MARCH 2015 ISSUE 210 ÂŁ3.95
THE BUSINESS MAGAZINE FOR RAIL
ÂŁ3 billion railway
Matthew Crosse, former project director for the East Coast re-franchising programme on setting new standards Mind the gap New strategy for PTI
Customer Service Are we facing a steeper challenge?
Ticketing A prime target for money laundering
Page 2 March 2015
Welcome march 2014 Issue 200 £3.95 MARCH 2015 ISSUE 210 £3.95
THE BUSINESS MAGAZINE FOR RAIL
THE BUSINESS MAGAZINE FOR RAIL
A man for all countries Global transport designer Paul Priestman on stations, high speed, increasing capacity and how the industry should advertise itself
Plus... Will BIM fail in the rail industry? How smart technology is powering rail’s digital revolution Is HS2 welcome in Yorkshire? Rail’s challenges now that Ofcom has given the go ahead for superfast satellite broadband
£3 billion railway
Matthew Crosse, former project director for the East Coast re-franchising programme on setting new standards Mind the gap
Customer Service Are we facing a steeper challenge?
New strategy for PTI
Ticketing A prime target for money laundering
RSSB on strengthening rail’s defences against extreme weather Should we forget the driver? How technology is changing the face of our networks
PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Tel : 01268 711811 EDITORIAL EDITOR LORNA SLADE firstname.lastname@example.org ASSISTANT EDITOR DAVE SONGER email@example.com DISPLAY ADVERTISING CHRISTIAN WILES firstname.lastname@example.org STEVE FRYER email@example.com ANDREA HAKWINS firstname.lastname@example.org RECRUITMENT ADVERTISING DEAN SALISBURY email@example.com SUBSCRIPTIONS LISA ETHERINGTON firstname.lastname@example.org ADMINISTRATION CHERIE NUGENT 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.
tuck behind the ticket barriers and unable to get out of Liverpool Street tube because a certain Toc’s tickets weren’t working once again, I tried to find a member of staff to let me through. When I did eventually spot him he was attending to other more pressing situations. Eventually, freed up to move into the railway station I wondered if everyone in need of advice or assistance will form an orderly queue in the future, when all the ticket offices are closed. I doubt it. Even if there are to be more staff in ticket halls and on platforms, chasing around after them in the rush hour will not be easy for anyone, let alone a disabled or elderly person, or a tourist with suitcases. Given that I hear much talk at senior levels that rail needs to be more passengercentric, I think it needs to be borne in mind that most passengers aren’t tech-savvy fitness fanatics. When Nick Clegg backtracked he lost all credibility so I don’t understand how Boris Johnson is clearly getting away with it. Figures published for last month’s TfL board meeting showed the number of assaults on tube staff have increased by nearly 50 per cent in the past five years, ‘despite a significant cut in the number of customer-facing employees since 2009’. I would have thought because of that, frankly. Regardless of which party the opinion has come from, the logic of Labour’s London Assembly Transport spokesperson Val Shawcross is unassailable, that further cuts would leave staff even more vulnerable and ‘dangerously isolated’ at many stations. Predictably on the same day, TfL put out a release quoting an international report that names LU and DLR as among the fastest improving metros in the world. That’s great, but I remain to be convinced about fewer staff and closed ticket offices. I think it’s a bad decision. A very bad one. Good to see the start of the new East Anglia franchise competition. The announcement was a bit wordy; all the guidance to potential bidders needed to say was ‘Pretty much everything Abellio Greater Anglia didn’t do successfully’. It was fascinating to meet with Matthew Crosse, who led the project to refranchise East Coast, and Rail Professional is privileged to be the first publication he has spoken to about the experience.
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March 2015 Page 3
ISSUE 210 • MARCH 2015
Latest Which? train satisfaction survey; transport industry near top of smoking table; Railtex speaker programme takes shape; Competition and Markets Authority examines scope for greater rail competition; rail apps need to improve says watchdog; Rail Minister signals changes on new line; campaigners welcome Borders conversion; extra £30 million for Sheffield City Region; Steps into Work programme a success; Twitter’s ‘most hated’ revealed; Bedlam unearthed
The industry needs to be consistent, clear and non-punitive in cases where passengers have made an innocent ticketing mistake, says Anthony Smith
Perception is all
Value for money is in the eye of the beholder, says Toby Ashong, and the retail world may have something to teach us
Laying down the law
Chris Price looks at the practical steps Toc’s should have in place to ensure compliance with disability regulations
Delivering the goods
Scotland needs policies and infrastructure investment that recognise freight challenges, says Chris MacRae, and the FTA has told the Scottish Parliament just that
Take the risk
Is the industry really taking fatigue management seriously enough, asks Philip Hoare. It’s time to pull together on this, he says
Women in Rail
Jodi Savage celebrates International Women’s Day by discussing the women in rail who inspire her
IRO news and diary
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Latest news and events from the Institution of Railway Operators
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The early OPRAF models spawned some exciting entrepreneurial operators, but they weren’t always sustainable. The market was Interview - page 48 learning. And so were we, as the buyers
Mind the gap
Helen Costello describes the challenge of tackling passenger safety on the platform in the context of an increasingly popular railway, as well as the new industry strategy for PTI
Rail Professional interview
Former project director for the East Coast re-franchising programme, Matthew Crosse, spoke to Lorna Slade about leading on the controversial project; the increased rigour and new innovations at the DfT, and what he thinks of its new Passenger Services directorate
Station refurbishment round-up
A look at some of the highest-profile station refurbishment projects around the UK
Making it ‘do-able’
ITSO’s Steve Wakeland provides an overview of recent developments in ticketing
Driving down the cost of cash crime
Amanda Caton of crime reduction partnership, Banknote Watch, explains what can be done to avoid inadvertently laundering stolen banknotes via rail ticket machines
Just the ticket
Aaron Gowell says forward-thinking rail companies can dramatically improve the customer experience by changing the way tickets are bought and sold
A smart business
Jon Reeve looks at growing the corporate traveller market through smarter procurement
Rail Professional interview
Rail Professional spoke to Jo Causon, CEO of the Institute of Customer Service about giving passengers more influence over the services they use
Wi-Fi takes the right track
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Ian Reynolds asks whether the huge investment in Wi-Fi will be worth that much to the consumer
March 2015 Page 5
ISSUE 210 • MARCH 2015
What price satisfaction?
With travellers becoming increasingly dissatisfied, there is ample opportunity for Toc’s to show they are listening and respond with innovative pricing products, says Dimitris Hiotis
The poor relation no more
Andrew Allen says the government needs to grab the current opportunity to transform rail in the North of England, and suggests we could emulate zonal fare structures in Scandinavia and Germany
Much to progress
Maggie Simpson takes a look at the year ahead for rail freight
Toc Focus: Grand Central
Placed top of the Toc’s with a record-breaking 76 per cent satisfaction score in the recent Which? survey, passengers rate this OAO highly for value for money, cleanliness, punctuality and reliability
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News in brief... Crossrail Breakthrough new exhibition, Breakthrough: Crossrail’s tunnelling story is running to the end of August at the London Transport Museum. Visitors will get a feel for London’s subterranean landscape and the sheer scale of the work being done by experiencing the tunnel environment, learning about the way Crossrail is burrowing under the capital, playing interactive tunnelling games and hearing the first-hand experiences of workers.
Stagecoach sustainable tagecoach Group has launched a new five-year sustainability strategy following a 30 per cent reduction in its carbon intensity since 2007-8. The report, Shared responsibility, shared future, produced in partnership with the Carbon Trust, features investments in greener fuels, building improvements and recycling across the Group’s transport operations in the UK, Europe and US.
A plug for Abellio he first newly-refreshed intercity carriage on the Great Eastern Main Line has entered into service as part of a £12 million investment in improvements. The refreshment covers standard and first class carriages on the full fleet of 118 intercity carriages and includes plug points and controlled emission toilets. The first full set of carriages should be in service at the start of May and the project is due to be completed by the end of the Toc’s franchise in October 2016.
Rail passengers pay the price for delays says Which? The latest Which? train satisfaction survey reveals, ‘yet again’ as it puts it, that commuters are bearing the brunt of poor service, and that rail operators are not doing enough to let delayed passengers know their rights on compensation. For its fourth annual satisfaction survey Which? scored Toc’s based on the responses of more than 7,300 train travellers over the last 12 months. Customer scores were based on overall satisfaction and the likelihood of recommending that train company to a friend. The survey also asked passengers to rate how they felt about factors including reliability, punctuality, value for money and cleanliness. Three in 10 rail passengers (29 per cent) said they had suffered a delay when they last travelled, while three quarters of those held up for more than an hour said they were not told that this meant they qualified for a full refund. Southern worst for delays Southern was the worst for delays with four in 10 (39 per cent) saying they were held up the last time they travelled. In contrast, c2c was the least delayed with around one in ten passengers (14 per cent) reporting a delay on their last journey. Which? found the best operator for letting passengers know their rights on delays was London Overground, which informed four in ten (38 per cent) customers when they were entitled to a full refund on their last journey. That was followed by South West Trains (33 per cent), Southeastern (31 per cent), First Great Western (27 per cent) and lastly Southern, where only two in 10 (19 per cent) of those entitled to claim compensation said they were informed about their rights. Thameslink & Great Northern/First Capital Connect scored the lowest on overall satisfaction with a score of 43 per cent. The six lowest scoring train operators are also some of the biggest, covering commuter networks in the South East network around London. Five of these were also at the bottom of Which?’s table in its survey of last year. Thameslink & Great Northern/First Capital Connect, Southeastern, Southern, South West Trains and Northern all scored low for the cleanliness of their toilets. Top of the table Open Access Operator Grand Central topped Which?’s table with a score of 76 per cent – the highest ever in the history of the survey. However, it found only a third of companies it looked at have improved their place in the table from last year.
Alstom to maintain Sleeper trains he company has been providing maintenance services to the Sleepers for more than a decade and has now been awarded a 15-year service contract worth £92.6 million by Serco to maintain 75 passenger cars in its new Caledonian Sleeper franchise which begins in April. From 2018, Serco will acquire a new fleet which will also be
March 2015 Page 9
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News in brief... maintained by Alstom. The work will be carried out at its Polmadie (Glasgow) and Wembley traincare centres. Alstom recently inaugurated a new bogie overhaul facility at its Longsight traincare centre in Manchester. The 3,600 sq metre site counts 63 new employees and is capable of overhauling 28 sets per week. And GB Railfreight too... B Railfreight (Eurotunnel Group) has signed a £100 million 15-year contract with Serco to provide train drivers and traction for its Caledonian Sleeper franchise. Provision will be made for six night services southbound and six night haulage services northbound per week, from Sunday to Friday, on both the Lowland Sleeper and Highland Sleeper routes. GBRf says this is a significant development that highlights its intentions for growth in the rail market.
