainwater harvesting is also built into the design of the station, to help provide recycled water for the station’s public toilets. The construction team took advantage of the station’s unique location, with the River Thames being used for delivery and removal
of materials. Over the course of the project 14,000 tonnes of materials were bought to site and 8,000 removed via barge. Using this method, approximately 2,000 lorries and nine tonnes of CO2 were removed from London’s roads, reducing the impact on both the environment and the communities around the station. Outside of the aforementioned three central London stations, the associated environmental and sustainability strategies were applied as rigorously on projects across the whole Programme. Two examples are the £75 million Bermondsey Dive Under and Borough Viaduct. Bermondsey Dive Under The Dive Under created a new junction helping to untangle tracks and reduce delays south of London Bridge station. The works involved demolition and reconstruction of the 180-year-old brick arch viaduct to create new infrastructure that enables southeast London services to ‘dive under’ the Thameslink lines unimpeded. The project achieved a CEEQUAL ‘Excellent’ Whole Project Award score of 96.6%, through a truly collaborative approach between client, designers, and contractors. Early contractor involvement and a ‘One Team’ approach allowed time for optioneering, as well as a sustainable design that significantly reduced carbon, materials, waste and cost. Examples of this included:
• The number of piles was reduced from 1,600 to 1,000, decreasing the total tonnage by over 175T and the overall length by 10,000 metres • Changing the specification for a structural steel bridge from painted steel to weathered steel lead to almost halving the total costs over the bridge’s lifetime – through lower initial costs and elimination of maintenance materials. Bermondsey Dive Under also produced a Materials Management Plan allowing material from the demolition of the viaduct arches to be reused onsite. This resulted in a total of 31,500 m3 of material being reused onsite, reducing costs of fill material and waste removal while also reducing lorry movements in the local community.
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Borough Viaduct Close to London Bridge station was a long-standing bottle neck which needed tackling. This area sat close to the historic Borough Market and Borough High Street. Constructing a new viaduct and bridge to provide twin tracking in to the west side of London Bridge station was the answer but would involve major work in this sensitive part of London. The alignment of the viaduct, a structure extending 322 metres running alongside the existing viaduct to double the capacity of the route into London Bridge Station, was carefully selected to minimise the loss of listed buildings. To achieve this the market roof had to be removed, but with the agreement that it would be refurbished and then reinstated, all whilst the market continued trading. The work at Borough also included removal of the top floor of the Grade Two listed Wheatsheaf pub to accommodate the viaduct passing above, whilst retaining the main structure of the pub below. A new
basement and ground floor rear extension was constructed to enable the building to continue to operate as a pub. Additionally a derelict site in the heart of the conservation area was cleared and brought back into use as a beer garden. A key environmental factor was minimising noise and pollution. The construction team erected full height hoarding around the perimeter of all the working sites in the market. An acoustic barrier, reaching from the ground to the existing viaduct was erected to protect Southwark Cathedral from construction noise. Noise, vibration, and air quality monitors were set up around the site. Alarms triggered a text message to the Environment Manager and Construction Manager if limits were breached, in addition to weekly readings and reporting. The construction team also built a â€˜Green Wallâ€™ to minimise the visual impact of the construction site and to improve air quality. Water was recovered from the viaduct and reused on site to damp down the works,
minimising dust. Due to the popularity of the market with tourists, the construction team ensured there were no noisy works between 11.00 and 14.00 during market trading hours so as not to impact the busy lunchtime period. Construction methods were changed to reduce noise and vibration: there was no driven piling, and the project used Brokks to cut sheet piles safely, efficiently and reduce vibration. The team regularly communicated with the market operators to ensure they were meeting expectations. During the demolition phase, the contract team regularly reviewed performance with stakeholders. This resulted in a change of practices for a few days following a suggestion from businesses and residents to complete the demolition over a shorter period of a few days (working all day), rather than on and off (adhering to the quiet period) for a few weeks. It was this continuous communication with the stakeholders that allowed the project works to be unobtrusive and completed without any serious complaints. Waste Management A key element of the environment strategy was waste management. The TLP used its position as client on a major project to raise the performance of both the Programme and its supply chain to reduce waste. The TLP benchmarkedÂ itself against the industry average waste recovery benchmarks of 80 per cent (for demolition and construction) and committed to go above this by setting a target to divert a minimum of 90 per cent of waste from landfill. This was subsequently increased to 95 per cent later on in the Programme. As well as setting challenging targets the Programme also publicly signed up to the WRAP Halving Waste to Landfill Commitment. As a client it was important that the design and construction teams, and the supply chain were fully aware of the waste requirements. To achieve this, the waste objective and other key performance indicators (KPIs) were embedded into the ISO14001 Environmental Management System and these requirements were cascaded to our supply chain via our procurement and contract process. A series of Designing Out Waste workshops were held at the design phase with the Programme teams and suppliers using the WRAP Designing out Waste toolkit. The objective of these workshops was to collaboratively challenge the design and construction process to identify where waste could be reduced in design and construction. More information, including case studies, technical papers and video interviews about the Thameslink Programme are available on the Thameslink Learning Legacy website. https://www.thameslinkprogramme.co.uk/ Rail Professional
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Sustainable mobile power trials at Waterloo Archie Wilkinson, CEO of Lifesaver Power, a hire and return mobile power bank service hailed as the ‘future of energy on the move’, describes the company’s recent collaboration with Network Rail to provide free sustainable power on the go to commuters at the UK’s busiest station
ustainability is one of the most important issue of our generation. The signs are obvious, there are people protesting on the streets and our planet is sending its invoice with the number of natural disasters rising. The United Nations have set out their 17 sustainable development goals for us to achieve by 2030 in order to protect the planet’s temperature from rising higher than two degrees Celsius. These goals are
attainable if we can optimise our use of resources in order to act more sustainably. Statistics show that the UK reduced its energy output by one per cent last year, which highlights the way technology and change in behavioural patterns can help us to achieve these goals. Britain’s rail system has a key part to play in the push towards a more sustainable future. It is a vital network that limits congestion, and in turn carbon emissions,
within our country. The RRSB sustainable development principles report (2016) outlined by Claire Perry MP (Parliamentary Under Secretary of State at the Department for Transport), stated that: ‘The railway has already taken steps to become greener, more efficient and more sustainable. However, it has to do more if it is to fully realise its potential. It must place serving passengers and their communities at its heart while becoming
even more carbon competitive. We must continue to use technology to reduce carbon emissions.’ During the trial between mid-May and mid-June, Lifesaver provided a service that enabled Network Rail to increase their customer satisfaction, whilst protecting the planet. By offering free mobile power, this service has the potential to become one of the ways in which rail can connect communities and passengers further, adding another level of customer satisfaction, whilst using technology to reduce emissions. Mobile power on the go has become a necessity in everyday life, and smartphones an essential part of everyday rail travel – from checking live train times, to e-tickets, to mobiles being used as a contactless railcard. It is undeniable that passengers need to stay fully charged in order to have the smoothest journey possible. The fundamental need for everyday power on the go has created a key opportunity to encourage changes in behavioural patterns. Power on the go is in higher demand than ever before, with over 50 million smartphone users in the UK, and 30 per cent of those running out of battery every day, the need to stay charged is a constant issue. The service trialled at London Waterloo station, where passengers undertake nearly one hundred million journeys a year. As Waterloo is the UK’s busiest station, it offered the perfect location for the trail as it allowed us to provide this service to, and share power with, as many passengers as possible. Green energy Lifesaver Power was created to empower people whilst protecting the planet. The trial included an on-site hire and return renewable phone power service. Our cyclical business model significantly reduces the demand on the supply of cobalt from the Congo, whilst removing the ‘separation anxiety’ felt by those previously expected to be without their phones for a period of time. With Lifesaver’s mobile battery packs, passengers were able to charge up via their commute – swapping used power banks for ones that were fully charged whenever
needed throughout the trial period, giving them unlimited mobile power on the go. Power banks were available from a Lifesaver Power kiosk, which was stationed outside Marks & Spencer in Waterloo station. A £15 rental deposit was charged for the batteries, which was fully refundable until the end of the trial period. The trial was a huge success. With one user stating when interviewed that they ‘loved using the Lifesaver charging service and used it every day’ as they travel through Waterloo regularly. They added that they ‘love the fact that its used green energy’ to keep them powered on their journey. When empty, all power banks were recharged off-site, using renewable energy that we buy directly from ‘Bulb’ – the UK’s fastest growing green energy company – who deliver solar and wind generated power. The rise in green energy users reflects the demand in the market for sustainable energy providers. In using green energy, every power bank saves 13 pints of CO2 emissions from entering our atmosphere on first charge. Lifesaver battery packs have 200 per cent charge capacity and are available for both Apple and Android phones. They are also pocket sized making them completely passenger friendly. Lifesaver was also created to empower people across the planet, addressing the
fact that in the connected world we live in, 18 per cent of the global population lives without electricity. To further increase sustainability and to address this issue Lifesaver power banks are upcycled after use and donated to our partner ‘Liter of Light’ – a not-for-profit that provide off grid electricity in areas of need. The relationship between Lifesaver and Network rail for the trail was brilliant. Commuters continuously need mobile power and teaming up with Network Rail to provide this service was a fantastic opportunity for everyone, one that demonstrated how effective power sharing can be. We hope to continue to work with rail companies and stations in the future to create a more long-term solution to the mobile power problem. Looking after our planet whilst empowering people simultaneously makes perfect sense. We are excited about the journey ahead to inspire people to share power and think differently about the way they consume energy. On the trial Cem Davis, London Waterloo Station Manager for Network Rail, said: ‘We’re really excited to have partnered with Lifesaver and know this initiative was a big hit with our passengers. This is another example of how we are putting passengers first to provide a better experience for those travelling to and from Waterloo. ‘Sustainability is also a key part of our ethos, especially when looking toward future development, so we are thrilled that it’s renewable, green energy we were able to provide.’ Find out more and Join the Lifesaver Community online: Web: https://www.lifesaverpower.com/ Twitter: @Lifesaver_Power Facebook: www.facebook.com/LifesaverPower/ Instagram: @Lifesaverpower LinkedIn: www.linkedin.com/company/ lifesavermobilepower As this issue went to print, Lifesaver Power were in talks with Network rail about continuing the trial period of the free power service, with the potential result of including other stations within the power network
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Sustainability at the heart of rail enhancement Kim Olliver, Principal Environment Manager for environmental and engineering consultancy RSK, provides insight into its teamâ€™s sustainability work in rail enhancement projects
ith a strong team of rail sustainability professionals throughout the UK, RSK have worked on a wide range of major rail enhancement projects including some of the largest construction projects in the country. In fact, the team has been involved in nine major rail enhancement projects since 2012, providing sustainability support to the project teams to address a number of specific challenges and a whole range of environmental topics. An interesting project was the Crossrail Old Oak Common to Paddington Approaches (OOCPA) and West Inner Track Infrastructure (WITI) 2013-2018. In 2012, RSK was appointed to complete the sustainability works on this project and immediately seconded two fulltime Sustainability managers onto both the OOCPA and WITI sections. In their dedicated roles, they were responsible for delivering all the environmental consents; producing the design and physical works environmental management plans and all subsidiary documentation in accordance with the Crossrail Environmental Minimum Requirements and Network Rail Contract Preliminaries. In addition to the requirements above, a list of Crossrail Act Undertakings and Assurances, which outline the requirements of local affected parties along the Crossrail route, needed to be adhered to. RSKâ€™s Sustainability managers were responsible for complying with these undertakings and assurances (over 300 separate conditions) and had to provide regular updates to Network Rail (NR) and Crossrail as part of monthly progress reports. They were also responsible for tracking progress against project targets and objectives based on Key Performance Indicators (KPIs). KPIs recorded included waste recycling rates, recycled material content, water use, sustainable timber use, energy use and fuel consumption, all of which were collated monthly and submitted to NR via their online tracker. The KPI data was also used to inform quarterly reports, which
were submitted to NR and Crossrail. These reports highlighted key trends and findings of the KPIs and included action plans devised by the sustainability managers used to address areas where performance against the targets and objectives could be improved. The sustainability managers developed a consents tracker to provide information on all consents required, the anticipated submission, determination, approval and expiry dates and any conditions/mitigation measures that were required to be completed. A Register of Significant Environmental Aspects was used to provide focus on the aspects that had the potential to cause significant impact on the environment. This was updated each period or when additional significant environmental aspects had been identified. The sustainability managers developed an effective working group to ensure that the best available construction information (including times/duration of works and plant list) was provided as early as possible
so that consents could be prepared, reviewed and approved within the required determination periods. During the early stages of the project it quickly became clear to our sustainability managers, that the programme and nature of works on site were frequently subject
to change for a variety of reasons and in response to changes in access availability. This presented a risk to our programme of obtaining Section 61 (s61) consents from the local authorities and being able to operate within their agreed constraints. This issue was widely discussed with the contractor and NR and we evolved our approach to ensure that more flexibility was built into the s61 application to permit the contractor greater flexibility. This approach was shared with the relevant EHOs as part of our policy of close ongoing liaison and relationship-building and received their tacit approval. This had a significant benefit to the delivery of the works. It also ensured that EHOs had good background knowledge of the works and that enabled them to respond authoritatively to any complainants. The sustainability managers were responsible for the coordination of RSK’s technical environmental specialists and providing advice and support to the design and construction teams. RSK provided all the technical environmental support, including the following: • Contamination testing – Total Petroleum Officer (TPH), asbestos and heavy metals testing on excavation waste to determine disposal options • Ecology surveys e.g. bat surveys, nesting bird checks, ecology walkovers. Site Restoration Scheme to achieve NR’s target of no net loss on the project • Flood risk and drainage including writing and submitting Schedule 17 consents and updating flood risk assessments on the detailed design • Dust monitoring at site compounds
and worksites using ‘frisbee’ gauge monitoring equipment and real time PM10 nephelometers • Noise and vibration services including all modelling and Section 61 submissions, long-term and short term monitoring • Archaeology and heritage services including watching briefs, assessment of designs by the archaeology team to clarify requirements for further research plus advising on obtaining Listed Building Consent for works to Paddington Station. The OOCPA project followed the CEEQUAL methodology and a ‘whole Rail Professional
project’ award was sought. CEEQUAL is the evidence-based sustainability assessment, rating and awards scheme for civil engineering, infrastructure, landscaping and public realm projects. At Governance for Railway Investment Projects (GRIP) 4 the design assessment was completed and following on from this RSK’s CEEQUAL Assessors took the assessment through detailed design and construction. Regular meetings were set up with the design and construction teams to ensure opportunities for scoring points were identified and evidence was collected for the assessment. An overall score of Excellent was achieved for the whole OOCPA project award. An environmental audit schedule, which was outlined in the environmental management plan, required at least one environmental audit per month which was completed by the sustainability managers. The audit topic was influenced by the site activities at the scheduled time of the visit. An Environmental Management Systems (EMS) Management Review meeting was held bi-annually with the RSK Sustainability managers and wider senior management team from Carillion (later Amey) and NR in accordance with the project contract preliminaries. Following the meeting, an EMS Improvement plan was produced which sets targets for improvements to exceed expectations on the project. An environmental appreciation presentation was given to staff by the sustainability managers every six months which detailed the key environmental issues relevant to the project works and sites active at that specific time. Additional briefings were given in the interim period if new works were instructed, if any practices were changed on site or following environmental incidents. For example: • When a new waste contractor was used on site, a briefing was given on the new waste management and segregation system • Following an s61 breach, all staff were re-briefed on s61 requirements and the project implications of further breaches of consents.