Which? executive director Richard Lloyd, said: ‘Long delays and consistently low levels of customer service are driving commuters to distraction. ‘Passengers often have little or no choice as to the rail companies they travel with, so as ticket prices continue to rocket, more must be done to improve customers’ satisfaction and to inform people of their right to a refund as a result of delays.’ Dealing with delays and compensation David Sidebottom, director at watchdog Passenger Focus, said: ‘Passengers have told us that punctuality and how well Toc’s deal with delays are the biggest factors in whether they are satisfied with the overall service. The top issues they raise with us are delays, refund conditions and levels of compensation. ‘This is a problem that needs addressing. When trains are delayed or cancelled, it is important that passengers are made aware of their rights to a refund or compensation. We want Toc’s to do more to inform passengers of their rights, to give fairer compensation and to give that recompense in a form passengers actually want – such as cash or card refund. ‘We want train operators to recognise the impact on passengers’ work and home life of frequent delays of under 30 minutes by offering some recompense. We also think compensation should be calculated in a much fairer way – currently the formula used assumes that people never take any holiday, and work on Christmas Day and Boxing Day – even when trains don’t run.’ The Rail Delivery Group commented: ‘Compensation payments are increasingly generous and easy to apply for and are often made regardless of the cause of a delay. This is why the amount paid out to passengers under the Delay Repay scheme increased by £10 million between 2013 and 2014, despite punctuality improving over that period.’ Trust still an issue The latest Which? Consumer Insight Tracker shows a quarter of people say they trust the rail industry to act in their best interests – a similar figure to the number who say they trust the gas and electricity companies (24 per cent). Populus* on behalf of Which? interviewed a representative sample of 2,088 UK adults online between 16th and 18th January 2015. Data were weighted to be demographically representative of all UK adults. *Populus is a member of the British Polling Council and abides by its rules.
Railtex speaker programme takes shape The formal opening of the exhibition on 12 May will be performed by Network Rail chairman Richard Parry-Jones, who will also deliver a keynote speech as part of the Industry Seminars programme which is open and free to all and runs throughout Railtex. Keynote speaker in this programme on day two of the show will be Terence Watson, UK president of Alstom and co-chairman of the Rail Supply Group. The RSG is leading development of the recently launched government-backed Rail Supply Chain Industrial Strategy aimed at fully exploiting opportunities for suppliers in this growing sector. On the third day of Railtex, keynote speaker at the Industry Seminars will be Tim Shoveller, managing director of the South West Trains-Network Rail Alliance. Industry leaders will also be speaking at the Knowledge Hub, another area at the show where seminars and keynote addresses will take place. They include Richard Price, chief executive at the Office of Rail Regulation, and Jeremy Long, European CEO of MTR Corporation, which was selected last year to run London’s Crossrail services. The Knowledge Hub will additionally be the venue for the Project Updates programme detailing progress on current UK rail schemes, and for The Platform, a series of open discussion forums on topical industry themes. Railtex 2015 will take place from 12 to 14 May in Halls 3 and 3a at the National Exhibition Centre in Birmingham. Visit www.railtex.co.uk
Page 10 March 2015
Transport industry near top of smoking table The transport industry has the fifth highest rate of smoking (24.3 per cent) according to a survey of UK industries carried out by the British Heart Foundation ahead of No Smoking Day on 11th March.
STORY EMBARGOED UNTIL 06.03.2015 The accommodation and food service industry came out worst with almost a third (31 per cent) of workers who smoke – almost three times the level of the education sector (11 per cent) which ranked best. The water and waste management industry ranked second
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CMA examines scope for greater rail competition
The Competition and Markets Authority is undertaking a policy project to examine the scope for increasing competition in passenger rail services in Great Britain, and to see whether this could lead to better value for money and improve service quality. The CMA says that while the current franchising system appears to be working well ‘there is some evidence that competition from open access operators (approved by the ORR) has yielded benefits for passengers and for the industry, but in the current industry framework the scale of this in-market competition is relatively limited.’ The policy project will examine whether the current industry framework can be adapted for the future and will look at the experience of competition within the market in rail services abroad and in the rail freight sector in Great Britain. Although there is no formal legal procedure for the project, the CMA expects to engage with interested parties, including providers and potential providers of passenger rail services (whether as franchisees or as open access operators), passenger groups, industry experts, and government. It expects to produce a report on its interim findings in the summer, which will then be the subject of a public consultation.
Campaigners welcome Borders conversion The Campaign for Borders Rail has welcomed the Scottish government’s redesign of Tweedbank station to accommodate tourist charter trains, in response to its long-running campaign with the Waverley Route Trust. Scottish Transport Minister Keith Brown authorised extension of the platform tracks to cope with fulllength 12-coach charter trains in November 2012. CBR chair Simon Walton said: ‘We’re looking forward to the results of the current Transport Scotland/Scottish Borders Council study of further enhancements at Tweedbank – such as a turntable to turn steam engines. And with the anticipated success of the new ScotRail service we’re keen to see the council mounting a major feasibility study of extending the line southwards – initially to Hawick, which is the town which suffered the most from the loss of the old Waverley route in 1969.’ Page 12 March 2015
Rail Minister signals changes The Minister, Claire Perry MP made history after riding on the first train to be run under a newly commissioned £3.2 million signalling system that will enable a trial passenger train service between Wareham, Corfe Castle and Swanage. Hosted by the volunteer-led Swanage Railway, the trip in a two-coach South West Trains Class 158 diesel unit saw Perry along with Purbeck Community Rail Partnership members, stakeholders and guests travel from Wareham to Corfe Castle and back. Swanage Railway Trust chairman Gavin Johns said: ‘The commissioning of the new signalling system is a major milestone in joining Swanage and Corfe Castle to the national railway network which has been our aim since 1972. It will also enable trial train services to take place in 2016 and 2017. Taking Network Rail and the Swanage Railway four years to design, install and test, the new signalling system sees Network Rail’s signalling control centre at Basingstoke linked to the award-winning Victorian-style signal box at Corfe Castle station. ‘The new signalling system has re-established the traditional style of ‘electric keytoken’ method of working trains introduced to the country’s railways more than 100 years ago, that operated between the Corfe Castle and Worgret Junction signal boxes until the Swanage branch line was closed by British Rail in 1972,’ explained Johns.
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A big step to a fulfilling career An innovative work placement programme that gives young adults with learning disabilities valuable employment skills won praise from Mark Harper, Minister for Disabled People, during a visit to a Remploy branch in Southwark. Steps into Work which is jointly run by Remploy, Transport for London and Barnet & Southgate College, combines placements in TfL’s workplace with classroom-based training, and aims to raise career aspirations. The programme has proved a turning point for student Richard Cowdery, 25, from Sutton, South London, who struggled to find a permanent job after leaving school and felt employers were overlooking him because of his twin disabilities, Asperger syndrome and cerebral palsy. However Steps into Work enabled him to complete confidence-building work placements including one as a customer service assistant at London Underground’s Victoria station. ‘The knowledge I gained and the experience of a placement at such a busy station was amazing and really helped me to grow as an individual,’ said Cowdery. After completing the year-long programme, Cowdery successfully applied for a full-time post as a customer service assistant at Hammersmith Tube station. Now almost nine months into the new job, he said: ‘I’ve always had an interest in railways, particularly timetabling, so I consider myself very lucky to have a job that is also my hobby.’ TfL director of human resources, Tricia Riley, said: ‘Steps into Work concentrates on what students can do rather than dwelling on what they can’t do.’
Passengers keen for new features on rail apps
Twitter’s ‘most hated’ train providers revealed
More features are needed if rail apps are to succeed according to independent transport watchdog Passenger Focus. The research into passengers’ views on future mobile rail apps also discovered that, while passengers are aware of the different rail apps available they find it hard to tell the difference between them, and they believe improvements in look and usability would make rail apps more appealing. Passengers want off-line access as a back-up when there is no network coverage, and to be able to use their smartphone as a ticket, although they were not sure whether this could be done. David Sidebottom, Passenger Focus director, said: ‘Apps are becoming more popular but passengers are not particularly excited about rail apps. The rail industry must continue to make them better and also generate interest by ensuring apps actually make travelling by rail much easier. ‘However, it is also important to remember that not everyone uses smartphones and apps. Traditional ways of providing passengers with information and support from staff must continue alongside new technology.’
Toc’s received more than 280,000 tweets about delays last year according to a new report by Commute London. The report, Twitter Trains of Thought, analysed Twitter interactions with 14 leading railway Twitter feeds using keyword and sentiment analysis algorithms to collate the information. Throughout 2014, there were 1,778,090 tweets directed at the 14 rail providers examined. The most popular feed was First Great Western (@FGW) with 265,201 tweets received closely followed by Virgin Trains (@virgintrains) at 257,254 and Greater Anglia (@greateranglia) with 241,038. Commute London’s data scientists say there were 70,969 tweets directed at the 14 rail feeds using cancellation language, an average of 5,069 per handle including words such as ‘cancel’ ‘replacement’ and ‘bus replacement’. 280,960 tweets directed at Toc’s used delay language including words like ‘delay’ ‘late’ and ‘stuck’. 62,352 tweets captured included overcrowding language such as ‘crowd’ ‘sardine’ and ‘no seat’. Daren Wood, director, Commute London, said: ‘Our analysis shows that the train companies need to make much better use of their Twitter feeds if they wish to keep customers happy by listening and learning from criticism.’
Visit www.passengerfocus.org.uk Page 14 March 2015
Cancellation sentiment tweets Southern Rail @southernrailuk received 12,481 tweets First Great Western @fgw received 9,573 tweets Greater Anglia @greateranglia received 9,314 tweets Delay sentiment tweets First Great Western’s @fgw received 45,100 tweets Greater Anglia’s @greateranglia received 41,120 tweets Southern Rail’s @southernrailuk received 34,645 tweets Commute London is an independent organisation, founded by a team of data scientists with expertise in the rail industry. The team is a subsidiary of DeltaRail, the British signalling company.
12 – 14 MAY 2015 • NEC, BIRMINGHAM, UK 12th INTERNATIONAL EXHIBITION OF RAILWAY EQUIPMENT SYSTEMS & SERVICES
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Bedlam unearthed A Crossrail research project has revealed the names and backgrounds of more than 5,000 Londoners buried in Bedlam burial ground at Liverpool Street, in the City of London. In June last year Crossrail invited 16 volunteers to scour parish records from across the capital to create the first extensive list of people buried at Bedlam in the 16th and 17th Centuries. The resulting database, now published, will inform Crossrail’s archaeological excavation of the eastern entrance of Liverpool Street Crossrail station, which begins in March and will see around 3,000 skeletons excavated. It also sheds light on a tumultuous period of London’s history. According to the research Dr John Lamb (also known as Lam or Lambe), an astrologer and advisor to the First Duke of Buckingham, is among those buried at the site. Lamb was said to have been stoned to death by an angry mob outside a theatre in 1628 following allegations of rape and black magic. Others identified in the research include Sir Ambrose Nicholas, Lord Mayor of London in 1575 and victims of riots by ‘Fanatiques,’ noted in the diaries of Samuel Pepys in January 1661. Plague was the most common listed form of death, followed by infant mortality and consumption. The burial ground was established in 1569 to help parishes cope with overcrowding during outbreaks of plague and other epidemics. To date Crossrail has found more than 10,000 artefacts spanning 55 million years of London’s history across over 40 construction sites and represents the UK’s largest archaeology project.