environment and environmental training always featured when the NR 365 bus was on site. Consultation with key statutory consultees has proved essential to the efficient running of the project. The sustainability managers coordinated the consultation with key stakeholders including the Environment Agency, Canals and Rivers Trust, Historic England and various Local Authority contacts including highways and Environmental Health Officers (EHO). The Sustainability managers regularly liaised with the EHOs due to a large amount of work that was planned during Christmas periods. In advance of these periods weekly meetings were set up to ensure that the EHO was fully aware of the works methodology, programme and plant list proposed. During the works, over the Christmas periods, the
Environmental toolbox talks were produced targeting specific issues relevant to work tasks about to be undertaken, or project specific issues e.g. TBT given on what to do should contaminated land been found prior to excavation works taking place within a former gas work site. Monthly stand down presentations were given to all staff, including a section covering
West Outer Track Intersection and West Outer Electrification 2014-2018 West Outer Track Infrastructure (WOTI) and West Outer Electrification (WOE) were both part of the wider Crossrail on-network project aiming to improve the east-west connectivity through London. In 2015, RSK was appointed to deliver the sustainability work for Crossrail WOTI and WOE by
Sustainability managers participated in site inspections to ensure that the works were being completed in accordance with the s61 consent. Following the completion of the majority of works RSK Sustainability Managers completed their works on site and were involved in the project close out and hand back of some of the works to NR. We were required to compile all the consents and environment information which had been collected on the project to date and provide this as a package of information to NR. Over the course of the project we had collected a range of Geographical Information Systems (GIS) data. At project close out we indexed this information and provided it to NR in a format which was compliant with their Hazard Directory.
Balfour Beatty Rail. Two full time members of staff were seconded into the project office in Maidenhead, one responsible for the WOE overhead line equipment works, and the other for the WOTI track and civils elements of the project. Whilst both contracts were separate, collaborative working was required, particularly when both teams were working in close proximity to each other. Joint meetings with statutory consultees and the local authorities were regularly facilitated to ensure everyone knew what works their consents covered and where cumulative effects could apply. The WOTI scope of work involved upgrading a twelve-mile section of existing infrastructure on the Great Western Main Line, from West Drayton to Maidenhead, to enable Crossrail services to operate. NR awarded both contracts to Balfour Beatty Rail in 2013 to deliver the work, which included the detailed design, installation and commissioning of new upgraded tracks; track lowering under several bridges to enable clearance for overhead lines for new electric trains; civil works related to bridge strengthening; drainage providing six new stabling sidings for Crossrail trains at Maidenhead; minor overhead line equipment; and electrical power upgrade works. The requirements of the Crossrail
Act and its Environmental Minimum Requirements, including the Crossrail Construction Code and NR’s own Contract Requirements – Environment, covered all the work. RSK provided Sustainability management from 2015 until the project’s completion in 2018. The Balfour Beatty project team were also appointed to complete the electrification of the section of track under the WOE Project which ran on the same stretch of railway as WOTI. The WOE project covered the installation of new overhead line electrification equipment on all lines between Stockley Junction (near Heathrow Airport) and Maidenhead on the Crossrail West Outer section. It also included supporting ancillary civils and power works including the installation of new substations and upgrades to existing substation electrical equipment. RSK provided sustainability management from 2015 until the project’s completion and close out in 2018. RSK seconded a full-time sustainability manager to both WOTI and WOE into the core Balfour Beatty Rail delivery teams and provided extra resources and specialist environmental capabilities subject to a commercial/technical approvals process involving both Balfour Beatty
Rail and NR. The sustainability managers were responsible for delivering all the environmental consents required on the projects; producing the design and physical works environmental management plans and producing all subsidiary documentation in accordance with the Crossrail Environmental Minimum Requirements and NR Contract Preliminaries. Crucially, they were responsible for obtaining the allimportant Section 61 consents for virtually all works as required by the Crossrail Environmental Minimum Requirements and built an extremely collaborative relationship with the Local Authority EHOs for the Local Authorities along the route. The RSK sustainability managers also completed whole project CEEQUAL assessments for both WOTI and WOE, both of which were awarded Excellent at verification. As our sustainability managers joined the project mid-way through delivery, the collation of information as evidence was challenging. We weren’t involved in the CEEQUAL Scoping meetings for the construction phase and had to rely on the NR Consents Officer to explain why certain criteria were scoped into our assessment. Kim Olliver is a Principal Environment Manager at RSK
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Why we need HS2 Nusrat Ghani MP, Transport Minister, explains the Government’s position on HS2 and all the benefits the project is expected to bring
hen you think of all the changes we’ve seen across our country in the last one hundred years, I find it utterly astonishing that one of them isn’t new railway lines north of London. The history of rail lines north of London has resulted in cuts under Beechings and British Rail. Since the 1900s began, not a single new railway line has been built north of our capital city, and it’s beginning to show. Capacity on trains across the midlands and the North is stretched – it’s leading to crowded commuters all being squeezed onto trains, day in and day out. On some routes, like the West Coast Main Line, demand has increased 190 per cent since 1995. When facing such
On some routes, like the West Coast Main Line, demand has increased 190 per cent since 1995. When facing such pressures, bold and decisive action is needed – it’s no use slightly increasing support here, adding a bit more capacity there. Genuine transformation is required
pressures, bold and decisive action is needed – it’s no use slightly increasing support here, adding a bit more capacity there. Genuine transformation is required. And that is exactly what HS2 is – a transformative project that will stretch from London to Leeds, Manchester, and beyond. It is a project like no other – a shot in the arm that our country’s transport network needs. It’s going to provide around the same space for travellers as a three-lane motorway, providing a welcome relief for people in Birmingham and Crewe, Sheffield and Leeds. It’s also going to deliver clear economic benefits – around £90 billion worth. In fact, we’ve already been seeing businesses relocate to places such as Birmingham, the hub of the project’s first phase, in large part because of the opportunities that HS2 will
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2,000 businesses and now 9,000 people are benefiting in the here and now from the opportunities HS2 is giving to people, allowing them to earn and contribute within their communities bring to the city. And it’s a job creator – 2,000 businesses and now 9,000 people are benefiting in the here and now from the opportunities HS2 is giving to people, allowing them to earn and contribute within their communities. That number of people employed as part of the project will only rise as it gathers steam, up to 30,000, further underlining how HS2 will not just be important once made, but how it will provide livelihoods to thousands of people, for years to come. With all this, it’s hard to see why some vociferously reject our idea – HS2 is going to fundamentally improve rail services in the North and Midlands, while unlocking economic growth for the entire country. But some do, and we cannot ignore that. Some claim the project will damage the environment, but fail to note that it will deliver a new green corridor made up of more than 650 hectares of woodland, wetland and wildlife habitats alongside the line, and that over 350,000 trees have already been planted as part of the scheme.
Some claim that the money should be spent on other lines; but they ignore that we’ll be spending £48 billion modernising our railways, investing £2.9 billion in the Transpennine route upgrade. And all of this is on top of our investment in the HS2 project. And many say, quite reductively, we should just stick the money into the North – even though they ignore the fact that by 2020 we will have invested a record £13 billion in northern transport. They also conveniently ignore that HS2 will be inescapably necessary to achieve the full benefits of our plan to deliver Northern Powerhouse Rail, and that Government analysis shows, as a new line, HS2 is the best option for taking pressure off the existing rail network and adding capacity where it is needed most. They’re also ignoring the fact this scheme is roundly welcomed by Northern leaders and councils. People may suggest HS2 is a bloated project, a vanity plan for this government; but it’s clearly supported across parties, both in and out of Westminster – a rare
thing in politics today. From the Midlands to Manchester, across to Yorkshire and back to London, we’re seeing numerous interventions from ordinary businesspeople as well as politicians, stating just how important the project is. Any detractors or people who may one day plan to derail the scheme would be seriously well advised to take heed of these points – the Secretary of State quite rightly said HS2 not happening past Birmingham would be a betrayal of the North, and he is right. Calls to stop the project are shortsighted and narrow-focused, not listening to the concerns of business and northern regions. HS2 will be a once in a generation project. When it is ready, people will scoff at how we could ever have done without it and be staggered by the voices who rallied against it. We cannot play politics with such a vital project, and with something so central to investing in and building Britain. Small minds need to expand, and ambitions need to match our needs, to make sure we deliver an economy and a country fit for future generations. We must not lose sight of our ultimate ambition – to rebalance our economy, regenerate left behind places with investment, and reignite transport in the north. Only with HS2 can this be achieved.
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Industry Response to House of Lords Report on HS2 High Speed Rail Industry Leaders, which represents companies with an interest in high speed rail, responds to the House of Lords Report on HS2
ast month the House of Lords Economic Affairs Committee published its report ‘Rethinking High Speed 2’. This study is a follow up to their 2015 report which outlined their take on the ‘Economics of HS2’ and suggests various ways of changing and diluting HS2. This report creates uncertainty for a scheme which has a budget allocated, investment is pouring in across the country, and works have already begun. Local authorities and regional transport bodies have made investment decisions and planned for the future based on the approved plans. We cannot have further delays and we cannot have further prevarication over the scheme. The way to get the most out of HS2, particularly in the North, is to complete all phases of HS2 and
as soon as possible. We in the rail industry know that Britain is held back by the poor connections between the great cities of the North. They are currently slow, unreliable and overcrowded. HS2 is not an alternative to local transport schemes – it is an essential component of them. It will improve speeds, improve reliability and boost capacity. Northern Powerhouse Rail, linking the great cities of the North, and operating east to west, is essential for the future of prosperity in the North. But, building Northern Powerhouse Rail without HS2 would be like constructing the M62 without the M1. Ultimately, the recent report by the House of Lords Economic Affairs Committee is asking for Northern Powerhouse Rail to be
completed alongside HS2. We couldn’t agree more. When the report expresses concerns that the Northern parts of HS2 should not be sacrificed to make up for overspends, we couldn’t agree more. And when the report calls for a focus on providing an economic boost to regions, we couldn’t agree more. That is, as we all know, what HS2 seeks to achieve. That’s why every major political leader in the North supports it. It’s a plan that unites people of all political colours. So, given all of that, why does the
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Economic Affairs Committee then call HS2 into question at all? We well know that NPR and HS2 need to be built in tandem, to maximise benefits and connectivity. We also know that the North stands to help enormously following generations of chronic underinvestment, which HS2 will help to correct. But it is not just the North that loses out, Britain is held back by the poor connections between the great cities of the North. They are currently slow, unreliable and overcrowded. That’s why the second
phase of HS2 is perhaps the most crucial for economic regeneration and boosting services in an underserved part of the country. We completely agree with the Economic Affairs Committee that the second phase needs to be built and done so quickly, which is why it is so disappointing that the report seeks to create uncertainty about the project’s future. Last week, it was announced that HS2 is already supporting 9,000 jobs across 250 sites in the country. By the peak of construction, this will be over 30,000 jobs, and 2,000 apprentices. The supply chain is
bringing in SMEs in industries as diverse as archaeology, tree planting, and demolition and there are opportunities for firms across the country. HS2 will join up Britain, boosting sorely needed capacity and driving growth across the North and Midlands. As the Economic Affairs Committee says – this needs to happen alongside NPR. It is not a question of either or, but both. What the North needs is certainty and the security of a world leading infrastructure scheme. We are building a railway to last one hundred years in the tradition of the British railway pioneers. This is a lot of money, but we should be bold and in the scheme of public spending it’s ten billion of the two thousand five hundred billion pounds of public spending over the next three years. In transforming our railways, we transform the economic geography of Britain. That’s what an ambitious nation should do. It’s what politicians with great ambitions for the country should want too. As an industry, we must keep making these arguments to politicians and to the wider public. We need to redouble our efforts to make clear that this is a vitally important scheme backed by industry, which will deliver tangible and much needed benefits to areas that need them most is underway and must be completed in full.