Extra £30 million for Sheffield City Region Hailed by David Cameron and Nick Clegg as the next step in Sheffield’s ‘devolution journey’ the new money is an extension of the area’s Growth Deal with the government which saw £297 million committed last July. The funding will partly be used to extend the Local Enterprise Partnership’s business investment and support programme, assisting with the creation of 4,400 new jobs in South Yorkshire; partly to build the rail engineering campus in Doncaster and support infrastructure work on the Midland Mainline to cut rail journey times from Sheffield and Chesterfield to London. Page 16 March 2015
Councillor Sir Stephen Houghton CBE, chairman of the Sheffield City Region Combined Authority, said: ‘The deal will need to be approved by government after the General Election in May but we’re confident this investment will be considered important by ministers of any political party as it is based on what our economy needs to grow.’ ‘Work is already underway to maximise our funding and create thousands of new jobs and training opportunities for local people. This additional £30 million funding will accelerate and enhance this crucial work.’
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Trainofthought Please email your letters to: firstname.lastname@example.org Or post to The Editor, Rail Professional, Hallmark House, Downham Road, Ramsden Heath, CM11 1PU. Letters may be edited for length.
lbert Einstein famously said that the definition of insanity was doing the same thing over and over again and expecting different results. After analysing the findings of the most recent NRPS and Which? surveys, I worry that a similar condition has taken hold of train operating companies in the UK. The unchanging results of these surveys reflect a level of complacency, even when it comes to easy wins like train presentation. Passengers make clear that train cleanliness can make or break a journey, so why is it so low on the priority list of train operating companies? The latest NRPS showed a three point decline in the overall satisfaction with train upkeep and repair on long-distance journeys, as well as a two point decline in passenger satisfaction when it comes to train cleanliness. On average, more than 26 per cent of passengers are
unhappy with the cleanliness of trains and the number goes up to around 40 per cent on certain routes. Out of the 23 train operating companies in the UK, only one has improved its cleanliness rating over the last year, four are in decline, while the others are stagnant. Whether the problem is breaking down limescale, keeping windows clean, protecting paintwork or something else, a suitable cleaning chemical exists if you just take the time to look for it. To help companies operating trains leap their cleaning hurdles, Arrow Solutions is launching a challenge. We’d like to invite train operators and presentation managers to bring us their toughest cleaning problem and we will offer them an alternative solution. Challenges can be sent to Richard.Havon@ arrowchem.com. Richard Havon sales manager – Rail Arrow Solutions
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In the passenger seat Anthony Smith
Fare’s fair... Have you ever gone to show your train ticket to the guard only to realise you’ve dropped a bit of it? Or remember that sinking feeling when you get to the station and realise your railcard is still at home, asks Anthony Smith
t is right that train companies should take steps to stop those who try to evade paying fares. Most passengers will agree that fare-dodgers cost us all in the end. But for those who have made an innocent mistake and been caught out by the many rules and restrictions, the outlook can be bleak. In 2012 we published Ticket to Ride, highlighting the issue and calling on industry to play fair with passengers who don’t have a ‘valid’ ticket. Since then, some of the improvements we pushed for have been secured. Steps have been taken to make the information on tickets clearer. Some train operators now allow passengers who have forgotten their railcard and been charged full fare to apply for a refund. The industry has introduced a code of practice. However, the problem has not disappeared. In 2013-14, this was the fourth-biggest issue for passengers coming to us with appeal complaints (almost 700 of them). In Ticket to Ride: an update, we contrasted two case studies. The first passenger bought a ticket with a railcard reduction but left the railcard at home when travelling. Despite paying the difference on the train he was sent a letter warning about criminal prosecution. He replied with proof that he had a valid railcard at the time but was still sent another letter threatening criminal prosecution unless he paid an additional £229. The train company acknowledged that he had a railcard and that there was no fraud involved but this simply did not matter – his ‘crime’ was that he could not produce a valid ticket at the time of the ticket check. The second passenger bought a ticket March 2015 Page 21
required as details were recorded during the original phone call. Less than a week later £57 in rail vouchers arrived in the post, along with a reminder that a railcard must always be carried. So what do we want? consistency – penalties can sometimes feel like pot luck. One day you may be sold a normal ticket, another you could be ‘fined’ or even prosecuted for doing the exact same thing. We want industry to apply its own rules consistently and fairly make it easy for passengers to get it right - remove any barriers which prevent passengers from buying the right ticket. They should describe tickets simply (including at ticket machines) and minimise queues
with a railcard but could not produce it when asked during the return leg. The train manager explained that she would have to pay the difference between the full fare and the reduced-price ticket. The passenger paid an excess fare of £57, but the guard explained it would be refunded if the valid railcard could be produced at a later date.
Ten days later the railcard arrived at the passenger’s home, posted to her by an unknown passenger who had found it. A phone call to customer service was answered promptly, and details were quickly recorded, leaving the passenger to email images of the original tickets and the valid railcard, along with the reference number. No explanation was
stop treating us like criminals – we would like government to change the railway byelaws so that criminal prosecution is only used with clear intent to defraud. We feel that the threat of criminal prosecution – and intimidatory language - should not be used to secure payment of a civil debt. Anthony Smith is the chief executive of Passenger Focus
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Perception is all Value for money is in the eye of the beholder, says Toby Ashong, and the retail world may have something to teach us
he ORR recently ‘revealed’ that while government investment in the railways has dropped by 16.4 per cent since 2010/11, passengers’ contribution has increased from 55.6 per cent to 61.5 per cent in the same period. This is not exactly a bombshell but more the inevitable reflection of political policy. Regardless of who pays, the real question is whether UK rail represents value for money. On the one hand we have the annual customer outcry over super-inflationary fare increases: on the other hand, we are witnessing a spectacular renaissance in terms of both passenger ridership and levels of investment. With HS2 about to depart and Crossrail2 waiting just outside the station for the next available (political) platform, rail is currently on the receiving end of both political momentum and significant investment. So, why then, does the UK fare-paying public still seem so disgruntled with it? One factor may be the explicit policy to shift the weight of investment burden back towards those that use the service (let’s save that political debate for another time). This, coupled with record investment levels explains why passengers are experiencing super-inflationary fare rises. Throw in the UK’s ‘experiments’ in privatisation and the long timescales involved in infrastructure investments and it is understandable that the fare-paying passenger is left suspicious and confused about whether they are getting value for money. It would certainly help if those that paid for it were better informed about where the money goes. Lessons from retail world The retail world may have something to teach us on this. The internet changed everything and nothing for retailers: the digital age of retailing has only reinforced what customers always wanted: choice, convenience and value – it just changed the game for how these could be delivered and hence raised the bar for all. So how does UK rail do if we apply these tests? Choice – apart from the occasional open access arrangement, not a lot to report here. Class of travel, time of travel, flexibility of ticket; all presented in a bewildering complexity of opaque options. We have a little way to go before we can claim that Page 24 March 2015
rail passengers get to make a real, informed choice. Convenience – well, much of the huge investment currently in rail is associated with capacity, efficiency, reliability, convenience and comfort for passengers so here the industry can at least get good marks for effort. Of course, and rightly so, this is an industry obsessed with safety which of course doesn’t manifest in any of these factors (unless you class your safe arrival as a form of convenience). Conveying the importance of safety, the great efforts we make and how well we have done remains a communications challenge for the industry. Value for money – so, with all of that effort being invested for the good of the passenger, the real question is whether those that pay really understand what they are paying for and what they are getting; and it is here that I think we do ourselves a great disservice. All of this amounts to investing in the experience as much as the product. Retailers have come to understand that every customer is a relationship, that every interaction in the relationship counts and that the relationship often begins earlier than you think. The real moments of truth often come when things go wrong so complaints-handling and proactive communication are as much a part of the product as trains and drivers and often more differentiating. The existence of TheTrainline.com illustrates one of the apparent gaps being left by the industry – this is a company that exists by charging customers extra to buy the very same tickets that are available directly from each and every operator. The recent decision of Private Equity firm KKR to snap this business up before it could be floated on the public market suggests that they see a rich and profitable future in the business of making it easier to buy a train ticket in the UK and are clearly not too worried about the industry closing the gap itself anytime soon. Compare this to London Underground and TfL which does a comparatively fantastic job of explaining what it is doing and where the money goes. As importantly, it also makes the business of payment as simple, easy and painless as possible. This now even extends to customers who arrive from overseas with nothing but a contactless credit card and no knowledge of
any fare structure – now that’s convenience! Before anyone points out that London Underground is a single entity while UK rail is far more fragmented, let me point out that customers don’t tend to care nor do they much entertain such excuses. The prize for getting this right would be happier customers that would better understand and hence feel better about what they were paying for. Perception is everything. Toby Ashong is head of Infrastructure at Boxwood
Top tips for how UK rail could better engage those that pay the fares: 1. be proud and celebrate success – the UK now has a fantastic safety record by any standards – French rail, which we are often encouraged to look jealously at, kills seven times more people per passenger kilometre than we do. That is not something to be proud of and is also something that the average UK fare-payer is blissfully unaware of 2. bring things to life – as engineers we often focus on the detail of what is being done and even sometimes stretch as far as what it will do for customers, but we fall short of the most obvious measure of all which is how much is being invested. So we have posters talking about longer trains but no posters telling passengers how much these trains cost – the number is as irrelevant as the number of new carriages but it is the currency in which tickets are bought and it would surely help put fare increases into context 3. educate and engage frontline staff – all too often posters tell one story but the poor people faced with angry customers tell quite a different one. The message starts with your own people make sure that they are an army of advocates 4. build trust by helping customers to know that they are buying the right ticket – websites and apps could easily have a ‘wizard’ that asks a number of questions about an intended journey and helps the passengers navigate their choice of ticket. This is less about the ticket that is bought and more about the feeling of being helped rather than bamboozled 5. build confidence by making it easier for passengers to know what they are paying for – what first class actually means from one operator to the next varies from a seatback doily to something approaching first class air travel but it is very difficult to know this until it’s too late. Not only is this frustrating for customers but it is also a missed opportunity to up-sell.