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SUPPLY CHAIN |
Potential domestic supply chain boost from HS2 bids Six companies have unveiled bids for HS2, each one focussing on how their bid would benefit the UK’s supply chain
n an article in the March issue (Rail Professional 250), Chairman of William Cook Holdings, Sir Andrew Cook, pointed to the lack of a contractual requirement from the Department for Transport that HS2 ‘have the Union Jack on it’. He was referring to the importance of taking the money and contracts involved in HS2 and injecting that into the domestic supply chain. Many of the stories we have published regarding the impact of HS2 have focussed on the peripheral benefits such as the lasting skills legacy from apprentices to archaeological digs at major sites along the route, but what about the direct supply chain? A week or so before we went to press on this issue of the magazine, Alstom, Siemens, CAF, Talgo and Bombardier and Hitachi made their bids for HS2. The contract, worth £2.75 billion, is to design, build and maintain at least 54 trains for Phase One of HS2. The reinforcing bar for the concrete will
be imported, as there is no re-bar plant left in Britain and the construction equipment will also be mostly imported. With one exception, Britain does not make heavy off-
highway vehicles. So, how to combat imports with local production? Out of all the bidding companies, Bombardier has an assembly shop in Derby, and Hitachi and Alstom have factories in various stages of completion. Hitachi and Bombardier have taken that bold step of putting the Union Jack on their joint bid with their submission of a ‘Great British’ train proposal to HS2 Ltd that they said would be the most advanced, customeroriented train ever to run in the UK. Bombardier and Hitachi’s combined UK operations currently employ around 7,000 people that includes train factories in Derby, Newton Aycliffe and Crewe, extensive regional supply chains, together with a network of maintenance facilities across England, Scotland and Wales. Hitachi claims the proposal with Bombardier would be the best choice for UK supply chains. In the UK, Hitachi maintains the country’s only domestic high-speed fleet, the Class 395 Javelins, which it built and introduced ahead of the 2012 Olympic Games in London. The trains have run from Ashford to London Rail Professional
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St Pancras at a top speed of 140 mph for almost a decade. Hitachi Rail’s Managing Director Karen Boswell OBE said: ‘Hitachi-Bombardier’s Great British train for HS2 would be a shining example of British ingenuity. Our bid, if successful, would bring significant benefits for economies and communities, while truly transforming connectivity and passengers’ experience.’ Upon announcing their intention to work together last year, Karen Boswell, Managing Director at Hitachi Rail, said their bid ‘drew on a huge wealth of UK experience and the best in modern technology – including our pioneering ‘bullet train’ experience. Our aim is to deliver a new British icon that will be recognised around the world – a Spitfire for the British railway.’ Alstom’s track record in the UK dates back to the dawn of the railway with its involvement in some of the most significant and innovative rail projects in British history such as building the UK Pendolinos, original Eurostar and infrastructure and railway systems on HS1. Alstom was also the first manufacturer to create a partnership with the National College for High Speed Rail to deliver training on a UK site. The company is also a key investor in UK rail expertise with its new Transport Technology Centre in Widnes. ‘Alstom’s vision is to make HS2 trains a timeless design classic’ according to Nick Crossfield, Managing Director for Alstom in UK and Ireland. Our third bid comes from Siemens Mobility. Siemens currently supports over
56,000 UK jobs through its UK supply chain. Since the start of 2016 Siemens has spent almost £1.4 billion in the UK of which around £300 million was rail-related expenditure. In the UK, Siemens Mobility maintains the largest installed base of Siemens rolling stock in the world, with its 500+ trains clocking up over 65 million miles every year. William Wilson, CEO of Siemens Mobility Limited, said: ‘The submission of our tender to build and maintain trains for HS2 is a huge milestone for our business. Our team has worked tirelessly to develop an offer that transforms how passengers experience high speed trains and set the standard for other global high-speed rail systems to follow. I am confident Siemens’
bid will offer HS2 the best combination of value to passengers, taxpayers and the UK economy. ‘HS2 has the potential to truly transform connectivity between urban centres and drive significant economic growth and productivity in the UK. We are proud to play a part in helping the UK to develop a world-class high-speed network, and believe our legacy in the UK rail market, technical knowledge and unrivalled global high-speed experience makes us an ideal partner for rolling stock.’ New investment Another company that has made commitments to directly involving itself in the UK supply chain is Talgo. In a move
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to encourage the UK supply-chain, the President of the Spanish very high-speed train engineering company confirmed that plans for a factory site which could employ up to one thousand people and other UK activity are making progress. Talgo says that it aims to enter the UK train market through ‘true manufacturing’. Instead of assembling kits of parts from overseas, the company wants to source as many components as possible from within the United Kingdom. In November last year, Talgo announced proposals to create a £9 million innovation and training facility at Barrow Hill Engine Shed. Last year, after a search that lasted 18 months, Talgo selected two UK locations: Chesterfield in England will form an ‘innovation hub’ for Research and Development - Longannet in Fife, Scotland will be the primary manufacturing location. Talgo has said there could be a small ‘pre-production’ build whilst UK capacity is ramped up (and whilst UK employees are provided with the skills to build domestically), but the intention is to build British trains in Britain – not assemble parts largely from elsewhere. Talgo has two existing facilities in Spain and is in need of a third site. The company has said that the decision to build a facility in the UK is not dependent on the HS2 contract. There will, however, need to be an ‘anchor’ order of some sort which will herald a ‘start to build’ order at the site – allowing Talgo to begin advertising for those jobs. Jon Veitch from Talgo UK said: ‘We see many opportunities across the UK rail market, with its increasingly challenging demand for more capacity and a passengerfocused offering. HS2 will be crucial as the UK economy grows. Talgo is proud to be associated with the project.’ One thousand jobs are expected to come
as a result of the Longannet site which Talgo have said will cover 40,000m2, and there is a potential for 6,000 more jobs in the local area as an indirect result of production at the site. Work is already underway to identify relevant supply chain companies within Fife which could serve the new facility. It is intended to be operational, subject to necessary statutory consents, by 2023. The final bid comes from CAF, its bid to supply rolling stock for HS2 proposes the high-speed Oaris platform to meet the exacting requirements of the £2.75 billion contract. In September 2018 CAF opened its multi-million pound manufacturing facility in Newport, South Wales, providing job opportunities for more than 300 skilled technicians, engineers, management, support staff, and apprentices. The factory is boosting the wider UK rail industry supply chain as CAF continues to develop a ‘cluster’ of local and national companies to supply components for its trains.
HS2 is a prime example of rail being put at the heart of our economic strategy. As Transport Secretary I was proud to back HS2, and every candidate running to be the next Prime Minister should back it as well. This is a crucial project which is delivering jobs, connectivity, and enhanced capacity for the rail network. Frankly I think it would be mad to consider scrapping it
Commitment The former Transport Secretary Sir Patrick McLoughlin MP has told all leadership candidates for the Conservative Party that, if they want to be Prime Minister, they must back HS2. Sir Patrick made the remarks while on a site visit to key rail suppliers in Derby, as part of UK trade body the Railway Industry Association’s (RIA) Rail Fellowship Programme, with the visit organised in partnership with Midlands rail trade body, Rail Forum Midlands (RFM). Sir Patrick visited the rail manufacturer Bombardier as part of his visit where he received a tour of the production lines on site. He stated: ‘Our rail industry is of vital importance to the UK economy and as demand grows, the Government must
ensure its ambition continues to grow with it. ‘HS2 is a prime example of rail being put at the heart of our economic strategy. As Transport Secretary I was proud to back HS2, and every candidate running to be the next Prime Minister should back it as well. This is a crucial project which is delivering jobs, connectivity, and enhanced capacity for the rail network. Frankly I think it would be mad to consider scrapping it. ‘The RIA Rail Fellowship programme is all about showing support for this great British rail industry, and HS2 is perhaps the most vital project for us all to vocally support.’ So, which bid will be best for HS2 itself and which bid will actually benefit the UK supply chain the most? Rail Professional
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SUPPLY CHAIN |
UK rail supply chain – enhancements and future Sid Grover, Engineering and Development Manager for environment, health and safety at environmental and engineering consultancy RSK, provides an insight into the UK’s rail supply chain
ail is responsible for making a noteworthy contribution to UK prosperity and effective modern rail services are a critical part of the UK’s national infrastructure. In 2014 it was estimated that the UK railway delivered 1.6 billion passenger journeys covering 37 billion passenger miles, observed to be 50 per cent higher than the mid-1990s. The UK is estimated to have approximately 19,336 track miles (excluding depots and sidings), of which around 40 per cent are meant to be electrified. The freight sector has also shown remarkable growth, alongside the commercial and passenger routes. The growth of the current UK rail market has led to economic regeneration and investment in large scale heavy and light rail
schemes such as High-Speed 2, Manchester Metrolink, Crossrail and Midland Metro Alliance. In 2013-14, the amount of freight transportation was observed to be 23 billion net tonne kilometres, which corresponds to between eight and nine per cent of the total UK’s total land freight. The LRTM (light rail, transit and metro) sector continues to grow strongly, which has showcased investments in projects like the Edinburgh Tram Network, the West Midlands Metro System and the upcoming MetroWest expansion. Since 2004/5 the eight key LRTM networks have grown by approximately 43 per cent and significant growth is forecast over the coming decades.
Most of the growth to-date has been realised within London (approximately 89 per cent since 2004/05) compared to outside the city (nine per cent over the same time period). The UK rail system, on virtue of its renovated supply chain system, has been moving strongly towards environmentally friendly fleet, sustainable railways, smart stations and passenger user-friendly services. In terms of economic impact, the UK railway industry has managed to be resilient in times of economic downfall during the 2000s and persisted with low investment in fleet and associated railway systems and accessories. UK rail equipment and
The LRTM (light rail, transit and metro) sector continues to grow strongly, which has showcased investments in projects like the Edinburgh Tram Network, the West Midlands Metro System and the upcoming MetroWest expansion Rail Professional
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manufacturing exports comprise only around ten per cent of total revenues (though this does not comprise the whole industry). This is much lower than the UK automotive (60 per cent) or aerospace (70 per cent) industries. By way of comparison, the French and German rail industries enjoy higher export levels of approximately 20 per cent and 50 per cent respectively. Increasing exports represents one of the major challenges for the UK rail industry. The UK rail industry now has a wellestablished and widely known long term technology strategy (the Rail Technical Strategy), and Network Rail has its own Network Rail Technical Strategy. Similar strategies exist or are under development by Transport for London for London Underground. This is seen as an exemplar by other overseas railways and provides a valuable degree of clarity on long term technology priorities, which is an essential prerequisite for investment, innovation, and strategic alignment across the industry. The aforementioned technical strategy has also enabled the UK supply market to focus on bigger schemes like HS2, London Underground extensions, Barking Riverside extension, Welsh rail development and refurbishment, and Yetminster railway line extension. Collaboration The UK rail supply chain has in the past often been referred to as being poor at encouraging collaboration between different tiers, especially at SME level. Anecdotal evidence from several sources (references below) suggest a ‘lack of trust’ culture and adversarial relationships, with procurement approaches not designed to encourage innovation. SMEs can face particular challenges within supply chains due to their size and complexity, especially on the
With Brexit looming and all the uncertainty it brings with it, there is importance being stressed upon incountry manufacturing, innovation, promoting STEM background, and commercial awareness. An extensive study is being undertaken by the UK Government to analyse the impact on customs, taxes, imports and, exports too
infrastructure side, but less so with rolling stock. Concerns raised in consultations include access to funding for SMEs (including prompt payment), protection of IPR, and the attitude of primes especially to collaboration and openness for innovation. Most have been highlighted previously. For new entrants there may be a lack of knowledge of the industry landscape, in terms of identifying potential customers for their product or service and identifying drivers and needs of potential customers. This leads to the problem of too many ‘solutions seeking problems’. With reducing budgetary support and increasing fuel prices with limitations to raise fares due to social obligations, it is essential railways think outside of the box to make their systems more efficient, right-size the organisation, critically examine procurement, manufacturing and maintenance practices to do away with redundant procedures. Appreciating the volume and value of purchases, it is necessary to have a relook at the supply chain system of railways and use the latest concepts in supply chain management to reduce wasteful expenditure and give it a lean and mean look. With Brexit looming and all the uncertainty it brings with it, there is importance being stressed upon in-country manufacturing, innovation, promoting STEM background, and commercial awareness. An extensive study is being undertaken by the UK Government to analyse the impact on customs, taxes, imports and, exports too. Certain EU laws are likely to continue to be relevant to the railways regardless of Brexit. Indeed, we may see future EU laws continuing to be adopted in the UK even after Brexit. The change in regulations from EU to BS though is a tricky affair and involves going over certain hurdles, so the hope is to negotiate some of the products/rail accessories with a global compliance standard, in order to keep on producing a high-quality railway system. Improving diversity is also important for the future. The rail sector has been looking to broaden the diversity of its workforce and initiatives include Women in Rail, a support group created to improve diversity in the UK rail industry through providing networking opportunities and support for all women within the sector, encourage undertakings and stakeholders to adopt diversity as a business strategy and devising initiatives aimed at positioning rail as an attractive career choice for young people. It is a business and leadership model and a cutting-edge technology that looks at factors other than just price, such as quality and expertise, while selecting vendors. This concept is presently being successfully utilised in the construction industry. The procurement system of railways has been codified and bound by rules and it will be very difficult to change the system completely. There have been plans to digitise the
Anecdotal evidence from several sources suggest a ‘lack of trust’ culture and adversarial relationships, with procurement approaches not designed to encourage innovation railway in line with countries like Japan and South Korea whose governments have invested substantial revenue into railway modernisation. The UK supply chain situation can play a critical part in this context and presents the right amount of potential and talent to stand independently, even after Brexit. The technology in conjunction with efficient procurement can prove to be a winning combination, thus optimising time performance, avoid delays and build a better and advanced UK rail system. With the world moving towards high-speed trains, and the UK already making global news with HS2, now is the right time for the country’s rail supply chain to willingly contribute and make a difference noticeable to the entire world. Modernisation and passion for development can make it happen, and UK rail has all the right ingredients ready for implementation post-Brexit as well as before then if necessary. Sid Grover is the Engineering and Development Manager in the environment, health and safety (EHS) team at environmental and engineering consultancy RSK.