Laying down the law Chris Price
A reasonable adjustment Chris Price looks at the practical steps Toc’s should have in place to ensure compliance with disability regulations
ravelling on public transport raises difficulties and dangers for the disabled even when assisted by a guide dog. The Guide Dogs Association provides advice and training but the volume of traffic and distractions at terminals presents difficulties for guide dogs and their handlers. The GDA advises guide dog operators not to walk their dog in unfamiliar stations without human assistance and to keep the dog between the ‘GDO’ and platform edge. On stations with island platforms, if that is not possible then they should seek assistance from sighted help, or the ‘passenger assist service’. It is important to Toc’s to provide a service to those with a disability which is as close as possible to the standard offered to the general public. There are a number of challenges which rail providers face and this includes compliance with a large number of regulations, for example the Disability Discrimination Act 1995 (DDA), the Equality Act 2010 and the DfT code of practice Accessible Train Station Design for the Disabled, November 2011. Reasonable adjustments Historically the ‘DDA’ 1995 set out requirements for the provision of public services to the disabled. The Equality Act 2010 superseded and incorporated the DDA. These provisions place service providers under a positive duty to make reasonable adjustments for disabled people to use their services without difficulty. Disability discrimination occurs where there is a failure to make such reasonable adjustments. When this arises, there is the potential for a claim to be made for damages and this type of claim can incur significant legal costs. The case of Rhodes v Central Trains Limited (2004) was decided under the Disability Discrimination Act 1995. Mr Rhodes was a wheelchair user and had difficulty gaining access to the platform
at Thetford Station. He could not use the footbridge and an alternative route around the station was inappropriate. The train company proposed that he remained on the train until Ely where a train would return him to Thetford and a more suitable access to the exit. That added an hour to his thirty six minute journey. The claim was successful because this proposal did not amount to a ‘reasonable adjustment’, as able bodied persons would not be expected to accept such a situation. The issue of reasonable adjustment was considered in the case of Light v Chiltern Railway Co Limited (February 2014) which applied the Equality Act 2010. Mr Light used an electric wheelchair, and regularly travelled from Oxford to an unmanned platform at Bicester station. Upon arrival there were no members of staff to assist and no guards on the service. He requested the driver to organise some passengers to help him onto the platform and then brought a claim for discrimination under
the Equality Act. The claimant said that on previous occasions he had been helped by drivers who were not instructed or employed to do the work but one driver had refused to help on one occasion. Chiltern’s position was that it had an assisted passenger reservation system whereby an intending disabled traveller could seek assistance, following which it would ensure that there was a member of staff available to place a portable ramp. At unmanned stations a member of staff would travel to the station. On this occasion the claimant did not avail himself of that system. The system complied with the DfT’s policy document of November 2009 How to right your Disabled People’s Protection Policy Guide for Train and Station Operators. Compliance was a condition of the train operator’s licence. Equality Act 2010 Under the Equality Act 2010 a service provider must not discriminate against a person in respect of its service. It also provides that ‘a person discriminates against a disabled person if he treats that person unfavourably because of something arising in consequence of that person’s disability and he cannot show that the treatment is a proportionate means of achieving a legitimate end.’ Service providers are only required to anticipate the needs of disabled persons generally and there are three essential components of this duty: 1 the disabled person should not be placed at substantial disadvantage in comparison with persons who are not disabled and therefore the operator should take such steps as it is reasonable to have to take to avoid the disadvantage 2 where a physical feature places a disabled person at a substantial disadvantage in comparison with other persons who are not disabled then the April 2014 Page 25
operator should take such steps as it is reasonable to have to take to avoid the disadvantage or adopt a reasonable alternative method of providing a service 3 where a disabled person would be at a substantial disadvantage in relation to comparison with persons who are not disabled then it can be reasonable to provide an auxiliary aid. Guidance upon ‘reasonable steps’ is found in the code of practice and includes the following factors to be considered subject to practicability: • the financial and other costs of making the adjustment including resources • the extent of any disruption which taking the steps would cause • the amount of resources already spent on making adjustments. Mr Light’s case failed as Chiltern provided a system which guaranteed assistance if the disabled person booked it. It stipulated 24 hours but would still do the best it could if a booking was made with less notice. The court found that it was a reasonable adjustment to ensure that wheelchair passengers could alight with ease and dignity, which had DoT
Page 26 March 2015
approval and was in widespread national use. It would be wholly disproportionate to employ full-time staff on every train or station in case a wheelchair passenger might need assistance. The need to book for assured assistance did not subject a person to ‘a detriment’. The issue of reasonable adjustment was also considered in the decision of First Group plc v Paulley (2014). The claimant, a wheelchair user, was not allowed to board a bus because the wheelchair space was occupied by a woman who refused to leave as her child was asleep in a pushchair The main issue for determination by the Court of Appeal was whether the company’s ‘provision, criterion or practice’ (PCP) in relation to wheelchair users required the bus driver to compel other passengers, disabled or not, to vacate a wheelchair space if required by a wheelchair user. The Court of Appeal held that as long as the PCP met the reasonable adjustments test under the Equality Act and was properly followed, the bus company would satisfy the law. The duty imposed on the driver by Guidance in the Public Service Vehicles Regulations 1990 did not allow him to turn passengers off the bus who were not covered under the Regulations. A child in a pushchair did
Practical steps that Toc’s should have in place to ensure compliance with these regulations that provide the best prospect of successfully defending such claims: • ensure that there is a fully effective functioning passenger assist system in place with an accurate record of its usage • ensure the system is made easily available to disabled customers • ensure there is a full paper trail to document the response to any complaints as this will be required to refute any alleged discrimination • ensure staff are fully up-to-date with disability training • be prepared to provide evidence dealing with the factors in respect of ‘reasonable steps’ particularly the cost/practicality of steps and resources.
not fulfil the criteria of ‘any bulky or cumbersome article the driver wished to remove’. The Court of Appeal found that the company had no legal right to expel a non-wheelchair user who was occupying a wheelchair space and the claim failed. Chris Price is a partner in the Insurance Division at Langleys Solicitors LLP
March 2015 Page 27
Delivering the goods Chris MacRae
A tall order Scotland needs policies and infrastructure investment that recognise freight challenges, says Chris MacRae, and the FTA has told the Scottish Parliament just that
aking part in the ‘Inquiry into freight transport in Scotland’ in February, the FTA outlined how Scotland’s rail, road, air and sea freight routes to the rest of the UK, to Europe and worldwide should be improved, and identified the main infrastructure and policy obstacles to the free flow of freight, whether carried by rail, road, air or sea. FTA has outlined the need in Scotland for policies and infrastructure investment that recognise specific freight challenges and support Scottish business using the supply chains available. In particular this means investing in order to make the necessary improvements for both rail and road freight infrastructure. It also means cross-border linkage with the Strategic Rail Freight Fund schemes; road investment strategy schemes in England, and Scottish policy support for increased hub airport capacity in the South East of England which Scotland would link to. In its submission to the Inquiry, FTA raised the issue that there remain serious imbalances in freight traffic flows to and from Scotland across all transport modes. This undoubtedly inhibits the development of direct freight services to and from the country. I commented that it is important to ensure that the proper logistics and infrastructure links for the Scottish economy are in place to enable it to trade and compete with UK, European and global markets. Also giving evidence to the Scottish Parliament Committee alongside the FTA at the Inquiry were representatives from the British Ports Association, Road Haulage Association and the Rail Freight Group. FTA’s members consign more than 90 per cent of the freight moved by rail, so it puts us into a good position to comment. Peripherality FTA’s written submission and oral evidence explained that Scotland’s Page 28 March 2015
economy faces the challenge of geographical peripherality and it is therefore vital that its freight transport and logistics links are organised and structured to prevent this from also becoming an economic peripherality. Scotland is a net exporter (unlike the UK measured as a whole) mainly due to its food and whisky exports to global markets, yet this statement masks imbalances in individual trades. Such imbalance brings issues with positioning sufficient empty ISO freight containers into Scotland for these export trades, while at the same time curtain-sided road and rail equipment that brings in the country’s food and retail supplies from the English West Midlands distribution centres often returns empty south bound. This is articulated in the 2012 Report for FTA by Professor Alan McKinnon which is attached to our submission. Scotland’s routes to and from European and global markets are predominantly via the south of England haven ports, mainly Southampton,
Felixstowe and now London Gateway. These operate as part of an English Midlands-centric UK distribution model utilising road and rail transport. London Gateway is seeking to develop a more port-centric basis for its distribution. Trade with the Americas centres on Port of Liverpool and the North Sea trades on Teesport as well as Immingham and the east coast ports of England. The large ships that dominate global trade lanes will not call at European ports further north than the north of continental Europe/ South of England, therefore Scotland’s connectivity with these markets has to be via good quality road, rail and coastal feeder shipping services to connect with these ports/inland distribution centres. Specific threats Scotland needs policies and infrastructure investment that recognise the challenges set out above and that support Scottish business using these supply chains. Specifically this means delivering rail freight infrastructure investment, for
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example Highland Main Line capacity and capability works, East Coast Main Line capability works, via the Scottish Freight Fund. Specific threats to this include recent policy by the Office of Rail Regulation to increase freight Track Access Charges and also proposals that would introduce geographically differentiated freight Track Access Charges that would see rail freight in Scotland penalised by higher charges reflective of the cost of infrastructure maintenance related to the topography of the territory. The operation of HS2 once constructed also threatens Scottish supply chains as passenger trains will run on to/from HS2 up the existing West Coast Main Line to/from Scotland. Indicative timetabling work by HS2 Ltd has shown that this will restrict both current and potential future growth freight on this corridor. It is for reasons including this that FTA has petitioned on the HS2 Bill. It is regrettable that the Freight Facilities (Capital) Grant has been removed in England but commendable that it has been retained in Scotland. FTA lobbied successfully to have this grant reinstated in Scotland after it was previously threatened with withdrawal. Together with the Mode Shift Revenue
Support Grant these make a valuable contribution to modal shift and carbon reduction and FTA would commend Scottish support to the UK government in seeking to renew and develop the State Aid permissions from the European Union that allows such regimes. Modal shift to rail In respect of assisting freight modal shift to rail, FTA is developing a customerfocused rail freight agenda. We have worked with the UK’s major retailers within FTA membership to give greater visibility to their current use of rail freight. Our On Track publication provided a series of illuminating case studies showing the extent to which retailers were using rail freight, including the CO2 savings associated with this. This work has now been taken a step further. The same retailers have provided FTA with data giving details of their flows over 200 miles, providing the opportunities for load matching and even greater potential to use rail freight. At the same time, the UK’s leading retailers have identified 12 key areas where shippers believe progress is needed if rail freight is to fully realise its potential. We are calling this the Agenda for More Freight on Rail. These 12 areas identified for improvement have
been broken down into four key themes: • • • •
costs and competitiveness service availability and flexibility network access international services
The Agenda for More Rail Freight has now been endorsed by FTA’s British Shippers’ Council, which includes a much wider range of shippers from other sectors of the economy who are eager to move more freight by rail if the conditions are right. In its recent Freight Market Study and Delivery Plan, Network Rail states that it needs to cater for an additional 30 per cent increase in freight by 2019. That’s a tall order, and Britain’s leading retailers and shippers, upon whom that growth depends, have highlighted where major changes and improvements in the delivery and performance of rail freight services in Britain are needed if the growth projections forecast by the Freight Market Study are to be realised.
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Take the risk Is the industry really taking fatigue management seriously enough, asks Philip Hoare. It’s time to pull together on this, he says
elivering rail infrastructure projects places many demands on our industry. Pressures to deliver value for money in short timeframes with limited resources can result in our people working long hours over several consecutive nightshifts. When you factor in the many safety critical tasks staff must undertake to protect the travelling public and themselves, it’s clear that fatigue management is a crucial issue. Following the Clapham disaster in 1988, Anthony Hidden QC handed down recommendations to limit excessive overtime. These so-called Hidden rules were introduced by British Rail and became more widely adopted. They limited the shift length to twelve hours and the maximum hours per week to seventy two. Given they were introduced more than twenty five years ago and are no longer part of a Railway Group Standard, it might be reasonable to assume that things have moved on considerably. But have they? Twelve hour
night shifts are still common, and much of fatigue management is still based on these ‘Hidden’ values. So six consecutive nights of twelve hour shifts are not unusual. What is fatigue? But let’s step back a bit. What do we actually mean by fatigue? Is it just about hours? What does UK legislation require of us - and what might good look like? The Office for Rail Regulation guidance (Managing Rail Staff Fatigue, 2012) suggests fatigue is ‘a state of perceived weariness that can result from prolonged working, heavy workload, insufficient rest and inadequate sleep’. The implication is a reduced ability to perform work effectively. A fatigued person will be less alert, less able to process information, will take longer to react and make decisions, and will have less interest in working compared to a person who is not fatigued. Causes of fatigue may be work-related (e.g. timing of working and resting periods, length and number of consecutive work duties, intensity of work demands);
individual factors (e.g. lifestyle, age, diet, medical conditions, and any drug and alcohol use which can affect the duration and quality of sleep), and environmental factors (e.g. family circumstances and domestic responsibilities). It’s well-known that night time working poses particular fatigue-related challenges because it conflicts with the ‘body clock’. While the way we manage work is very important, people’s choices, such as staying in a hotel after a night shift rather than driving home, also have a very important impact on safety. Sometimes workers take the risk and drive home while fatigued despite the potentially fatal consequences. These are summed up very powerfully in a film called RED Day Sleeper on Network Rail’s Safety Central website. Inspired by real events, the film follows the story of an employee who is trying to balance working night shifts with the pressures of raising a young family. The consequences of the choices he makes prove fatal and life changing – watch it for yourself and I am sure that many of you will be able to relate to the issues and challenges it presents. Dual responsibility What this film and other experiences highlight is that we as an industry have a dual responsibility to both manage work patterns better but also to help our people make the right personal choices March 2015 Page 33
to encourage them to take responsibility for their own safety. At Atkins we run a behavioural safety programme called Safe by Choice where staff are empowered to take responsibility for their own safety. As part of this programme, we gave staff who drive company vehicles a card that says ‘Don’t risk it, don’t drive tired’ and that also states ‘You already have approval to book a hotel’. Informal feedback suggests that this overt empowerment has been important in good decision making. Risk-based approach What does UK law require of us? The Health and Safety at Work Act 1974 states that the employer should ensure ‘so far as is reasonably practicable, the health, safety and welfare at work of all his employees’. The Management of Health and Safety at Work Regulations 1999 require a ‘suitable and sufficient’ written risk assessment with controls along with an effective system to manage risks. The Working Time Regulations 1998 (as amended) may also be relevant, though there are certain opt-out provisions. In terms of railspecific requirements, the Railways and Other Guided Transport Systems (Safety) Regulations 2006 (ROGS) says workers should not carry out safety critical work when they are fatigued or are likely to become fatigued to the point that ‘health
or safety…could be significantly affected’. What this all means is that an approach that focuses only on hours and not explicitly on risks is unlikely to make a real difference or fully meet UK law. To address this, in 2011, Network Rail published standard NR/L2/ERG/003. This standard requires fatigue risk assessment and management for those involved in safety critical work with a focus on the planning of rosters and shifts. However, in my experience its implementation is partial at best among those delivering infrastructure projects. I believe that everyone working in the sector should implement a risk-based approach to fatigue that leads to better shift management, the reduction of associated risks and better management visibility of what is happening in practice. Despite these concerns, I know that many people and organisations are looking hard at fatigue management but are we doing enough and should we be acting more consistently and with more pace? Are we as an industry really taking fatigue management seriously enough? I believe it is time to apply risk assessment tools, like the HSE Fatigue and Risk Index, consistently and effectively across our sector. This will enable us to assess how we are really doing and then take the appropriate steps
together as an industry to help minimise the impact of fatigue on our people and our projects. An industry-wide plan could be as simple as 1, 2, 3: 1. develop a suitable benchmark for the fatigue index 2. produce a ‘ready reckoner’ to make the application of a fatigue model easy to understand and implement 3. support this with guidance, training and advice to our people. Of course, the answers do not just lie in modelling so it’s vitally important that a communications and behavioural change programme underpins this work. I know that many of you are also considering how best to improve in this area and it would be great to hear your thoughts – please contact me at email@example.com I think it is essential that we pull together as an industry and take a new and consistent approach to managing fatigue to enable and empower our people to make the right choices Philip Hoare is Group managing director of Atkins’ UK transportation division
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Page 36 March 2015
Who inspires you? Jodie Savage celebrates International Women’s Day by discussing the women in rail who inspire her
he 8th of March 2015 sees the celebration of International Women’s Day, an event which started just after the turn of the last century, in 1911 to be precise. I was surprised to learn that it began such a long time ago, as I had wrongly assumed it was a relatively new event. It’s interesting to find that, although there have been huge improvements for women’s rights and gender equality in the last 100 years we are still very much campaigning for further improvement. On the first International Women’s Day in 1911 more than one million men and women attended rallies campaigning for women’s right to work, vote, be trained, hold public office and to end discrimination. Now, International Women’s Day is a time to celebrate the achievements of women while calling for greater diversity. Many organisations celebrate the day in a variety of ways such as running events and
campaigns to raise awareness for gender equality, raising money for women’s charities or running webinars. I’m going to celebrate International Women’s Day 2015 by choosing the women in the rail industry who I find inspiring and sharing this with you. So, in no particular order, here are the women who inspire me and the reasons why: Hayley Spark, HR manager at Wabtec Rail Hayley began her career at Wabtec as HR admin assistant, reporting to the HR manager, five years ago. After just over a year in this role, due to personnel changes, Hayley took on more responsibility in the HR department. Hayley was officially appointed as HR manager two years ago at the age of 26 and now, along with her administrator, she manages HR for the business which employs more than 1,100 people. I really admire Hayley’s passion for the job she does and her hard-working attitude. She’s always busy; but always has time to talk to you. Hayley has achieved such a lot for her age – it’s one thing to be appointed to a senior management role but another to really excel in the role; and Hayley has absolutely done that. Mary Kenny, CEO at Eversholt Rail Group I met Mary around six years ago when I first started managing the Eversholt account. I saw her in our reception and introduced myself. March 2015 Page 37
‘Taking the time to think about who my inspirational rolemodels are and pinpointing exactly what it is about them that I find inspiring has been a great exercise’
Despite having never met me before, after introductions, she was thoroughly engaging. Mary asked me, quite candidly, what I thought about their tendering process, did I think they could make any improvements, did it work etc. Mary is an inspirational role model for obvious reasons given her senior position in the rail industry, but what I find inspiring about her is the way she really engages when she talks to someone. You always feel like you have 100 per cent of her attention and focus – a rare and endearing quality. Many senior people seem to lose this skill as their responsibilities grow, which can leave you feeling like they have stopped listening to you after a few moments! Maggie Simpson, executive director at Rail Freight Group Maggie holds a very senior role in the male dominated rail freight industry. I first met her at a conference where she spoke with no notes and very few slides, yet she gave the best presentation of the day. I spoke with her after the event about Women in Rail and she instantly pledged her support; indeed, she wrote a piece about us in her next newsletter. I have been to a couple of meetings and events with Maggie and she is always vocal – she makes her opinions, thoughts and ideas known and isn’t afraid
to disagree with a whole room full of people. Taking the time to think about who my inspirational role-models are and pinpointing exactly what it is about them that I find inspiring has been a great exercise. I will go and speak to Hayley and tell her just what a great job she is doing, I will make sure that I fully engage with people when they come to talk to me; as I know how it feels to be on the receiving end. I will have the confidence to put my opinion and ideas across even if it means
disagreeing with others, standing up for what I believe in. So now I challenge you to take a moment to think about who your role models are. Who you find inspiring and why? They don’t have to be women, but it would be nice if some of them were. And just remember – you are probably someone else’s inspiration. Jodie Savage is sales account manager at Wabtec Rail and a board member of Women in Rail Linkedin: Women in Rail Twitter: @WomeninRail Visit: www.womeninrail.org
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Health & Safety Management
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accommodate the 20 new, larger trams. Midlands Area At the same time, the T69 trams were he Midlands Area of the all fitted with a step to lessen the gap IRO recently visited the between them and the platforms. Midland Metro tram depot Annual with Lunch for Members and Guests will be held at All the trams areOur equipped automatic at Wednesbury. The visit The Mermaid, Puddle Dock, London. On Friday 19th April train control system, passenger displays, started with a ride on one of from midday. CCTV with live 2013 display and publicOur guest speaker is the Rt. Hon. the newly acquired Urbos 3 trams from Simon Burns, connection Minister of State for Transport. address. Stops have intercom Birmingham Snow Hill to the depot. with Metro Centre, and in October 2007 The tram system is controlled from the a £250,000 replacement programme of depot, also known as the Metro Centre, Tickets – £47.00 per head digital displays with real time information which is adjacent to Wednesbury Great Table of 10 – £470.00 per table Western Street stop, near the point where was completed. prices are inclusive of VAT @ 20%) An extension(Ticket at the depot to cater the tramway crosses the disused Walsall– for the new trams has been completed Dudley–Stourbridge railway line. and included extending both ends of the form at: The Metro fleet currently has 16 Type Download a booking Airport, 7.5km to Quinton and 10km to existing maintenance building as well as T69 trams each configured in a two-car www.railwayoperators.co.uk Great Barr. Centro has already let the upgrading and refurbishing office and layout with a short central articulated contract to build the extension from staff welfare facilities. A new testing and section. This original fleet introduced Call: 01785 248113 Snow Hill to New Street Station and commissioning building has also been in 1999 were 16 Ansaldo T69 articulated work is in progress. constructed with various power and two-section trams, built in Caserta, Italy. Our return trip to Birmingham Snow signalling upgrade works undertaken. The However, in February 2012 CAF was Hill station was on one of the T69 trams depot track layout has been altered to named preferred bidder for a number which enabled us all to experience the provide greater flexibility of movement of new Urbos 3 trams. A £40 million difference between the two tram types. including a loop which enables trams to order for 20 was placed and the new fleet Our thanks go to Colin Robey, team be turned around as there has never been will provide an increased service of 10 leader of Midland Metro Operations a capability to do this before now. trams per hour in each direction with an Projects for Centro and a Midlands Area increased capacity of 208 passengers per Council member of IRO, for arranging The project: tram, compared with the 156 passengers and conducting the visit. Midland Metro is a wholly owned on the existing T69 trams. The Urbos 3 subsidiary of National Express Group trams are 33 metres long - nine metres Article written by Bill Mahoney and is the light rail system for the West longer than the existing T69 stock, and Midlands which operates between have a maximum operating speed of local IRO runs all year round. There are opportunities to see how others Birmingham and Wolverhampton via 70 km/h Your (43 mph). Both setsArea of trams areevents Golden Whistle Awards 2015 West Bromwich, Bilstonprofessional and Wednesbury. currentlywork, running in service.your However, as broaden experience and add to your development. It opened in 1999, mostly using the the new ones fully commissioned, he 2015 Golden Whistle Visitbecome the website to find out more… www.railwayoperators.co.uk former disused GWR formation between the T69’s will be withdrawn. Some Awards were held recently in Birmingham and Wolverhampton of the new trams are currently being London at the Marriott Hotel, plans include ambitious extensions to commissioned at the depot. Grosvenor Square. Each year the route, such as the 14km from the During Easter in 2013, all 46 platforms the awards celebrate operators city centre to Birmingham International at the 23 stations were altered to who have performed well over the past year and recognise both the best and most improved UK operators, including London Underground lines. There are also awards for Outstanding Individual Operator and Best Operating Team. This year’s keynote speaker, Andrew Munden (operations and safety director at Chiltern Railways) also gave an informative after-dinner speech at the awards. He noted that ‘We must 1 2 never underestimate the importance of professionalism among railway operators South West Area: South West Area: Operations Experience Day – [and that] the IRO has a responsibility to Modernising the Western Route – Swindon October 2012 West Somerset Railway, Minehead October 2012 develop this professionalism, as it has so capably demonstrated over the past 15 years.’ As a sponsor of this event, the IRO was proud to attend and join operators from across the UK to celebrate the success of these organisations. Congratulations to all who won and those who were nominated – special thanks must also be given to the speakers who shared valuable knowledge in the morning conference and to the Fourth Friday Club for organising a fantastic event.