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NORTHERN POWERHOUSE |
Collaborative Vision Tim Wood, the Director of Northern Powerhouse Rail talks to us about his hopes and ambitions for the biggest single rail investment programme in the North of England since the Industrial Revolution
orthern Powerhouse Rail is an economic programme. It will allow far greater capacity, connectivity and speed across the North – particularly East to West. We also want to ensure it is integrated with HS2 because HS2 will give us that connectivity North and South. ‘There is a real group realisation now that we just have to change in the way we operate as a society. Generation X is much less reliant on possessions and status and this includes ownership of cars. When people buy a car they are probably only going to use them for three or four per cent of its life. These are the kind of stats that are coming out from Uber, so there is a major opportunity for modal shift towards public transport – but we need to make sure it is a seamless experience for people. ‘With rail we can move a large amount of people across the North of England and feed the big businesses that are coming up here – but we can also feed tourism and social interaction – keeping families and loved ones closer together. ‘There is a real misconception about some of these major new rail programmes where people think they are all about speed. In fact, they are more about releasing capacity – enabling slow and fast services to operate efficiently without getting in the way of each other. ‘For us, in the North at the moment, the average passenger train travels at about 46 mph, a freight train travels at 15 mph, and we want to open that network to enable trains that need to, to be able to operate at 125 mph between the key city regions – Manchester, Liverpool, Leeds, Newcastle, Sheffield and Hull and Manchester International Airport – and the other key economic centres. ‘And what we really want is to invest in renewable energy, in environmentally friendly ways of travelling, particularly electric trains. ‘We also looking at new technologies such as hydrogen power and pioneering this technology here in the North. We are looking at taking hydrogen trains onto the Windermere Line, the only piece of electrification that has been cancelled here in the North. What better place to put in a hydrogen train than into a clear-air
National Park? ‘But, it is not only the new technologies we need, it is also the basics. The man or the woman on the street? They want a seat on the train. They want Wi-Fi they can depend on. They want the train to leave and arrive on time at its destination. ‘As Andrew Haines says, it’s really important that all of us in the industry ensure that we put the passenger or customer first – and that includes our customers who operate freight services. ‘Some people suggest we really don’t need new railway lines, we just need to upgrade the existing ones. But anyone who studies the issue in detail knows this is a long way from the truth. ‘The fact is the West and East Coast lines are full – and we are not really able to send
any more trains up and down these routes. We have to open the arteries of the North, and that’s why we are calling for a brand new line between Liverpool and Manchester via Warrington– and a brand new line from Leeds to Manchester via Bradford. ‘So’ says Tim, ‘the big challenge now is securing the resources. Every time I speak, my main message is that it is all about being prepared. We know that we are going to need 20,000 people to deliver Northern Powerhouse Rail. This will include everyone, from software engineers, right the way through to the people who are operating the machinery and bringing in far more mechanisation than we have ever seen on the railway before to deliver this programme at speed. ‘I think it is really important that the
NORTHERN POWERHOUSE |
North prepares itself for this. We need to fully utilise the great colleges and universities that we have up here and ensure that the required skill base is fully trained up as needed. To ensure that happens, we are working to clearly communicate to industry and the supply chain what the development programme is for Northern Powerhouse Rail so they can plan around it. ‘The key to success for this Programme will be effective collaboration. A simple word perhaps, collaboration, but a vitally important one. Right now, on the Northern Powerhouse Rail Programme, we have large groups of specialists already working closely together. Our Core Team is working cheek by jowl with Network Rail, with HS2, with the DfT and with a raft of specialist consultants. At the centre of all this, and vitally important, is the ‘Guiding Mind’ approach that keeps everyone on the same page. ‘This Guiding Mind looks at the rail infrastructure and enhancements with an holistic view – so what we are not doing, is falling over each other – we are doing the job right, we’re doing it first time, and we’re delivering it safely. ‘We really want to drive that efficiency in the railway. We believe, the industry believes, that 25 per cent savings could be achieved with this approach. When you have such a large potential pot of work such as this in the North you have the chance to really drive those output-based efficiencies through long term contracts where you derisk them to an extent by spending more money in the ground prior to a contract starting. ‘You have to really understand what the issues are, and how you can deal with them. By avoiding the sort of stop/start scenarios we have seen in the past, you retain the efficiency, you retain the skill base – and you control the costs. We simply can’t continue as an industry with a boom-bust situation. ‘We’re just starting now a new Control Period and already we are starting to see companies laying people off, and yet we have just started. We should be bringing all this work together and understanding how it can be delivered in a systematic way so the workforce is actually being built up ready to start in the mid 2020’s on Northern Powerhouse Rail. We, in effect are Control Periods seven, eight, nine and ten. ‘Is the message being heard? Is it being understood? I think it is. And yes, it is understood – particularly down in Whitehall where it is clear that we won’t get to the money if we don’t have the skills. We don’t want wage inflation; we don’t want stagnation and loss of impetus – that’s why I have called on Andrew Haines and Mark Thurston making clear that we need to work together as that Guiding Mind so that we can deliver what is needed.’ Is Tim excited about the future? ‘Yes, I am. It comes down to what we are going to leave as a legacy to the eight year olds of today. My son is 18 years old, just
finished his A-levels, really starting out in life – these are the young people who will be the beneficiaries of this. This does put a responsibility on us – and, of course, as taxpayers, we will be paying for it so we need to see value for money and a programme of work that is delivered on time and to an agreed budget and which will truly interface with High Speed 2, with the Trans-Pennine Route Upgrade and also with the rest of a rail network system. ‘This is what will foster modal shift. At the moment only 1.7 per cent of people in the North use the train – 85 per cent use fossil fuel vehicles. To succeed, we have to provide a public transport offering that is truly world-class.’ Does Tim think there is a public appetite for doing this? ‘I think it is starting to emerge. I think we need to see the new trains appearing now on the network through Northern and Trans-Pennine, and we need to see a real Vision coming together with everyone asking how fast can we deliver Northern Powerhouse Rail and the associated programme of work of Transport for the North.’ So what of cost? And cost management? ‘We are now leading towards a single option network for Northern Powerhouse Rail during 2020 and a refreshed Strategic Outline Business Case before the end of that year. The Programme remains on programme and on budget. We do not see any changes to that.’ Tim says this is a private sector approach coming into a public sector environment, and adds: ‘We want to make some quite fundamental changes to the way we design and deliver rail schemes. We are constantly working as an A Team to deliver for our customers – the people of the North. The leaders I have spoken to are fully supportive of the way we want to move forward because they can see a new vision coming through in the railways – but we need to ensure we are working hand-in-glove with Network Rail and HS2. We are all in this together. ‘Without NPR, I think the North would be in the back seat and it would remain so for decades to come because, big business will not come here as we won’t be able to move the amount of people we need to for the jobs to be accessed.’ Tim says things are moving forward. ‘We’ve seen Talk Talk coming up, we’ve seen the development of Media City and the BBC growing on site, and we’ve seen Channel 4 coming up. A lot of business down in London will be saying: ‘Why wouldn’t I relocate to the North’. It presents real commercial opportunities. And it’s a great place to live. You have two seaboards – you have access to Europe and America. That’s why we’re seeing more cranes today in Manchester than we do in London, and why Manchester Airport flies to more destinations than Heathrow.’ So what about those people who are some distance away from the NPR network?
How will they benefit? ‘Well here’ says Tim, ‘we are talking about releasing capacity across the network – we will quite simply be able to get more freight trains and more passenger trains down those lines and that release of capacity will tie in with NPR development. For example, I live in Lancaster, I will catch a train down to Manchester or to Warrington and I will jump on an NPR service and I will be across into Hull, for example, an hour earlier than I would be without it.’ ‘Think of it like this’ says Tim, ‘If you think of the UK being like a plane with its economy powered by its engines, the engine that powers the south east is running at close to full throttle, the one that powers the North is effectively just ticking over – it needs to be spooled up – and Northern Powerhouse Rail and other Transport investment programmes will provide the fuel to do that.’ What’s the prize? ‘£100 billion extra GVA by 2050 and 850,000 more full time jobs than business as usual by the same date.’ So, the big question? Can we afford it? Is Government listening? ‘They are absolutely listening’ he says, ‘they have our Strategic Outline Business Case and out of that we got £52 million worth of funding which is exactly what we asked for this year and, when we go into the Spending Review we will be asking for realistic funding as we go forward over the next years and decades. ‘We are working from an evidence base that is strong with all our members in the North bringing in their own evidence to support it, and they understand the outputs and how the benefits will be driven by the network. ‘Genuinely, I have been surprised and delighted by the way in which people have latched onto Northern Powerhouse Rail and what we are trying to achieve. Very recently newspapers from across the North came out and supported our journey – it just speaks volumes for what we are about. ‘People are taking the message back to their boardrooms and we are already letting substantial contracts and this is strengthening the team and our evidence base and there will be much more to come. ‘This progress is further evidenced by the fact that we will shortly be moving into our dedicated collaborative office where we will work side by side within our own Programme Office for the co-clients and Delivery Partners.’ Northern Powerhouse Rail is undoubtedly starting to capture the imagination of many. The Programme’s support continues to grow and the North’s leaders have shown real determination to deliver it with a strong and effective single voice. Tim Wood, Director of Northern Powerhouse Rail, was speaking to Simon Shrouder, Rail Stakeholder Manager at Transport for the North Rail Professional
Tel. 01159 225218 firstname.lastname@example.org www.lineside.co.uk
Specialist Civil Engineering Services
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Innovative changes in Coventry As Coventry prepares for two high-profile events, we look at the part the Government’s Local Growth Fund has played in financing two important infrastructure projects
oventry is enjoying a renaissance right now on various fronts. The city is counting down to being UK City of Culture in 2021 and the following year the area is hosting two events as part of the Commonwealth Games in Birmingham when netball takes place at the Ricoh Arena and lawn bowls is played in Royal Leamington Spa. All this means the area needs to be more connected than ever before from a transport perspective as thousands and thousands of people arrive to enjoy these events. As part of these national and international occasions, the Government’s Local Growth Fund has played a key role in providing finance towards two ambitious transport projects. The Coventry Station Masterplan is an £82 million project to renovate the fastest growing station outside London while the prototype of the Very Light Rail vehicle will be built ahead of 2021. The Local Growth Fund was established by the Government to give Local Enterprise Partnerships the autonomy to make decisions over projects which would boost the economy, create jobs and support jobs in their local area. The funding for these projects from the Coventry and Warwickshire Local Enterprise Partnership (CWLEP) is part of the overall £131 million Local Growth Fund package for Coventry and Warwickshire. Through the CWLEP, £27.5 million funding has been secured from the Government’s Local Growth Fund for Coventry Station where the work will be ready for 2021. The Masterplan is already starting to take shape to build the newlook gateway for the millions of passengers who arrive in Coventry at the Grade II listed building every year by train thanks to contractors Buckingham Group Contracting, who have been awarded the first two contracts. This segment of the funding is going towards constructing a new footbridge and canopies along with the structural completion of the access tunnel under Warwick Road, a new station entrance and
creating a 633-space multistorey car-park which will provide an additional 300 spaces at the site. There will also be a new taxi rank and boulevard ready for 2021. The scheme involves Coventry City Council working in partnership with Network Rail, Virgin Trains and other rail operators, Transport for West Midlands, Friargate Coventry LLP and other stakeholders. Another major transport change for visitors and businesses travelling around Coventry in the near future will be the Very Light Rail system which is being driven by Coventry City Council. The rail-based vehicle has been designed by engineers at WMG, University of Warwick, working alongside Stratford-based Transport Design International. The vehicle
for up to 50 passengers will be electricpowered and has been designed with the view to being autonomous in the future. The Government’s Local Growth Fund has contributed £2.46 million towards phase one of the research and design of the prototype and £12.2 million has been secured from the West Midlands Combined Authority (WMCA) Devolution Deal to undertake the research and development required to prove the VLR concept. The WMCA has also allocated specialist resource from Transport for West Midlands to provide technical support, advice and guidance to the project team as the scheme develops. The light and highly portable track system will run between Coventry Station and University Hospital Rail Professional
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Rail workshops have long used the WALLRail workshops have long used the WALL-MAN® MAN® and LIFTMAN™ pneumatically powered and LIFTMAN™ powered platforms whichpneumatically are well-accepted as standard platforms which are well-accepted as standard practice for accessing carriages and wagons at practicefor forprep. accessing carriages and wagons at height and painting. height forsometimes prep. and painting. A feature requested is a platform A feature sometimes requested is a platform to carry two persons for when more than to carry two fortowhen than two two hands arepersons required carrymore out the task. hands are required to carry out the task. We have now introduced the WALL-MAN®We are now introducing the WALL-MAN® XL which XL which will lift two people up to 6.0 m will liftground two people upthan to 6.0adequate m abovefor ground above – more rail – more than adequate for rail applications. applications. Readers wishing to know more are invited to contact us below but briefly these units areentirely entirelyair-operated air-operatedand andmeet meetall all are international standards and regulations for 30 years of experience personnel lifting. The 25 of serving the rail sector is offered to help solve your working-at-height procedures, solve your working-at-height procedures, safely and efficiently, with less operator strain, quicker job turnaround and a better paintfinish. finish. paint WhilstWALL-MAN® WALL-MAN®isisusually usuallyaafixed fixed Whilst installation inside a paint booth; the system can also be erected in an open work area for prep.applications applicationsusing usingpurpose purposedesigned designed prep. steelwork.LIFTMAN™ LIFTMAN™isisaafree-standing, free-standing, steelwork. steerable platform which allows work areas to be kept free of obstructions. Operators canmove moveeasily easilyfrom fromlocation locationto tolocation location can withouthaving havingto toreturn returnto tofloor floorlevel. level. without Working height at shoulder is approx. 4.5m.
You can always rely on Kee Systems We have been providing the rail sector with handrailing, trackside barriers, steps and ramp railings for over 70 years. Barrier and handrailing systems constructed from fittings are proven to provide a more durable, versatile and cost effective alternative to fabricated systems.
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Coventry and Warwickshire via the city centre. Jonathan Browning, Chair of the CWLEP, said: ‘This is a very exciting time for Coventry and Warwickshire as we showcase the area to a national and global audience during UK City of Culture in 2021 and the 2022 Commonwealth Games in Birmingham. This means we need to have a transport infrastructure in place to welcome visitors which is befitting of holding these high-profile events and highlights the innovation we see from Coventry and Warwickshire businesses on a daily basis. ‘The Local Growth Fund has given the CWLEP the opportunity to help to fund two projects which will ensure we leave visitors with a favourable impression of Coventry and Warwickshire as well as a legacy for people who work and live in the area.’ Local Growth Fund Local Enterprise Partnerships are playing a vital role in driving forward economic growth across the country, helping to build a country that works for everyone. That’s why by 2021 Government will have invested over £12 billion through the Local Growth Fund, allowing LEPs to use their local knowledge
to get all areas of the country firing on all cylinders. Some additional key facts: • There are 38 LEPs covering the whole of England • The Government has awarded £9.1 billion in three rounds of Growth Deals to local areas to drive economic growth • LEPs are investing in a wide range of projects including transport, skills, business support, broadband, innovation and flood defences. Midlands Engine The Government is committed to making the Midlands an Engine for Growth in the UK, increasing economic growth and improving the quality of life for everyone. The Midlands is home to over ten million people and over 780,000 businesses. Its economy is worth £217.7 billion. So far the government has awarded £1.9 billion in three rounds of Growth Deals across the Midlands. About Buckingham Group With a company history spanning over 63 years, Buckingham Group Contracting is a major multi-disciplinary contractor with a
turnover approaching £500 million. They are an established Principal Contractor providing a range of fully integrated, versatile and flexible services to Public and Private Sector Clients throughout the UK & Ireland. Operating from our Head Office, near Silverstone, and regional offices in London, Birmingham, Manchester, Warrington and Doncaster our services include: • Rail Stations including new build and refurbishment • Railways and rail engineering • Multistorey and at-grade Car Parks • Major Infrastructure works for development sites • Highways, bridges and structures • High quality Building projects, (Offices, distribution warehousing and manufacturing facilities) to BREEAM Excellent • Sports stadia and leisure facilities • The delivery of complex site remediation projects • Demolition and deconstruction projects. Tel: 01926 418 000 Email: firstname.lastname@example.org Website: www.cwlep.com Rail Professional
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Custom Modulift beams lift steam locomotive Specialist lifting engineering company Modulift was recently engaged by Swanage Railway to assist with a project to safely lift an old steam locomotive
he Southern Railway U Class 31806 needed to be lifted free of its wheels in a workshop to allow replacement of the main bearings that had become worn over time. The 1926 train, a showpiece at the Dorsetbased tourist attraction, is 40 feet long, and 12.6 feet high; its working weight with a full boiler and tender (or coal-car) is 100t. Jordan Sibley, Mechanical Design Engineer at Modulift, said: â€˜There were no ideal points for the 20t capacity jacks to lift from directly, so we chose to bridge the buffers with a lifting beam. The sloped bases of the jacks prevented them from getting close to the loco. Further, the jaws of the jack were significantly off the ground, which prevented us from sitting a beam directly on top of them as the height would be too great to fit under the buffers.â€™ The 3.5 metre long beams offered a 2.8
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metre operating span and weighed 585kg each. They were single part weldments, so no assembly was required. The end plates, with an inverted L-shape, allowed the beam to sit upon the locomotive jacks in a dropped position. This ensured that the beam could still get underneath the buffers when the jacks were in their lowest position, while offering enough stroke to lift the locomotive to the required height for access underneath. Graham Froud, Workshop Manager at Swanage Railway, said: ‘This is the first time this locomotive, which we brought into the workshop on a low-loader, has been lifted this way; all other lifts would have been done from above. The loco will do approx. 10,000 miles a year. It can run for 28 days at a time, at which point it would be due a boiler exam. It is also able to undertake mainline work all over the country, if and when required. There are only a small number of locos that can do this. Modulift’s management of the whole project was first rate from start to finish.’ Modulift design, manufacture and supply fully certified custom lifting beams, frames and attachments with working load limits from 100kg to 5000t. Tel: 01202 233844 Email: Kerry@modulift.com Visit: www.modulift.com
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The art of designing rail staff uniforms Customers on the TransPennine Express (TPE) and South Western Railway (SWR) this Summer will be among the first to see the new staff uniforms, which have been over two years in development
he long timescale demonstrates the importance of creating a uniform that colleagues are proud to wear and that reflects the high standards of customer service delivered by both companies. Following the launch of the new GWR uniforms in 2016, Jermyn Street Design won the contracts to supply both South Western Railway and TPE. Both of these new ranges went through the same extensive consultation process to ensure buy-in from employees and unions. Both companies took the decision to
refresh their uniforms to express their new brand identities and reflect the investment in trains and services being delivered by each company. Having seen what Jermyn Street Design created for GWR and how they had enjoyed a successful working relationship together, they both approached the company to design new ranges for their teams. JSD understands the importance of keeping colleagues engaged and involved in the uniform redesign process, right up to launch date. Both companies involved key stakeholders from the moment JSD
presented the first designs. Staff and union representatives were consulted at every stage of the process, giving feedback on both design and function of the items in the new ranges. David Bolton, Customer Experience Project Manager for TPE agrees that it was important to give colleagues lots of opportunities to give feedback. He says: â€˜We thoroughly tested each item in the new range, which not only gave us practical feedback on how well they performed over a period of time but also enabled us to gain
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buy-in from colleagues across a wide range of roles.’ Sizing roadshows were held in order to ensure everyone was provided with the correct size. For those who were not a standard size, JSD made some alterations. One of the key aims of the new uniform was to reduce the previously long lead times for new uniform items. JSD worked closely with both rail companies to develop a distribution system that worked for each one individually. For TPE, the uniforms have been delivered in batches to each hub station, making things more efficient. This process has reduced the lead times for new starters to within 48 hours of the order being placed. SWR employees received their uniforms individually in a phased approach. Siobahn Neligan, Customer Experience Business Partner for South Western Railway says: ‘This has helped enormously with colleague engagement as it has become a topic of conversation
as everyone has received their individual boxes.’ Both uniforms have brand new items for the first time, such as a specially designed coat, the new option of a dress for TPE staff and employees at SWR now have the option of gilets for both men and women. Most employees have the freedom to mix and match from almost 30 items in the range to suit their job role, work environment and for their own personal comfort or selfexpression. Both TOCs agree that it was important to work with an expert in designing uniforms for passenger transport companies. Siobahn comments: ‘The team at JSD couldn’t have been more helpful. They were responsive and professional, and their experience definitely made the project go smoothly.’ David agrees: ‘We knew we were in safe hands because of their previous experience. We also benefitted from having our own account manager based locally who made sure everything stayed on track. By involving colleagues from the start, we have created a uniform that they can truly be proud of.’ Tel: 0208 563 5012 Email: ADowdeswell@jsd.co.uk Visit: www.jsd.co.uk
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Industrial chemical cleaners Gard Chemicals is the leading manufacturer of a unique and comprehensive range of industrial chemical cleaners formulated and supplied throughout the rail industry
till a private UK based company, established in 1977 in order to develop, formulate and manufacture cleaning and maintenance chemical products. In working with manufacturers, TOCs and contractors, Gard Chemicals was able to learn and understand what products were used and those currently on offer within the market from other suppliers. The chemical market has a very large spread but there is a limited base of actual formulators and manufacturers which still exist, and Gard Chemicals is a key player within this area. Having the capabilities to develop products for particular applications enables the company to solve customers’ problems swiftly. Historically within the rail industry a large number of hazardous chemicals are used for internal and external cleaning exercises. By way of an example, acid-based cleaners are still in use as a pre-soak before an alkaline wash is used for the external cleaning of vehicle bodies. This is one area/application which Gard Chemicals has innovated by producing a range of pH neutral cleaners which has numerous benefits for both the units and operators. Such traditional chemical cleaners and working practices is one which Gard Chemicals has now challenged head on by developing effective cleaners which are now safer for the user, environment and surfaces which they are to be used upon. Within the range offered, Gard Chemicals now manufactures pH neutral cleaners for exterior and internal cleaning applications and has recently introduced a revolutionary technologically advanced cleaner which replaces acid-based cleaners (oxalic, hydrochloric, citric, phosphoric etc). Periodic deep cleaning exercises on carriages are often treated with a typical acid-based cleaner which is a high risk for operators when removing brake dust, heavy soiling etc. With the new formulations they have developed a solution which is effective and far safer than the above cleaners. The full range formulated and manufactured by Gard Chemicals covers the following areas: • pH neutral cleaners for automatic/manual wash • Hand bash cleaners • Pit road degreasers • Water splitting degreasers • Acid replacement cleaners • Unit internal scents. Rail Professional
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have enabled them to achieve vendor approvals, accreditations and certifications across the rail industry.
These product groups have been developed to be highly effective, improve efficiencies whilst providing a safer environment for everyone involved. Gard Chemicals has already gained numerous industry approvals within TOCs, manufacturers and leasing companies meeting the tough standards required across the rail industry. It is not just the product which is focused on when gaining approvals, all areas within the business are taken into account including – quality, environmental impact, health and safety, security and technical support.
Research and development Gard is very proud of its dedicated research and development department; this has enabled it to formulate and create new products fully dedicated to the rail industry. The knowledge to create or even adapt existing products to suit the needs of an individual customer or prospect sets them aside in the market. Internal and external meetings with raw material suppliers are crucial to ensuring they only formulate and manufacture with sustainable raw materials taking into account all through the process the environment and current legislation. With ever changing regulations throughout the industry it remains imperative that Gard keeps fully up to date in order to support its growing customer base. Gard Chemicals prides itself on using the latest chemical technology to develop bespoke products to meet the exact requirements or to produce products to solve a problem, taking into account environmental regulatory issues and this is a key area of growth for the business. The products produced are subjected to more and more control as time goes by. As well as control of the chemicals, packaging is increasingly becoming subject to environmental legislation. Correct labelling and production of safety sheets are an essential part of the service offered as well as giving advice on other compliance issues.
Focussed supply chains Supplies within the UK are made direct from their UK plant or through the end users third party preferred supplier which is yet another area which the business is focusing on in order to increase the awareness of the range available. The business already has a global reach and has appointed approved distributor partners which are all supported by the team within the UK ensuring that all distributors, have undergone full product, technical and field training by Gard so that they can best assist and advise their customers on the correct product(s) in order to achieve the desired results.
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Operator safe Operator safety is paramount to the company and all products in their range are operator safe when used as per label instructions. Gard Chemicals is registered to OHSAS 18001 Health and Safety Management and operates the Global Harmonised System (GHS) for all labelling and Safety Data Sheets. Environmentally friendly All products are formulated using VOC Free/ Exempt substances wherever possible and as Gard is mindful of current legislation trends these formulations are under constant review to ensure the company remains the supplier of choice. Operating within the Environmental Management Systems under which Gard is ISO 14001 Registered for the Manufacture and Supply of Maintenance Chemicals. All products are formulated to be
environmentally friendly whenever possible and conform to the latest environmental regulations. Accreditations Gard Chemicals has been awarded National and International Accreditations for both Environmental (ISO 14001) and Quality (ISO 9001) Management Systems and Standards, for the manufacture and supply of maintenance chemicals. These accreditations
Technical service On-site technical guidance UK-based research and development Extensive material testing On-site product evaluation.
Gard Chemicals is expanding on its highly knowledgeable and dedicated team which work solely within the rail industry division, the team are experienced in the various areas of chemistry and the differing applications associated with rail industry cleaning and maintenance. Offering a full on-site evaluation service to discuss and assist customers in selecting the product(s) best suited to their own requirements for any location and business. Fully trained technical staff are available to assist in the development of any new products you may need, including the implementation of cost-saving operations within your company. Other services on offer include: • Full on-site evaluation • Implementation of cost savings • Bespoke packages • Product and safety training. Tel: 01924 403550 Email: email@example.com Visit: www.traincleaning.com Rail Professional
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Network Rail contracts reinforce Ballyclare’s standing in the rail sector Ballyclare’s dominant position as a rail sector workwear supplier has been reinforced by holding three Network Rail contracts to its name, illustrating the tremendous range of garments the company offers to its rail industry customers
allyclare has traditionally worked very closely with a variety of rail sector end-users and specialist distributors within the rail sector in order to identify their specific workwear needs. This allowed the company to create a full range of high visibility polycotton, waterproof, flameretardant & Arc garments which not only satisfied Network Rail’s requirements, but which also met the stringent specifications which they demand of their workwear. The range is built to last, and fit for all with a wide size range, multiple leg lengths and specifically designed female fit options that can all be industrially laundered. Operating to the highest standards throughout the design and manufacture processes Ballyclare has created a range which offers maximum comfort, along with improved fit, better performance and greater value for money. Quality is a key characteristic to Ballyclare’s rail workwear, with the waterproof items being a prime example. Every garment is manufactured using the latest materials, allowing it to provide the ultimate in waterproof performance and breathability. The company has also created a strong partnership with W.L. Gore® and Associates who are pioneers in waterproof, windproof and breathable textiles, this allows Ballyclare to offer the very best GORE-TEX® products that provide outstanding protection, even against the worst weather conditions. The company invests considerable energy into sourcing the best fabrics and most innovative technology available, and this is always done with a keen emphasis on using those fabrics and technologies to satisfy the specific needs its rail customers have. ‘No matter what someone’s rail industry role may be, Ballyclare has the rail-compliant garments they need to keep them covered’ explains Roger Foster, Ballyclare’s Sales & Marketing Director. ‘We completely
understand what our customers need, from next-to-skin garments through to combat trousers and hi vis outer garments designed for dangerous applications and hazardous trackside environments, we can provide whatever is needed.’ The depth of Ballyclare’s understanding of rail customer requirements will also be perfectly illustrated by its game-changing product development coming soon. Furthering its partnership with W.L. Gore® and Associates Ballyclare has developed a brand-new range of Arc waterproof multihazard protective clothing using GORE® PYRAD® fabrics. This revolutionary fabric and design technology not only provide protection to the highest levels but its lightweight and flexible properties are more akin to outdoor leisure wear making it many times more comfortable and wearable
than traditional heavy, awkward protective clothing. Ballyclare’s new innovative, multihazard protection wear will be the only range of high visibility GORE® PYRAD® fabric garments that are fully waterproof and breathable, flame retardant, antistatic and which offer electric arc and welding protection, but which also meet the Railway Industry Standard, RIS-3279TOM. As Ballyclare’s customers have come to expect, rather than simply meeting current protective clothing safety standards, Ballyclare workwear frequently exceeds them, offering the best solution available to their customers. Tel: 0844 493 2808 Email: firstname.lastname@example.org Visit: ballyclarelimited.com