March 2015 Page 41
F n d lo
Become a member at www.railwayoperators.co.uk
Page 42 March 2015
Diary of events Irish Area
North West Area
For information on Irish Area events contact Hilton Parr at firstname.lastname@example.org
For more information about North West Area events, please contact Tricia Meade at email@example.com
Scottish Area For further information on the IRO Scottish Area please contact Jim Douglas on 0141 354 5684 or email at firstname.lastname@example.org North East Area 11 March 2015: Operational planning in the High speed era masterclass. A talk by William Barter Time: 17:00 for a 17:30 start – York (venue to be confirmed) 24 March 2015: Social evening at the Windmill Inn Join IRO members at The Windmill Inn for an informal social evening. Time: 17:00 - The Windmill Inn, 14-16 Blossom Street, York, YO24 1AJ please contact David Monk-Steel at email@example.com
For general membership enquires please contact Carl Phillips at nw.chairman@railwayoperators. co.uk Midlands Area
Driver simulator visit Time: 16:00 - Northumberland Park Depot. Contact: Rob Mawby firstname.lastname@example.org 15 April 2015: spring charity quiz The first of our two quizzes for 2015. £5 per person with teams of no more than six Time: 18:00 – Central London (location to be confirmed) Contact: email@example.com
For information on Midlands Area events email Rachel Heath: firstname.lastname@example.org
For further information on the IRO South East Area contact Jonathan Leithead at se.events@ railwayoperators.co.uk
South West Area
For information on South West Area events contact Martin Bonnington by email: sw.events@ railwayoperators.co.uk
To register your interest in IRO Young Operators events, please contact Petr Mikyska at email@example.com
South East Area
More details of area events are listed on the website at www. railwayoperators.co.uk/whats-on/
2 March 2015:
March 2015 Page 43
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Mind the gap Helen Costello describes the challenge of tackling passenger safety on the platform in the context of an increasingly popular railway, as well as the new industry strategy for PTI
ow can we accommodate more passengers as well as manage risk on stations at the interface between the platform and the train? Train accidents - for example, derailments or collisions - have become rarer, and the combination of better signalling systems and better crashworthiness and containment mean that passengers are far less likely to come to harm. Rail is a genuinely safe way to travel, especially when compared to other land transport modes. However, nobody is complacent, and ultimately the success of the railway business relies on the right decisions being made about safety in the context of the need to move passengers efficiently and effectively. In turn this relies on the
right strategies to meet what the law and regulators expect of it, firmly founded on a good understanding of the risk, the role played by the right standards, and by research, development and innovation. There are more than 2,500 stations on the mainline network and railâ€™s popularity continues to grow: in 2013-14 there were 1.6 billion passenger journeys made. The platform train interface (PTI) hosts 21 per cent of the risk (injury or death) and 48 per cent of the fatality risk to passengers. There are between 1,250 â€“ 1,500 injuries a year at the platform train interface, with around 96 per cent involving passengers coming into contact with trains; in 95 per cent of cases the train was stationary, and in around one per cent the train was moving. The
remaining four per cent of injuries at the platform train interface occurred when no train was present. Fatal incidents are thankfully rare,
March 2015 Page 45
‘To stay ahead of the curve, industry has been collaborating through RSSB to develop a strategy aimed at improving safety, performance, capacity and accessibility, as well as accounting for short and long-term needs. The result: a dedicated strategy for the platform train interface.’ but when they do occur, they serve a stark reminder of the risk involved. In the last five years (between April 2009 and April 2014), there were 18 fatalities, with well over seven billion passenger journeys made. The average frequency is not much greater than that of being
killed by a lightning strike in Britain (about three fatalities a year), however it is a level of risk that the industry is keen to reduce further. Notwithstanding the greater share of journeys by car, in comparison, in the five calendar years 20092013, 9,440 people died on Britain’s roads. High profile incidents, such as the accident at James Street, Liverpool in October 2011, where a 16-year old girl died after she fell through the gap between the train and the platform, focused attention on the regulator and the industry to do more to think about improving safety on stations in the longterm. We need to stay alert to this risk alongside operating Europe’s fastest growing railway and the prospect of more people boarding and alighting trains. There are also the prospects of increasingly hectic lifestyles, and changes to the way people use technology on-the-go. Balancing the successful operation of train services with the management of risk at the interface is a continuing challenge. A dedicated strategy for PTI To stay ahead of the curve, industry has been collaborating through RSSB to develop a strategy aimed at improving safety, performance, capacity and
accessibility, as well as accounting for short and long-term needs. The result: a dedicated strategy for the platform train interface. The strategy looks at a broad range of issues including passenger movement through stations and at the PTI, train stopping positions, dispatch process, the nature of the step gap and accessibility. It will generate improvements in data, better knowledge-sharing, a new risk tool,
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and Network Rail as the infrastructure manager. The strategy is also supported by an action plan, providing a framework for what can be achieved in the immediate to long-term. The group of industry representatives who generated this strategy will continue to oversee its deployment and champion its implementation. A series of immediate, short-, medium- and long-term PTI risk reduction targets have been established. These have been produced from a combination of cross-industry Last year there were 1,490 platform-relat ed accidents at our statio workshops, to build ns. So, let’s look out for each other and help to reduce that a better picture number in 2015. of what specific mitigation activities lated rm-re platfo Last year there were 1,490 can be undertaken, and So, let’s look out ns. statio our at ents accid To ﬁnd out more, nd.co.uk to reduce that visit www.lendahelpingha for each other and help delivered by individual companies in where they will have 2015. in er numb their own localities, featuring posters the greatest impact. As on stations, social media as well as local an industry, we will be radio. required to review the prioritisation and a dedicated PR The strategy is available on the RSSB and combining of projects, to obtain campaign aimed at passengers to improve website. A lot of work has been put in the greatest benefit for the industry and their awareness of the issues. across the industry to get this far, but we passengers. A whole-system approach will It represents a great example of hope the strategy also demonstrates what ensure that future PTI-related projects cross-industry collaboration to establish we need to be thinking about to preserve are not delivered in isolation. consistent industry approaches to rail’s safety credentials for customers. A PR campaign aimed at passengers complex issues, looking at data, human is also being launched. The idea is to factors, operations, and engineering encourage passengers to ‘lend a helping matters. The strategy has been driven Helen Costello is RSSB’s engagement manager hand’ and be more aware of their and sponsored by rail companies train operators and has coordinated the project to environment. The campaign will be working together - both train operators develop the Platform Train Interface Strategy To ﬁnd out more, visit www.lendahelpin ghand.co.uk
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While there was much talk of cancelling the competition or changing the market model, it hasn’t happened because we were steely in our resolve
Matthew Crosse Former project director for the East Coast re-franchising programme, Matthew Crosse, spoke to Lorna Slade about leading on the highly controversial project; the increased rigour and new innovations at the DfT, and its new Passenger Services directorate
ou’re a partner at First Class Partnerships, and I understand you’ve just finished a key franchising project at the DfT? FCP is a specialist management consultancy; we do a lot of work in government and I’ve just finished a role in the DfT that lasted 23 months, as project director for the East Coast re-franchising project. East Coast is one of the largest franchises and the first ‘all new’ one after the cancellation of the Intercity West Coast franchise competition in 2012, which as you know resulted in the Laidlaw enquiry and the Richard Brown report. The project was a success as far as I’m concerned as the leader, and we finished on time. The railway will transfer to the new operator on 1st March and it will return a premium of £3.3 billion to the taxpayer over its contract term. Most importantly, passengers will benefit from better and more services. Was this the largest project you have worked on? I have done large projects before but this was probably the largest in terms of commercial value - the revenues that East Coast will earn over the entire term are in the region of £9-10 billion, so it’s huge. Were you handpicked as project leader? I was selected because I was from the private sector and the DfT was seeking to sharpen up its commercial capability, absolutely necessary for this potentially high-risk franchise, particularly on the heels of West Coast. East Coast has been a really controversial move, with evident opposition from many quarters... This was something we were mindful of. A lot of critics didn’t want to see East Coast re-franchised – they effectively saw it as a privatisation, so yes it has been controversial. There was a big political and public interest with the unions implacably opposed to it, and it excited interest from a range of political commentators. How did that affect your daily job? Within a few weeks of my starting there was a protest outside
Page 48 March 2015
the DfT offices and around 22,000 petitions against the privatisation of the franchise were delivered to my desk! Also, shortly before we were due to issue the ITT the RMT applied unsuccessfully to the High Court for a Judicial Review to effectively try and stop the franchise proceeding. While there was much talk outside the Department of cancelling the competition or changing the market model, it hasn’t happened because it would have been the wrong thing to do, and we were steely in our resolve. I knew any distractions from our goal could jeopardize the competition schedule meaning we wouldn’t finish within the published schedule, which was necessary to maintain market confidence. So your name was out there as the Project Director...you must have had quite a few people bending your ear To some extent: as civil servants we are of course bound be the civil service code. Our priority, therefore, was to make sure we were hearing the full range of views and operating transparently. So when you were approached to run this project, did you think ‘Great, this is an exciting challenge’ or ‘Oh wait I’m not so sure’? I did think it was a huge challenge and I was aware of the magnitude because I followed all the news on West Coast very closely. I admit it did unnerve me somewhat, but I thought ‘actually this is simply a procurement’ – I’ve worked as a bid director and this was just the other side of the fence. So, when I rationalised it, I considered it to be within my capabilities. That said, in the first few weeks it did make me slightly anxious! Why move a good public railway back into the private sector? East Coast was a very good railway and the East Coast team did a great job in quite tough prevailing circumstances, making many improvements. DOR happened because the last franchisee defaulted on their obligations and as you know under the Railways Act this could only be a temporary measure – the
March 2015 Page 49
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RAIL PROFESSIONAL INTERVIEW
government is not allowed to permanently operate the railway. The return to the private sector took longer than expected for a whole range of reasons, but it has happened now and I’m really proud of that. The pressure of competition has delivered a good outcome and the railway will improve further still, building on the good work of the current East Coast team. What size of team did you manage, to run the franchise competition? There were around 15 in the core team and many more in the supporting functions of the DfT. We also had three firms of advisers, PWC (finance), SDG (technical) and Norton Rose Fulbright (legal) At the peak of the evaluation process there were well over 100 individuals involved. And we all worked together very well.