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Celebrating excellence at the Rail Business Awards Entries are now open for the 22nd Rail Business Awards, which will be presented at a glittering gala evening in central London on 20 February 2020
ith 18 categories up for grabs this year, as well as our flagship award for Rail Business of the Year, we are on the hunt to find and recognise the best of the UK rail sector. Open to a wide mix of people and organisations, from operators and engineers to suppliers and consultants, the Rail Business Awards provides a valuable opportunity to celebrate the industryâ€™s successes and pay tribute to all the hard work that goes on across the rail sector, day in, day out. The first dedicated awards programme to recognise and celebrate business achievements in the UKâ€™s rail sector following privatisation, the Rail Business Awards has become firmly established as a highlight of the industry calendar, which is now hosted by the Railway Gazette Group at DVV Media International. Two decades on, the spirit of the event and the challenge of the competition remain as strong as ever, as the rail sector continues to innovate, to respond to the demands of its customers and to learn difficult lessons in order to deliver improvements. All across the country, highly skilled professionals are working collaboratively to develop and operate a safe and efficient railway, harnessing advances in technology and investing to create the railway of the future. With awards for operations, engineering, technology and communications, as well as individual categories to mark personal achievements, the Rail Business Awards seeks to acknowledge excellence in all aspects of the UK rail sector, and this has been reflected in the diversity of past award winners. Over the past two decades, more than one hundred organisations have collected well over 300 awards, with new companies entering for the first time every year. Past winners include train operators and their owning groups, manufacturers and suppliers, infrastructure contractors and local authorities, as well as a host of supporting businesses. But who will walk away with the prizes next year? The various awards are refreshed from Rail Professional
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time to time, with new categories introduced to reflect changing priorities and others ‘rested’ for a while. This year entries are being invited for 18 individual awards, as well as the prestigious accolade of Rail Business of the Year which will be awarded by our independent judging panel on the basis of results in the other categories. Amongst the innovations this year is an award for Diversity in Rail, which is intended to recognise efforts to improve gender balance, diversity and inclusion within the UK rail industry. Judges will be looking for an individual or company that has demonstrated commitment to improving gender balance by actively supporting the employment and career
development of women in the rail sector, along with positive action to encourage applications from under-represented groups and a strong personal or corporate commitment to inclusive working practices. One of the most hotly contested of the individual awards is Young Professional of the Year, supported by the Institution of Railway Operators. Open to anyone under 35, this is designed to acknowledge the ‘rising stars’ who will go on to become the industry leaders of the future. There are also awards for Rail Team of the Year, Industry Leader and Lifetime Achievement, as well as the all-important award for Education & Training Excellence. In the field of operations, the award for
Rail Freight & Logistics Excellence has been broadened to reflect the growing importance of multimodal supply chains, and the role that rail freight can play in supporting economic activity. Train Operator of the Year is open to both passenger and freight operators who can demonstrate business excellence and outstanding customer service, while there are separate awards for Customer Service Excellence, Safety & Security Excellence and Marketing & Communications Excellence. Engineering and technology underpin the rail sector, and this is reflected in a variety of awards. Both of our awards for Infrastructure Project Excellence and Rolling Stock Excellence include a specific focus on accessibility, be that at stations or on trains. Our recently launched award for Asset Management & Maintenance Excellence returns for 2020, emphasising the importance of managing both infrastructure and rolling stock as efficiently and cost-effectively as possible. And with the ‘climate emergency’ making headlines on a regular basis, the topic of Sustainability & Environmental Excellence is becoming increasingly important across the whole rail sector. Technical expertise and support services are also essential, as reflected by the awards for Digital Technology Excellence and Supplier & Contractor Excellence. This year the award for Innovation of Year is being expanded to cover innovations in technology, products, systems or services; the judges will be looking for companies with an effective environment to encourage innovation and support development through to application. So, who is in the running? The short answer is everyone, but if you don’t enter, you won’t have a chance. Entries are open until 27 September, and the judges will be announcing the shortlists at the end of November. But you’ll still have to wait until next February to find out who the winners are, and who will be highly commended. Now is your chance; time to get those entries in! And save the date in your diary, as the Rail Business Awards is a great night out. As well as celebrating the best of the best, it’s a valuable opportunity for networking with colleagues and building contacts across the rail industry. Why not get your company to book a table? For full details of the criteria for each category, to submit an entry or to book a table at the awards, visit www. railbusinessawards.com , which provides more details of the Rail Business Awards and the many industry-leading companies among our sponsors. Further information about the Railway Gazette Group is available at www.railwaygazette.com Don’t miss out – enter today! Tel: 020 8652 5200 Email: email@example.com Visit: www.railbusinessawards.com Rail Professional
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Improving our railways with innovation Like a lot of the industry, Topdrill is eagerly awaiting the start of CP6 to see what exciting projects it will get to work on to help improve the country’s extensive railway network
s part of Topdrill’s continual improvement, it is examining its fleet and capabilities to ensure they are fit for purpose for the year ahead. The company loves research and development and has a passion for identifying problems and then building and testing practical solutions. In years gone past, Topdrill has innovated its much imitated LLAMR® borehole rig and the B.A.T.S® (HAVS free Ballast Sampler). The lightweight and versatile LLAMR® enables teams to drill boreholes on slopes and in difficult to reach areas without the need for possessions. This saves NWR and their PCs time and money whilst not compromising on safety or quality. The B.A.T.S® is a one hundred per cent HAVS free solution and means that the
operatives are no longer holding onto jackhammers or standing on trolleys. This is transported to site on a hand trolley reducing the need for any On Track Plant. It is also manoeuvrable so you can drill holes in the 10-ft and cess. A bonus for everyone! But not all inventions are physical, Topdrill has also developed its Teamwork and Culture board. The company has found this to be instrumental to building and maintaining a culture of high performing proactive heroes. If you like the Topdrill system, MD Chris Pow is available to give webinars/talks on the system and its benefits (07917116922). Tel: 01908 321925 Email: firstname.lastname@example.org Visit: www.topdrill.co.uk
DRIVING THE TEAM AND BUILDING THE CULTURE PERFORMANCE
OUTSTANDING SPORTS BUTTON
ENGAGED. PROACTIVE PROBLEM SOLVER. DYNAMIC TEAM PLAYER. CONSTANTLY IMPROVING THEMSELVES, COMPANY SYSTEMS & PRODUCTS.
NOT ENGAGED. WORKING TO TODAYS STANDARDS. TEAMWORK - HAPPY TO FOLLOW. ACCEPTS RESPONSIBILITY BUT NOT ACTING TO FIX PROBLEMS. JUST MEETS EXPECTATIONS.
ACTS EVERYDAY TO MOVE THEMSELVES & THE COMPANY FORWARD. MAKES SACRIFICES. CELEBRATES OTHER PEOPLES SUCCESSES. SELF MANAGES. = REWARDS.
THINK THEY ARE CONTENT. WISH THEY HAD MORE BUT NOT WILLING TO SACRIFICE. THINKS THE GRASS IS GREENER ELSEWHERE. NEEDS TO BE MANAGED.
DISENGAGED. AVOIDS RESPONSIBILITY. APPORTIONS BLAME. TAKES THE EASY WAY OUT. NOT COMMUNICATING.
SELFISH. ANGRY/ AGGRESSIVE. JEALOUS OF WHAT OTHERS HAVE. NEEDS TO BE MICRO-MANAGED. EITHER LEAVES OR RELEASED BY COMPANY.
COMPLETE TRANSPORT REFURBISHMENT
Diamond Seating refurbish the interiors of Britains rolling stock, anywhere in the country
eating is just one of the services we undertake as part of your refurbishment project. We offer a complete (turnkey) service, doing all the tasks that will complete a refit or overhaul of your rolling stock, including professional cleaning and powder-coating.
Our project managers can organise essential external work, such as full resprays, decal work or brand livery. Seats are taken away to be re-covered at our depot, brought back and fitted. Other work can be done off-site or on-site. Diamond Seatingâ€™s work is guaranteed and conforms to current Railway Group Standards. For more information about the services we can offer your business, please visit our website, call or email us as below.
telephone: 0114 257 0909 | www.diamondseating.co.uk | email@example.com unit 3, butterthwaite lane, ecclesfield, sheffield, s35 9wa Rail Professional
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Manufacturer bares all in new addition to resource library A leading manufacturer of construction products is sharing its business ‘secrets’ to help ensure organisations benefit from the very best service
lite Precast Concrete is now one of the biggest suppliers of its kind to the UK rail industry – providing interlocking blocks and rockfall barriers that offer a costeffective solution for a variety of projects including embankment retention, landslip repairs and refuge construction. The business has won a reputation for combining best value with the highest levels of customer care. Now it has produced a ‘20 Questions’-
style guide that spells out how the business operates, why it’s very different to other manufacturers and how it can claim to be both ‘the cheapest AND the best’. The ‘Why Choose Us’ document is the latest addition to a growing online resource library which offers, entirely free of charge, a wide selection of useful safety and technical documents relating to the industry as a whole. Available via www.eliteprecast.co.uk, it reveals information about the background of
the business, the benefits of its wide-ranging products, typical lead times and details of its approach to customer service. There are also facts about the company’s guarantees and accreditations, its commitment to health, safety and sustainability and its delivery service. Owen Batham, Sales and Marketing Director of Elite Precast, said: ‘We’ve grown quickly as a business and one of the biggest reasons for that is because we’re very different to traditional manufacturers.
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‘We focus on providing unrivalled levels of customer service – but we’re also the best price option every time. It’s by no means a typical approach for a manufacturing business, but it’s a dynamic and innovative method that very much sets us apart. ‘So, I thought it would be a good idea to produce a document that explains how we work and, most importantly, the benefits of that to our customers.’ The resource library provides the kind of general information, advice and guidance
vital to any business looking into precast concrete products. Mr Batham added: ‘We have a lot of general technical information on our website, a large part of it for consulting engineers looking into specification for particular projects. ‘ A lot of manufacturers seem reluctant to publish these type of details, but we’re entirely open and transparent. Anyone can read the documents, copy them, download them, whatever they want – there’s no intellectual property rights because we have no secrets.’
factories in Telford, Shropshire. The business supplies a huge range of ‘semi-dry’ and ‘wet-cast’ products to every sector of UK industry. Customers range from private individuals and small start-ups to major international businesses. The company has grown by between ten and 15 per cent every year since it was first established in 2008 and its most recent turnover figure was than £12.5 million.
About Elite Precast Elite Precast Concrete is a wholesale manufacturer that operates from two
Tel: 01952 588885 Email: firstname.lastname@example.org Visit: www.eliteprecast.co.uk
WEDGE GROUP GALVANIZING Your Galvanizing Partner
RISQS approved, Wedge Group Galvanizing is the UK’s largest galvanizing organisation. With 14 plants across the UK we oﬀer a national service, processing steel from a 1.5mm washer to 29m beam. Our plants are designed and equipped to set industry-leading standards for sustainability and low environmental impact. E: email@example.com T: 01902 600704 www.wedgegalv.co.uk
Head Oﬃce: Staﬀord Street, Willenhall, West Midlands, WV13 1RZ
Transforming the Rail Sectorâ€™s Supply Chain
Fencing and Barriers
www.tvsscs.com Rail Professional
Tools and Consumables
Chemicals, Lubricants and Adhesives
Personal Protection Equipment (PPE)
+44 (0)1257 265531
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Cannon Technologies: a plan for all seasons When well managed and maintained, the rail network is a powerful national asset and a cornerstone of British prosperity
ith over €5.5 billion (£4.9 billion) worth of maintenance investment over the last five years, it’s the backbone of the country’s infrastructure. Never has there been a greater demand from passengers and freight. With this comes a need for reliable and time-sensitive information. The high standard of product delivery currently enjoyed by passengers and freight clients owes much to the technological infrastructure development which has grown quickly, if a tad sporadically over the past two decades. Ambitious targets dictate an organic approach to IT, fluid enough to adapt to changing demands. The sheer scale of hardware installation can create a raft of issues alongside the challenges involved in indoor and outdoor hardware positioning and maintenance. Cannon Technologies has over 40
years of solid experience in supplying networks across the globe with the best advice possible on secure and innovative indoor and outdoor 19 inch cabinets, enclosures and datacentres. The Research and Development Team are constantly improving these robust and totally dependable all-climate installations which ensure hardware is kept safe, secure, and reliable within the environment it was designed for. Cannon Technologies provides a solution for every situation. It can offer a bespoke consultancy for every Communication Network (GSM-R, FTTX, BTS-R etc.), Station Information or Security Systems (SISS) concern. The unique secure multipoint locking door system with corrosion resistant designs providing more than 25 years guarantee and peace of mind for all environmental conditions. These wall, floor, LOC base, gantry,
platform base mounted cabinets and enclosures are used in station rooms, car parks, trackside applications for housing and protecting active communications, UPS, DVR and sensitive electronic equipment. The intelligent remote access lock systems on all cabinets offer yet another layer of high-level security. Cable entry can be from the base, sides, or roof offering maximum flexibility for copper or fibre cable management. Nineteen-inch mounting posts come as standard with, of course the option for substitution where required with options such as backplates to mount non-nineteeninch equipment. GRP/Polycarbonate solutions offered by some competitors offer a satisfactory solution to outdoor containment, however Cannon Technologies’ corrosion resistant material, treated with UV stable paint also offers better protection against solar degradation, graffiti and helps to ensure
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secure protection from opportunistic theft or vandalism. With Cannon Technologies’ attention to detail it’s no surprise that the latest cabinets offer many crucial facilities as standard. All cabinets and enclosures come with an IP55 rating as standard with the option to upgrade where required to IP65/66. Each product can, incorporate an internal chamber complete with EMC, thermal management climate control system. Cannon Technologies has even incorporated
a remote control and monitoring facility with access to; remote unlocking/locking and reconfigurable thermal management for when conditions must be just so. Installations to date include, Waterloo, Birmingham New Street, Bromsgrove, East Coast Mainline, Crossrail, TfL and the West Coast Mainline. Cannon Technologies really has this sector covered and is tireless in its work to accommodate the ever-changing world of intelligent, secure, safe, reliable equipment
containment. Each installation is unique and it’s important to maintain a tangible link with the client. That’s why Cannon Technologies is always happy to share thoughts and experience to supply and fit each project to exact specifications. It’s this customer-focussed attitude which encourages a strong working relationship and demonstrates that the most important thing; even in the midst of state-of-the-art tech, it’s the personal touch which Cannon Technologies provides. Tel: 01425 632600 Email: firstname.lastname@example.org. Visit: www.cannontech.co.uk
STANDING OUT FROM THE CROWD VolkerRail is one of the UK’s leading multidisciplinary railway infrastructure contractors. Our capabilities range from the construction of urban mass transit and high speed rail systems to the re-establishment of disused railways. We are also specialists in track renewals and maintenance, signalling, electrification, high and low voltage power distribution and line side civil engineering schemes. We aim to stand out from the crowd in everything we do by exceeding expectations.
Reliable in Harsh Environments Stäubli Electrical Connectors (formerly Multi-Contact) is specialized in providing electrical connectors that meet the demands of harsh environment. We are offering innovative product solutions for increasing your productivity. Modular Power Connector MPC The compact and modular system has been designed to carry out the connections between several functions of the electrical traction chain on a rolling stock as well as the power connection between the cars. The Modular CombiTac System CombiTac allows customized combinations of different contact types for countless applications. The new rackable version CT-HE is particularly suited for slide-in systems and fulfills the railway standards for operating temperature, shock, vibration and fire protection. www.staubli.com/electrical
Staubli is a trademark of Stäubli International AG, registered in Switzerland and other countries. © Stäubli 2019 | Photocredits: Shutterstock, Stäubli
We have large stocks available, all at unbeatable prices.
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The power of industry-leading network resilience Resilience is the ability to anticipate, absorb and adapt to the kinds of challenges and changes that can destabilise people, organisations or communities
s new rolling stock enters service across the UKâ€™s rail networks there is increased demand for more energyhungry trains running at increased frequency. This demand, alongside additional customer conveniences like air conditioning, longer trains, and more frequent services, is placing pressure on existing electrical infrastructure. A resilient electricity network is crucial to your rail operation. The UK has had its fair share of bad weather, perhaps more so in recent times due to climate change. Unpredictable weather conditions can increase the risk of power outages. Depending on the extent and severity of the power outage, its impact can range from the inconvenience of a minor train delay to unrecoverable commercial and reputational damage.
Beyond the effects of extreme weather, energy supply is also susceptible to disruptions due to network instability caused by insufficient governance and management of the risks and mitigations for the network. Power tripping disrupts continuity and negatively impacts a rail infrastructure operatorâ€™s reputation and performance. Given the dependency of rail operations on the reliability and resilience of power systems, the need to identify ways of mitigating the risks of power disruption or failure cannot be overemphasised. Power disruptions to rail operations can lead to serious financial implications. Delays to rail services can result in fines from the Office of Rail and Road, reparations owed to train operator companies who have had to issue customer refunds, and reputational damage which can impact on future business.
Investing in innovative solutions and exploring new ways to optimise existing electrical infrastructure and assets could help safeguard rail infrastructure operators against the practical and financial risks associated with power instability. It is crucial that your strategic energy infrastructure partner adopts an innovative approach to projects in order to minimise risk, future proof solutions, and deliver a resilient system. The challenge UK Power Networks Services set at the beginning of the High Speed 1 project was to incorporate a wholeof-life approach to the design, operation and maintenance of the power systems. This approach enabled scenarios for the power systems to be tested, allowing design reviews of the original specifications. Testing and improving the design, specification and quality led to reduced
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maintenance, inspections and servicing once the power systems were commissioned. This has led to a more resilient system with fewer component failures, replacements and renewals. For High Speed 1’s power assets, the result has been a considerable costsaving whilst still providing network availability over 99.99 per cent for ten years continuously, and an outstanding safety performance of eight years without a Lost Time Injury. This has made a significant contribution to the success of High Speed 1’s reputation as the most reliable railway in Europe. Stringent quality asset stewardship standards and processes are necessary to ensure the integrity, performance,
reliability and management of the electricity infrastructure. As a business accredited with the global standard for asset management (ISO 55001), clients trust that UK Power Networks Services conduct this work to the highest quality in line with industry-leading practice. UK Power Networks Services’ expert high voltage engineers undertake routine and reactive maintenance of its clients’ electrical distribution networks across the UK to ensure robust resilience. The company is responsible for ensuring that the networks of some of the UK’s most crucial infrastructure, such as railways, airports, defence facilities, and nuclear sites, are safely operated, maintained and fit for purpose.
Trusting an experienced industry expert to ensure the reliability your electrical rail infrastructure assets enables you to concentrate on your core business and deliver a great experience for travellers who expect their train to depart on time. Whether it’s looking after an established network or advising on a new network, UK Power Networks Services’ expertise will deliver crucial reliability and resilience for your electrical infrastructure. Email: email@example.com Visit: ukpowernetworksservices.co.uk
Adomast Manufacturing Ltd have been manufacturing and supplying a wide range of specialist construc�on & civil engineering chemicals to the industry for over 10 years. We are constantly progressing our range by upda�ng our old technology and focusing on an increasingly environmentally conscious industry without any compromise on quality or performance. All our products are available from stock in our warehouse - which has over 24,000 square feet in floor space, enabling us to deliver to the contractors, construc�on sites and our customer base the very next day with no fuss or delays.
01226 707863 | firstname.lastname@example.org | www.adomast.co.uk
Construction Chemicals for a Changing World Rail Professional
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Delivering dust suppression solutions within the rail industry APPS Rail is establishing itself within the rail industry for its fully managed dust suppression solutions
y doing so, APPS Rail has achieved a partnership and preferred supplier status with Colas Rail, the leading provider of rail infrastructure services. With the successful delivery of dust suppression solutions on a number of contracts with Colas Rail, APPS Rail were asked to offer an alternative solution to the APPS Track Side PIRA (TSP) for plain line operations, without compromising on suppressing the ballast dust. After collaborating with Richard
Flanagan â€“ Programme Manager Infrastructure of Colas Rail â€“ and understanding his requirements for the forthcoming Worcester Foregate contract, the Plain Line Nozzle System was designed and developed. The Plain Line Nozzle System utilises minimal space and will cover up to 500 metres in one single run, the operation unit comes complete with control panels, power supply and Airborne 10RT absorption technology. The unit can be located in sidings, level crossing and can also be split to
run in either direction. Airborne 10RT absorption technology is introduced into the atmosphere via stainless steel nozzles that are located on extension poles and will run down the length of track, positioned in three and five metre intervals. The nozzles can be located on either side of the track to suit the operation. Once the nozzles are in situ they can be programmed to run in conjunction with the ballast drop to help save on water and to avoid having nozzles running unnecessarily. >>>
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by being diesel free and using solar and battery technologies, which has been widely announced as the game changer by achieving a 97 per cent diesel-free operation. The results are being viewed as a significant achievement that marks an environmental milestone towards clean, carbon-free off-grid working, in support of Network Rail’s target to reduce non-traction energy consumption by almost 20 per cent and carbon emissions by 25 per cent by 2024. The bi-energy TSP’s were quickly modified by the design and build engineering team to house a battery pack. The units were strategically located on the track throughout the operation to introduce the Airborne 10RT technology into the atmosphere to help reduce and absorb the atmospheric dust particulate that was being generated from the ballast drops. Joint venture APPS Rail has identified the requirements for dust suppression are increasing within the rail industry and to ensure they are going to be fulfilled has entered into a joint venture with Joint Rail Projects (JRP) to help become more efficient and effective by employing faster working methods. JRP provides Safety Critical/Labour Services to the rail industry headed by a very experienced Senior Management Team with over 45 years railway experience. JRP is a dedicated provider of contingent labour and safety critical staff to the rail industry. The company’s ambition is to work with key clients within the rail sector in order to maintain and enhance rail infrastructure with optimum efficiency and safety at all times.
Perfect combination The Plain Line Nozzle System and TSP are complementary to each other whilst the Plain Line Nozzle System is ideal for the longer track runs. The TSP can be perfectly placed on the platforms and relocated very quickly. Nozzle delivery Each stainless-steel nozzle is balanced to deliver five litres of water per hour in 40-micron droplets. The Nozzles have been designed to dispense 2.8 million droplets per litre with a total delivery of 14 million droplets per nozzle per hour per five litres, once infused with Airborne10RT, the nonselective absorption technology will in theory offer a combined absorption capacity of up to 70 billion atmospheric pollutants, depending on particulate size. Airborne10RT absorption technology is a sophisticated blend of surfactants that when introduced into the flow of water and atomised through an APPS UK system Rail Professional
alters the effective area or interface of the water droplet in the order of up to 500,000 per cent, making the water droplet highly absorbent. Airborne 10RT has been designed to absorb total suspended particulate matter (TSPM) when introduced into the atmosphere via an APPS Track Side PIRA (TSP) or an Airborne 10RT nozzle dust suppression system. These systems have been specifically designed and manufactured to ensure that the correct micron size and volumes are delivered into the atmosphere, allowing enough retention time for the hydrophilic and hydrophobic tails within the Airborne 10RT to help remove the total suspended particulate matter. 97 per cent diesel-free operation APPS Rail was asked be part of the major rail renewal project at Llanwern, South Wales. This was a fantastic opportunity to work with Network Rail and Colas Rail on what was deemed to be a ‘site of the future’,
Tel: 01480 458 888 Email: email@example.com Visit: www.apps-group.com
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Hot-dip galvanizing Designers and contractors responsible for the delivery of long-term rail projects are placing increasing focus on durability and sustainability
ontinuing growth in passenger demand has reinforced the need to ensure work to upgrade large sections of the UK network will stand the test of time. And the requirement to deliver ever more efficient, effective and commercially viable improvements has prompted a surge in the specification of a process that generates significant long-term benefits. Hot-dip galvanizing is a highly effective corrosion prevention treatment that creates long-lasting protection for any type of steelwork. The versatile process, in which raw material is immersed in a bath of molten
zinc, produces an easy-to-clean surface that will typically last more than 60 years. And by reducing the expense, down-time and inconvenience of repeated maintenance, it’s a procedure that has a substantial impact on whole-life costs. Hot-dip galvanizing actually delivers durable, three-way protection for steelwork – whether it’s used in major infrastructure initiatives or smaller-scale projects including safety fencing, signage and access equipment. The coating created by the zinc weathers at an extremely low rate, but it also results in greater resistance to mechanical damage than any other finishing process. Treated
steel corrodes preferentially to provide cathodic (sacrificial) protection to small areas exposed during handling, storage, transport or construction, while scratches are also sealed by weathering products from the zinc. In larger areas of damage, the sacrificial protection prevents the sideways creep of rust which can undermine paint coatings. The process accelerates construction time by providing steel that’s ready to use – with no additional site surface preparation, painting, touch-up or inspection necessary. Tight controls, defined by a British Standard, ensure coating weights are
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regular, predictable and simply specified. While the practicality of the process ensures every part of a steel surface is coated – including awkward corners and narrow gaps which would be impossible to protect in any other way. Importantly in today’s environmentally conscious society, hot-dip galvanizing is hugely sustainable too. Not only does the process extend the lifespan of steel by protecting against rust and corrosion for decades, it’s also extremely energy-efficient throughout its production and lifecycle. Rail Professional
It uses resources considerately to ensure a relatively low environmental burden, while finished steel can easily be recycled with steel scrap, re-galvanized, removed and reused elsewhere. Wedge Group Galvanizing has links with many large contractors and specifiers across the rail sector from 14 plants nationwide. The company has worked with Lundy Projects for more than a decade – playing a key role in on Network Rail initiatives including the modernisation of the Great Western Mainline.
It treated 200 tonnes of steelwork used in a £25 million project to transform Edinburgh’s Haymarket Station and worked with Crossrail on the refurbishment programme at Liverpool Street. Past projects also include a multi-million pound development on the Midland Metro line, the refurbishment of an iconic railway Bridge between Hull and Barnsley and treatment of steel used to create a complex double-flight passenger staircase at a busy London tube station. Wedge hosts regular open days to showcase the true value of the process to rail professionals – providing inspectors, buyers and other core personnel with a chance to see how it works, learn how galvanizing fits in with CE Marking and receive best practice advice. It is an approved audited supplier for the Railway Industry Supplier Qualification Scheme – a fact that assures rail companies of high-quality galvanizing backed by excellent customer service. Perhaps it’s no surprise after all that the Group has such a growing list of rail sector clients – demonstrating the burgeoning popularity of galvanizing in a highly competitive industry keen to deliver a network fit for the future. Tel: 01902 601944 Email: firstname.lastname@example.org Web: www.wedge-galv.co.uk
Here today, next week, next year, next decade,
next 60 years.
Bradgate Bonded-Panel stainless steel modules are fully approved for 60-year low maintenance life trackside and built to Network Rail specification 21030. Bradgate Fully Welded single or multiple room modules/ containers designed to accommodate LV and MV Switchgear, UPS and batteries.
Call our dedicated team on 01509 508678 for further information or visit www.bradgate.co.uk
Built to specification made to last Built to specification made to last Rail Professional
PUSHING THE BOUNDARIES OF PERFORMANCE High Quality, High Performance High Visibility Clothing Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of railway signalling and telecommunication systems for the UK and Ireland railway infrastructure.
Crafted for the Rail Industry
Our core services cover technical advice, consultancy services, feasibility studies and concept, outline (AiP) and detailed design (AfC) of both signalling and telecommunication systems. We can provide all Signal Sighting activities and signalling risk assessments, including SORA and Suitable and Sufficient Risk Assessments for Level Crossings. We also provide EMC and E&B studies to complement our core services. We very much look forward to working with you.