You talked about the impact of Brown, post West Coast – was the process any better on East Coast, if so how? As you might expect there was a tremendous amount of interest and scrutiny on this project and yes, there were many improvements, including a hugely increased rigour in the way the decisions are processed, checked and assured in the Department. The evaluation process involved far more people, from many specialist disciplines, independently determining scores, and then jointly in reaching consensus decisions. So the overall approach means that the results are effectively mechanistically determined. And even when we tested the financial robustness of the bids, where we had to make some risk-based judgments on the most likely financial outcome, as per the ITT, the system we used was extremely robust and relied on strongly evidence-based decisions. In some respects it sounds like more red tape in the competitive process. Isn’t there anything new? I completely disagree. The process is effective, transparent and highly objective. There were many innovations in what we did
including providing far more information about the business we were selling, for example through a better Long Form Report (which was internally prepared), a large and comprehensive project data site, opportunities for all kinds of site visits and interviews with the East Coast Top Team. Also, bidder engagement was unprecedented. We held two highly successful bidder days both of which allowed us to communicate to the market what we were seeking on East Coast, before the competition started. The days included a novel consultation process run under the same rules as speed dating! We also issued a comprehensive Prospectus to interested bidding parties and stakeholders, which together with the bidder days have been adopted by subsequent franchise competitions. The Prequalification questionnaire was also simpler and entirely backward looking, making ‘at risk’ entry less onerous and far less costly. Also, the ITT and Specification followed a new
model too, greatly increasing the level of quality we were buying. I could go on... What did the bidders think to all this? You might argue that all the market engagement never led to any new bidders, in spite of your best efforts? The feedback from them was very positive and confirms a new standard. Bidders liked the extent of information being available through the data site, and the level and quality of engagement. We also know the ITT was clear and well-received because we had far fewer bidder clarification questions from the bidders about our requirements or about the East Coast business– actually less than 50 per cent, than we had expected. For a major procurement, this is a real measure of success. But in terms of having more bidders, was it successful? Yes it was. The shortlist of three had five firms participating including a new entrant, Eurostar, so we were successful. It was an objective of ours that prospective bidders should be able to decide if they want to bid, at the point at which they enter the March 2015 Page 51
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RAIL PROFESSIONAL INTERVIEW
But ordering new trains takes a long time – three to five years is not untypical, they require a lot of design work, and as you’ve said they’re won’t start to be delivered until 2018-19 and then through to 2020. Until we have the increased the fleet capacity we can’t provide all the new services, but when it does happen it will be very exciting. East Coast will be transformed. When you go into King’s Cross and see the new station canopy it’s wonderful. That’s the type of transformation we wanted for East Coast services, and I think we’ve achieved it through the re-franchising project.
competition, i.e. at prequalification. It costs £5 to 10 million to bid one of these competitions. Why should they spend money on prequalification if it’s not for them? By having the bidder days and issuing a prospectus, the bidding market knows what is ahead and can chose to participate or not. What are your thoughts on the last minute situation with the CMA querying the potential anti-competitiveness of sections of the line where Stagecoach already operates? It’s in the CMA’s remit to do what they did and they did it successfully – they took account of all the evidence, and as you said, it questioned only a few routes where there was potentially a direct threat to the market, and that’s mainly bus on rail not rail on rail. And yes, it was always in the plan, and necessarily at the tail end, because the CMA is only legally obliged to do tests on the winning bid. We had expected them to challenge and had advised all Bidders to start engagement with the CMA, where possible, during the bid stage.
The pressure is on to make this franchise successful isn’t it, because if it weren’t to be they’ll go for the jugular... That’s what made this a challenge for me! I’m proud of what we achieved and I look forward to seeing this roll out. Of course I’m confident that this franchise has what it needs to become a success, but we must not pretend that there is absolutely no risk in franchising (like every other single commercial enterprise). We’ve done everything possible to ensure this is as financially sustainable as it reasonably can be, and I am confident that the operator we have chosen to run East Coast understands the risks and will do their very best to deliver great services for the whole term of the contract.
‘The public sector has been awarding passenger service contracts for close to 20 years through several different agencies. Altogether, there have probably been more than 40 contracts let. I think we have necessarily moved with the times’
£3.3 billion is far bigger than the bids of previous operators. That’s quite a challenge – if passenger growth is lower than expected then fares could be pushed up. Isn’t the Department potentially taking risks and making the same mistakes as last time? Not at all, the evaluation process demonstrated that the business as proposed to us is robust for the period of the franchise. It’s a good question and it’s one that when we set out to do the franchising programme, we tackled head on. It’s in our interests that we don’t have a TOC that folds after a few years because it’s been too ambitious, so we’ve improved the risk profile for the operator to make default less likely. For example, we’ve introduced a GDP indexation mechanism, which protects the operator against the main exogenous risks; we limited the franchise term to eight years (plus one year extension), because it’s hard to accurately forecast beyond this term for this kind of contract; And the Department has real financial protection from the parent company backing its bid, which is substantial, and linked to the ambition of the bid. 50% needs to be bank bonded too, so we are in a much more certain place than previously. Also, I mentioned the risk adjustment process we undertook as part of the evaluation. This gives us some assurance that key financial ratios won’t be breached, if some of their business initiatives don’t deliver the revenues they proposed in their bid.
What are your views on the current franchise model and how it might work in the long-distance future? The public sector has been awarding passenger service contracts for close to 20 years through several different agencies. Altogether, there have probably been more than 40 contracts let. I think we have necessarily moved with the times. The early OPRAF models spawned some exciting, entrepreneurial operators, but they weren’t always sustainable. The market was learning and so were we, as the buyers. Over recent years, I see it as a continuous improvement. Each time we react to new developments in the Industry that occur, and it gets better. As for the future, I think for a truly liberalised market (which we should be proud of), it probably doesn’t need to change that much. The Department has got it just about right. I guess I would probably want to move away from the massive franchises in the future. To see a few newcomers in the market, the opportunities have to suit their ambition and appetite too. It’s not an easy game to get into and large franchises might put new firms off.
How soon will the big changes on East Coast be instigated – the new trains that are expected to generate growth are not going to be introduced until 2018 which is halfway through the franchise? Quite the contrary; £140 million will be invested in better facilities and services on board and at stations, and the existing trains will be completely refurbished. East Coast will eventually go to five new destinations, some 23 new services and 75 extra calling points each day.
Would you be worried about Labour getting its hands on rail? It would be wrong of me to second guess Labour’s transport policy. We need the railways and that will never change. I believe franchising itself works, and generally works well, based on all the data over the last 15-20 years. More generally in rail, there will always be scope for improvement and that’s something I’d expect to see regardless of any change in government. March 2015 Page 53
RAIL PROFESSIONAL INTERVIEW
‘So, overall, my message to the industry as a whole is that the process is utterly robust, wholly transparent and fair and the bidding community can be reassured’ Why is it so difficult for Open Access Operators to get into the market? Open Access was primarily envisaged as a way of dealing with the smaller parts of the railway that didn’t get well covered by the franchising process. The ORR must balance a number of statutory duties when considering an Open Access application including their duty to promote competition and the impact on the funds available to the Secretary of State, so naturally any access decision must be examined thoroughly. One consideration for the ORR is the application of something called the ‘Not Primarily Abstractive Test’ which must see applications generate 30p of additional revenue for every £1 of revenue it abstracts from franchised operators. Typically, it has proved difficult for new operators to pass this test. There are of course other important considerations including protecting the value for money of the taxpayer investment in rail. This can be seen on the East Coast Mainline where the economic justification for the investment was based on the return of premium to government through franchising. So, for the Intercity Express trains that are being procured for East Coast – 65 high speed trains providing 50 per cent extra seats for passengers – that business case was predicated on there being a certain number of paths out of King’s Cross to Edinburgh. If this could not be achieved through franchising it would potentially undermine the government’s business case for the trains. This is a big, joined up railway economy, with very large sums of money, and the industry has the responsibility to behave appropriately. What do you think of the new Passenger Services directorate? I think it’s excellent. The way it’s been set up, the combination of procuring and managing franchises is, I think, the right solution. Above all, the Department really gets the fact that the railway has to be passenger focused through and through. So, I’m pleased to see an ever greater a focus on the passenger and improving service quality, rather than say contracts and finance. And I am seeing this not just in Passenger Services, but also within the context of the Rail Executive, which is good. The Rail Executive which is also a new body plays a key strategic role here, which is about delivering an integrated railway network. While we were running the East Coast franchise procurement, the Department has been setting up a structure that’s going to deliver all that. So all in all, what’s not to like? Would you return to the DfT, did you enjoy the working there? That’s a nice question and I would yes. I enjoyed it immensely, not because we were successful, although that clearly counts, but because I was surrounded by great people, really clever people, and I think what I was able to give to them, and all our advisers, was hopefully a greater sense of direction and leadership, so we jointly Page 54 March 2015
achieved the project objectives. These types of projects are characterised by high stress, surprise events that happen every day. We had to jointly be able to deal with them, so having a team that was motivated and prepared to go that extra mile – to work long into the evenings and extra weekends – was important. That was my personal commitment but I also expected it from my team and that’s what’s happened. And I’ll miss that, as well as the intellectual stimulation of a highly complex commercial project like East Coast. Can you tell me a bit about yourself? I live in Derbyshire, a 20 minute drive from the beautiful Peak District. I’m married to a GP and have three grown-up children. I like to go walking with my Dalmatian dog in the Peaks and have a passion for singing. I’m fascinated in all kinds of music and sing in two choirs – a larger one and a smaller, early music choir which specialises in 15th – 16th Century music, which I enjoy enormously…when I get the time. On the project, I worked and lived in London during the week and went back home at the weekends. A big benefit of being in London was that my youngest daughter, Sophie, is at the London School of Economics, so I was able to see her much more than usual. What would you like to get across to Toc managers? My message to the whole rail community is that with the process we’ve gone through, we have implemented a greater level of scrutiny in the Department, and it is far better, though of course still subject to continuous improvement. So for example, the evaluation process for selection is very transparently prescribed. The level of audit and assurance behind the results is thorough, something of which I’m very proud. On approvals, the number of committees and boards that we had to go through were quite a challenge; but we built them into our schedule and prepared well for them. So, overall, my message to the industry as a whole is that the process is utterly robust, wholly transparent and fair and the bidding community can be reassured. So now you’ll go back to First Class Partnerships and be available for more work. Absolutely, yes, I’ll put my For Hire sign up now.
Refurbishment round-up... Blackburn station improvement work complete onths of renovation work at this Northern Rail station are now complete, bringing to it a bright, contemporary look. The work includes refurbished public areas, new automatic doors and seating, the relocation of customer information screens and new CCTV to the station concourse. Blackburn station was built in 1888 and during the refurbishment Northern was keen to acknowledge its rich railway past. Historic images supplied by Lancashire and Yorkshire Railway, Blackburn library and Community Rail Lancashire have been installed as part of the new wall panelling. The £600,000 improvements were funded by the National Stations Improvement Programme (NSIP) and the Rail Heritage Trust. Nine local stations managed by Northern Rail recently won awards at the 12th annual ceremony for Cheshire’s Best Kept Stations.