Tel: +44 (0)1933 279909 Email: email@example.com LEOWORKWEAR.COM
^New! Marisco Performance Waterproof Anorak
INVICTUS SECURITY SOLUTIONS LTD
Invictus Security Solutions Ltd are fully supported by their technical knowledge, subject matter expertise and intelligence gathering network. From strategic advice to practical, on-the-ground services, they provide integrated security solutions to meet all their clients’ security risk management challenges. They help clients to: • • • • •
Create strategies, policies and solutions to protect assets and reduce the likelihood of losses from operational risks Develop crisis and resilience plans to reduce the impact of an event to acceptable levels and safeguard reputations in times of crisis Review , audit and benchmark existing arrangements to identify gaps or misaligned resources Provide security services and training to help implement and manage security from the local to global level Provide immediate assistance to help clients respond to crisis events
Invictus Security Solutions consulting solutions are delivered to the very best practices and standards. Their consultants have extensive experience in both security and the rail industries. Backgrounds include the military, police, business consultancy, security services and intelligence. They work closely with the in-house risk consultants, investigators and a vast network of partners on the ground. Invictus Security Solutions services include: • • • • • •
Security Consultancy Security Audits/ Surveys (Land and Maritime) Surveillance/ Counter Surveillance planning and Operating Technical Surveillance/ Intelligence gathering / Vehicle and asset tracking 24 Hour CCTV monitoring 24 hour Manned Guarding
Tel: 01270 875393 Email firstname.lastname@example.org Website www.invictussecuritysolutions.co.uk
BUSINESS PROFILE |
Technology-driven innovation: not just for the high-tech When people talk about ‘innovation’, they are usually referring to new or improved technology
ithin the rail industry, the innovation buzzword is artificial intelligence (AI); where innovation meets automation, and quite possibly the beginning of a beautiful friendship. In a few short years, AI has gone from futuristic vision to near capability. A quick scan of rail’s most innovative companies shows the new world of work in the sector is already being influenced by AI, used to decrease the failure rate and enhance the reliability of trains, tracks, and signals, for example. There is no doubt at all that companies that act now and harness AI to help them innovate, will gain a competitive advantage. For companies that do not compete in the high-tech sector, however, the development and deployment of technology is also a critical success factor. Here the role of technology is largely in operations, including the maintenance of the UK’s rail networks. For these companies (the vast majority), technology is completely embedded in how people work and improvements in technology applications can be a significant source of potential improvements in efficiency, productivity and safety. For example, rail construction and maintenance companies now have the opportunity to benefit from modular, flat-packed walk-in weatherproof on-site secure storage vaults that can be quickly
transported and easily be set up anywhere on site, without the need for resource intensive logistics. This flat-packed design means that overheads do not need to be isolated when transporting the storage unit, which prevents delay minutes, requirements for possessions, stoppages in work and
associated costs. Also, these flat-pack containers can be strategically placed in focal positions to reduce delay minutes and walking distance when a variety of items are required on site, ensuring project managers have total control of the transportation process to optimise logistics and best fit in with the eternal schedule. Rail Professional
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The Armorgard Forma-Stor, which is part of a range of depot and trackside secure storage solutions for tools and equipment, hazardous substances and material handling solutions for the rail industry, is a good example of how the innovation activities of low-tech companies are influenced, to a large extent, by their ability to successfully discover, evaluate, adopt and integrate external customer knowledge into their knowledge base, i.e. finding different and better ways to solve customer problems. ‘Technology plays a huge role in innovation for the majority of businesses today, but new technology is sometimes prioritised over the real goals behind using it’ said Matt Partridge, Head of Product Development at Armorgard. ‘At least in product development, innovation is defined as creating novel solutions to customer problems. Sometimes technology is required to achieve this, but not always. There are many ways to develop unique solutions to customer pain points without having to go high tech. Innovation can be about simple changes; incremental decisions and refinements that give big results. You can only achieve that by listening to your customers. For example, we know the costly and time-consuming loading and delivery of standard containers for trackside rail projects is a hot topic for rail maintenance project managers, so we introduced the Forma-Stor flat-pack alternative. ‘This year we have also launched the New TuffBank range of toolboxes and tool chests, including the PowerShelf to instantly transform Tuffbank into a secure power source, which is perfect for remote trackside projects. And Instagate, a new innovative crowd control barrier as a quick-to-deploy, lightweight and highly visible barrier system, to help increase site safety when working at stations, for example.’ Rail Professional
With a range of products used by Network Rail and other leading main contractors and sold through a network of distributors, including tool and plant hire outlets and specialist rail equipment suppliers, Armorgard has successfully established a position at the forefront of the market, designing and manufacturing solutions that improve safety, efficiency and productivity for rail construction and maintenance projects. According to Armorgard Managing Director Terry Mitchell, the company’s customer experience driven long-term focus is a by-product of continued investment in R&D in the product life cycle, and also a passion for designing, creating, and marketing new products or existing products with new features. ‘We have grown to become a key player in the specialist equipment sector’ Terry Mitchell said. ‘This success in a very competitive marketplace is a direct result of the company’s practical application of our three core business beliefs to everything we do: innovation, quality and safety. ‘We believe quality and safety should not be sacrificed in the creative process. But of course, design and functionality are what makes a product remarkable, and we are fully invested in leading the customer experience game by clearly understanding the marketplace and, more importantly, the differing needs of the end users, and the challenges they face accessing the best solutions. ‘Technologies don’t have to be cutting edge to make a profound difference. Lowtech inventions, such as Forma-Stor, are changing the way people work. Making life easier for those who use our products is at the core of our design thinking, and we are proud to use the full strength of our R&D capability to set new standards in design and manufacturing.
Making every day railway tasks simple & safe Road to Rail to Site Personnel Carrying | Transporting Small Plant, Welding Equipment & Materials | Welfare Solutions
We provide Road2Rail Vehicles & Trailers to transport people, equipment & materials which: Improves your teams health & safety on track Simplifies your railway tasks Increases your teams performance
The R2R4x4 & R2R Welfare are great pieces of kit, serving their purpose above & beyond Lee Parkinson, Aspin Group
Providing Nationwide Hire | Manufacture | Maintenance of highway based Road2Rail Vehicles & Trailers
Aquarius Railroad Technologies Ltd Providing quality Road2Rail vehicles - Available for hire nationwide Call 01765 635 021 Visit www.aquariusrail.com Email email@example.com
EXCELLENCE IN TRAINING INFRASTRUCTURE TRAINING SERVICES
Infrastructure Training Services (ITS) is a leading rail training and assessment provider and a valued partner for national organisations including Network Rail, London Underground Limited, Docklands Light Rail and Transport for London.
WHAT WE DO
WHY CHOOSE ITS?
We specialise in London Underground, Network Rail and welding safety and skills training
» » » »
“YOUR PEOPLE. OUR PASSION.” LONDON UNDERGROUND
» London Undergound Industry Common Induction (LU-ICI) » Fire Watchperson (FWP) » Basic Track Awareness (BTA) » Individual Working Alone (IWA) » Protecting Workers on Track courses (PWT-EH/TH/Depot, Train Movements & Possession Controller) »Possession Worksite Access Controller (PWAC) » Demarcation » Track Trolley Controller (TTC) » Skills training – various power tools » Site Person in Charge Non-Track » Site Person in Charge Track (SPC) » Emergency First Aid at Work (EFAW) » First Aid at Work (FAW) » Chainsaw with NPTC assessment » Manual Handling » Face fit Testing
» Personal Track Safety Initial (PTS AC/DCCR) » Track Induction (TIC) » Lookout (LKT) » Protection Controller (PC) » Controller of Site Safety (COSS) » Engineering Supervisor (ES) » Level Crossing Attendant (LXA) » Points Operator (PO) » DC Electrified Lines Level A » DC Electrified Lines Level B Strapping St-i » DC Electrified Lines Level B Switching Sw-i » Safe System of Work (SSOW) » Overhead Line Equipment Construction (OLEC 1) » Slinging » Machine/ Crane Controller - initial course » Emergency First Aid (with Electrical Acc) (EFA) » Various small tools on application » CAT Scan RD400 » Ironman
FOR ALL BOOKINGS contact us through:
Out-based training 13 experienced trainers Competitive rates Facilities in London and the Home Counties
WELDING » MMA 1 (Repairs to Plain Rail) » MMA 2 (Resurfacing of Crossings, Normal Grade) » MMA 3 (Resurfacing of Crossings, Austenitic-Manganese) » MMA 4 (Repair of Crossings, All Grades) » MMA 5 (Repair of Switchblades, All Grades) » MMA 7 (Joining of Conductor Rails) » TW1 (SkV-E & F process - all rail profiles) » TW2 (All Rail Profile Grades - Worn Rail Section) » TW3 (SKVL Process - Wide Gap Welds) » TW4 (Bullhead to flatbottom composite) » TW5 (a) (Specialised Processes - Slab Track) » TW5 (c) (Specialised Processes - Head Repair) » FCAW 1 - Repairs and resurfacing of plain rail, all rail grade groups and welding for track circuiting purposes » FCAW 2 - Crossing welding » FCAW 4 - Joining of conductor rail » Assistant Welder - Thermit Weld » Assistant Welder – Railtech » RT1 (Felt Mould System - All Rail Profiles)
This list is not exhaustive. Some refresher courses, including a number of those above, can be delivered at our customers’ premises subject to feasibility.
T: 0208 733 8888 E: firstname.lastname@example.org
A member of The CCS Group Plc
BUSINESS PROFILE |
Keeping passengers moving during station refurbishment Layher installed a temporary footbridge to help passenger movement during refurbishment work being undertaken at Abergavenny station in Wales
he project, which represents the first use of the Layher system by Cardiff-based contractor Atlantic Scaffold, provides passenger access between platforms and features a design that has fulfilled a number of key objectives. Atlantic Scaffold Operations Director, James Davies explains: ‘The temporary pedestrian bridge facility replaces the existing Grade II-listed structure at the station which is undergoing extensive repairs to its stairs and bridge deck as part of a wider development programme at the site’ he says. ‘Clearly it is vital that passengers
can still gain access between platforms which pointed us towards the use of the Layher system with its light weight, ease of handling and minimal number of components, all key operational and safety benefits. Significantly, the station’s location has seen the bridge installed to a greater height than would normally be the case with a rail structure of this type.’ James Davies explains that the temporary bridge deck has been positioned some eight metres above the rails. ‘This is far more than is required for trains to pass safely underneath but meets the need for drivers to maintain a clear view of the
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signalling system at Abergavenny. ‘The contours are such that the maintenance of an uninterrupted, clear line of sight needs to be specifically addressed, with the design of the Layher temporary bridging system proving to be the ideal means of achieving this important objective.’ A 16 metre span now connects the two Layher stair systems each of which features five staircases and a series of landings to provide safe access across the rail lines between the two platforms – at a station that acts as vital main line hub between Cardiff and The Midlands. Non-slip GRP surfaces and temporary
lighting are used throughout while the bridge deck itself is flanked by the company’s Protect screening panels. ‘This meets an important safety requirement with the track passing directly below’ adds James Davies. Importantly, Atlantic Scaffold – who were appointed by main contractor, Centregreat Rail working for Network Rail – was able to keep possession times to a minimum during the installation of the temporary bridge. ‘We fully assembled the bridge deck at our Cardiff premises and then transported it to site for installation during just one overnight possession’ continues James Davies. He explains that the two stair systems had already been erected – to half height during daytime periods with the upper lifts added during limited overnight closures – with the overall installation taking no more than two weeks. ‘This is an excellent example of our temporary bridging system bringing clear benefits to an important rail application and we are delighted to have been able to contribute to the project’ says Sean Pike, Layher’s UK Managing Director. ‘It is also important to note that this is Atlantic Scaffold’s first use of our systems and we are very happy that we are able to add an important name in South Wales to the list of
customers who are now benefitting from our designs’ he concludes. Tel: 01462 475100 Email: email@example.com Visit: www.layher.co.uk
RAISING STANDARDS RAILWAY LIFTING JACKS
With 40 years’ experience in heavy duty lifting solutions, TotalKare combines world class products with industry leading support to facilitate effective maintenance and repair, keeping you on track for success.
CALL 0121 585 2724 VISIT WWW.TOTALKARE.CO.UK
As a leading provider of intermodal and bulk freight haulage, Freightliner operates services across the entire UK rail network offering a complete logistics package, ensuring satisfaction from port to door. Setting new standards of reliability and flexibility, Freightliner continues to invest in locomotive technology, wagons and terminal infrastructure, to provide the quality of service our customers expect.
Freightliner Group Ltd
Freightliner Group Ltd
+44 (0) 207 200 3974
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 youâ€™ve got a key post to fill, Rail Professional is the magazine read by the professionals â€“ 59 per cent of readers are managers or board-level executives. Posts can alse be advertised on our website - www.railpro.co.uk
Call 01268 711811 or email firstname.lastname@example.org
THE BUSINESS RESOURCE FOR RAIL
Porterbrook strategic hire boosts digital services expertise Porterbrook, the rolling stock asset management company, has appointed Stephanie Klecha as Head of Digital Services. Stephanie will be responsible for developing Porterbrook’s digital services capability, helping customers and the wider industry use data analytics to drive improvements in train services and reliability. GB Railfreight appoint new Head of Market Development Carl Kent, GB Railfreight’s (GBRf) Head of Strategy and Innovation has been appointed Head of Market Development and assumed his new role and responsibilities on 17 June 2019.
More people news at www.railpro.co.uk
Transport for Wales appoint new Non-Executive Director Transport for Wales have appointed Alun Bowen as Non-Executive Director and Chair of their Audit and Risk Committee. An experienced finance professional, Alun has 37 years’ experience working for global accounting firm KPMG. His work has taken him throughout the world, with roles in Cardiff, London, Sydney, Hong Kong and Kazakhstan.
Former Home Office Director appointed as British Transport Police Authority Chief Executive Hugh Ind has been appointed the new Chief Executive of the British Transport Police Authority (BTPA). Hugh was previously Director General at the Cabinet Office where he was leading work on the Government’s apprenticeship strategy. Hugh has worked in the civil service for 27 years.
Specialists in Track & Lineside Civils
• Design - Permanent Way & Civil Plain Line & S&C, IRJ’s, HB’s, REB’s, LOC’s, Structures, Signalling (P-Way & Civil).Plain Line & S&C, IRJ’s, HB’s, REB’s, LOC’s, Structures, Signalling (P-Way & Civil). • Permanent Way - Installations Plain Line & S&C Renewals, SO53 Inspections, IRJ’s / Hollow Bearers / Sleepers Installations, Stressing & HandBack.
• Engineering CRE Appointments, Points Conversion Surveys, CRT Management, Track Monitoring, Remote Temperature Monitoring. (Inc. IRJ & HS Recoveries) • UTX & RRAP Installation Installation, Hand-back, CRT Coordination, Management & Track Monitoring.
• General Civils Installation LOC/PSP/REB & Structural Bases, Retaining Walls, Minor Earthworks, Barriers & Fencing, Installation Access, Platforms, Station Ramps & Equipment Platforms, Trough Route Works, Drainage Installations and De-Veg & Clearance. UTX & URX Installs and Level Crossing Upgrades (inc. OD Technology)
KGJ Price Rail Limited was formed in 2016 as a Permanent Way and Lineside Civils Contractor, born out of the long established KGJ Price (Railway Contractors) Limited Company with the vision of becoming a National, Tier 1 Contractor, serving Network Rail direct as well as Prestigious Blue Chip (Principal Contractors) including SIEMENS Rail Automation Limited, ALSTOM & AMEY Rail Limited. KGJ Price Rail Limited are an innovative forward-thinking Specialist Railway Contractor offering a ‘one-stop-solution’ comprising multi-disciplinary services to the UK Rail Industry. Servicing a broad range of sectors including; National Rail Infrastructure, Industrial & Commercial Train Operators (Inc. Train Operating Companies - TOCs), Heritage Infrastructure, Passenger Transport Executives (PTEs), Narrow Gauge Railways and Privately Operated Sidings and Site Based Infrastructure – Processing, Manufacturing & Other. Our expert team provides a wide range of Professional On and Off-Track Management Services which extend across a multitude of disciplines aligned to current Network Rail Standards.
SCUNTHORPE OFFICE Suite 4e, Queensway Business Centre, Dunlop Way, Scunthorpe DN16 3RN Tel: +44 (0)1724 858125 EMAIL email@example.com WEBSITE www.kgjprice.co.uk
The power of industry-leading network resilience For High Speed 1â€™s power assets, the result has been network availability over 99.99% for 10 years continuously, delivering a reliable travelling experience for passengers.
ukpowernetworksservices.co.uk Rail Professional
RAIL PROFESSIONAL JULY 2019 ISSUE