Easier access for passengers at Severn Tunnel Junction station etwork Rail says work will begin soon at Severn Tunnel Junction station to install a new steppedfootbridge with ramps, meaning that for the first time passengers will have a step-free route between all four platforms. The new bridge will also be raised slightly to allow for the future electrification of the railway. James O’Gorman, Network Rail’s project sponsor for the scheme, said: ‘This is an important part of our work to build a bigger and better railway for Wales.’ The £6.7 million project has been funded through the Department for Transport’s Access for All scheme and as part of this a new ticket office will be built, new tactile paving installed on the platforms and additional disabled parking bays created. The station will remain open during construction and the main bulk of work is expected to begin in June and continue until the winter.
Manchester Victoria station a fitting gateway s part of its strategy for rail in the north, Network Rail has big plans for Manchester Victoria – a £44 million transformation into a transport interchange that is safer, brighter and more spacious. Manchester’s second largest mainline station had been punching below its weight for some time, and will now be a fitting gateway to the city to meet growing passenger demand. The station opened in 1844 and encompasses a number of Grade II listed buildings and features which Network Rail is working to preserve and restore in the redevelopment. A programme of sympathetic renovations includes work on the war memorial, glass dome, Soldiers Gate, station mosaics, a wall map and the familiar glass and iron canopy that runs the length of the station façade. The work also includes a new £16 million roof; significant improvements to the station concourse; new retail units; refurbished original ticket hall and the upgrade of the Metrolink facilities.
Rochester station taking shape ecretary of State for Transport Patrick McLoughlin MP visited the worksite recently and followed the journey that will eventually be taken by passengers through the underpass and up to the platforms. McLoughlin said the station will be ‘a big improvement for this historic town’ that as well as giving passengers a better service will help the local economy by improving access to jobs. Councillor Rodney Chambers, leader of Medway Council, said: ‘The new station is of huge importance, not just to Rochester, but to Medway as a whole, and forms a vital part of our plans for regeneration in that area, particularly our adjacent flagship development site at Rochester Riverside.’ The new station’s longer platforms will mean that 12-car trains can fit on them for the first time and work is due to complete in December this year. March 2015 Page 55
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Work begins to build new Kenilworth station he £11.3 million station is directly on the site of the previous one which shut in the 1960’s as part of the Beeching cuts. The area, on Priory Road, is being made safe so demolition work can begin to clear it and building work will start later this year, with a train service between Leamington Spa and Coventry hopefully starting in 2016.
Work starts on new station gateway ork to make life easier for tram and train users in Rochdale town centre is underway. As part of the project a 40-metre-long section of currently disused underpass will be re-opened and renovated.The subway, which was closed 36 years ago and had fallen into disrepair, will be furnished with new signs, railings, LED lighting, CCTV, concrete flooring and a new drainage system. Many of the heritage features from the original subway will be kept and restored and
historic photographs of how the station used to look will also be featured on the walls and railings. The work will complement the new Northern Hub proposals, an investment by Network Rail in lines across the north of England. Ian Joslin, area director for Network Rail, said: ‘Reopening the subway and improving links between the station, car park and the Metrolink stop will contribute to a significant improvement of the station area.’ The project is funded by Transport for Greater Manchester, Rochdale Borough Council and Network Rail and is scheduled for completion this spring.
After years of campaigning, the bid for a new station received government support in December 2013. Operator London Midland has said it expects to provide the new service. The new station will include a ticket office, a 90 space car park and cycle parking and is forecast to attract 446 return passenger journeys per day, of which 58 per cent would be ‘new to rail’. A new era for Birmingham New Street assengers have just seven months to wait until they can enjoy the bigger, better, brighter Birmingham New Street station along with the new premium shopping destination, Grand Central, when they open in September. This month the demolition beneath the new atrium will be completed meaning the whole of the new concourse will be open to natural light for the first time. In May a major new train crew facility will be opening within the station, bringing in staff from temporary accommodation. It will also see the removal of the first part of the main wall which separates the new and old station which will allow services to be connected and the building to begin to operate as one station. Martyn Woodhouse, Mace’s director of delivery for the project, said: ‘We have a lot of work to do over the next nine months, but we have a great team and are determined that the station the people of Birmingham will walk into in September will be a monument to the complex engineering and years of hard work which have gone into it.’
March 2015 Page 57
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Gatwick Railway Station’s revamp all set for 2017 ew images showing how Gatwick Airport railway station would look following a £120.5 million transformation have been released. Government minister Penny Mordaunt said that the Coast to Capital Local Enterprise Partnership has been successful in a bid for the funding, which means the extensive redevelopment will now go ahead. The complete makeover includes doubling the size of the concourse to reduce congestion, putting in a new roof and installing more escalators and lifts to make it easier to reach all platforms. Coast to Capital’s Ian Parkes, said: ‘This is a high priority project for our region. Doubling its size, creating more ways to reach the platforms and installing more facilities will make a big difference to passengers. The station will also look much better to people whose first impression of the south of England is walking from Gatwick to the station.’ Guy Stephenson, Gatwick’s chief commercial officer, said: ‘It’s not just our air passengers that will benefit from the transformation – more than one million other business travellers using Gatwick station every year will as well.’ Gatwick Airport and Network Rail will both contribute £30 million and the government will pay the remaining £50.5 million, on top of the £10 million already confirmed. Work is scheduled to start in 2017 and finish in 2020.
March 2015 Page 59
Rail Professional Promotion
Providing details on the recent Access for All refurbishment programme at Haymarket station, Stannah shows how it has improved access, increased efficiency and optimised reliability following installation of its lift systems The project s part of Network Rail’s £25 million revamp of Haymarket station in Edinburgh, the Stannah Major Projects team has installed three 16-person, scenic, hydraulic passenger/goods lifts to help bring step-free Access for All (AfA) between the platform and footbridge, whatever passengers’ levels of mobility. The refurbishment forms part of the Edinburgh to Glasgow Improvement Programme, a £650 million comprehensive package of improvements to Scotland’s railway infrastructure being delivered by Network Rail.
The station Haymarket station is a Category A Listed station located near the city centre, which is the second largest railway station in Edinburgh and the fifth busiest in Scotland. With a footfall of more than two million, it’s also one of the most congested stations in the Scottish rail network. The constraints Any site requiring refurbishment will have constraints that may require lifts to be designed and manufactured to overcome them. In the case of Haymarket, its 2,100mm (w) x 2,675mm (d) lift shafts were narrower than usual, meaning that the lifts had to be tailored to nonstandard dimensions, yet still achieve the 16-person capacity required by Network Rail. Stannah incorporated a rucksack arrangement with the sling and hydraulics, rather than the usual twin rams, which allows for a larger lift car and also enables more light travel through the lift shaft and onto the atrium. Three passenger/goods lifts – one specification Apart from different travel distances, the three lifts have an identical specification: Drive: hydraulic, VVF with energy accumulator, direct acting with single ram to the side Load/capacity: 16 person/1,200kg Page 60 March 2015
Speed: 0.63m/s Travel: 5,742mm/5,765mm/5,645mm Stops: 2 Entrances: through entry Floor designation: platform and footbridge Shaft size: 2,100mm (w) x 2,675mm (d), minimal internal plumb Headroom: 4,000mm underside of lifting beam minimum Pit depth: 1,400mm minimum Lift car: Car size, internal: 1,300mm (w) x 1,900mm (d) x 2,300mm (h) Clear door dimensions: 1,100mm (w) x 2,100mm (h) Interior: fully glazed Front returns: Raltex pattern 6WL black Handrail: 45mm diameter, powder-coated new gardenia Bump rail: black rubber Door finishes: glazed panels with 75mm frame Door tracks: bronze Lighting: vandal-resistant, with back-up Flooring: Altro Atlas Door operator: AC VVVF Safety edge: full height infra-red Car station: powder-coated new gardenia Push type: square braille, tactile and half illumination Landing: Clear opening: 1,100mm (w) x 2,100mm (h) Door type: side opening Door operator: automatic Door finish: fully glazed, with stainless steel trims and anti-finger trapping Architraves (standard depth): Raltex pattern 6WL black The Stannah Major Projects team This dedicated team exists to provide all aspects of a project at one single
‘The Haymarket Rail Station project went to plan, completing on time and budget. Access for everyone, including wheelchair users, has been substantially improved between two busy areas. This enables the station to function more efficiently, an important factor in Network Rail’s part in the creation of a multi-modal transport hub fit for the 21st century. ‘This is just one of several landmark installations carried out in Scotland by the Major Projects team and follows on from Waverley station and Dunblane station, which was completed to tie in with the 2014 Ryder Cup.’ John Ottaway, project support engineer, Stannah Major Projects point of contact. Individuals within the team are skilled in project planning and management, estimating, technical operations, logistics, product design and engineering. The team also has field managers, installation engineers, health and safety and quality control that together help drive the project. The full service All the Stannah lifting equipment at Haymarket Station is guaranteed and will be maintained by the Scotland branch of Stannah Lift Services as part of the company’s nationwide service and maintenance contract with Network Rail. Clients Network Rail The City of Edinburgh Council Main contractor Morgan Sindall Architect IDP Architects LLP The Stannah promise Stannah is committed to delivering: • the best quality products • superior service • good value for money • and, last but not least, complete reliability. All backed by a 150-year lift manufacturing pedigree Tel: 01264 364311 Email: firstname.lastname@example.org Visit www.stannahlifts.co.uk
Making it ‘do-able’ Steve Wakeland of ITSO, which provides the national IT Specification for interoperable smart ticketing in the UK, gives an overview of recent ticketing developments
he rail network has come under intense pressure in recent months on the ticketing front. While passengers have seen season ticket prices rising, they are also getting fed up with having to pay through the nose for genuine mistakes when they buy the wrong ticket, according to Passenger Focus. Smart ticketing may have some cards up its sleeve that could offer solutions in the long-term, such as flexible season tickets. Over the past 20 years there has been a big change in how people buy their tickets on trains with a massive shift towards a more self-service type approach, with advanced purchases and buying online. Today’s rail passenger just wants to be able to plan a door-to-door journey, using reliable and up-to-date information. An increasing number want that information online on their PC’s, or via an app on their smartphone or tablet. They want to be confident they can easily get the best-value tickets available. If it snows and everything is delayed, they want to be able to change plans easily and buy alternative travel or get a quick reimbursement for tickets not used. To the passenger, it should be almost as easy as buying a book from Amazon, but setting up systems that can offer a ‘best price’ scenario for every combination of journeys with different operators that cater for the 1.6 billion rail journeys a year in Great Britain is a tall order. And making sure that any changes to fares mean operators are still able to maintain revenue levels while keeping prices at a ‘reasonable’ level is not something that can be achieved overnight. Progress is being made on smart ticketing but, like London’s Oyster card, IT systems take time to develop and bed in – Oyster took 10 years to get off the ground. It was introduced in 2003, but took a further seven years to be accepted on all forms of public transport in London. Contactless bank cards are a welcome introduction to London, but these cards can currently only be used for short journeys costing under £20 (£30 by September) so have limited use on rail. Smartcards using the national interoperable ITSO Specification can
carry pre-paid season tickets and Travelcards worth thousands of pounds, as well as short journey, pay as you go, one-off tickets that cost hundreds. Some operators currently offer pre-print, m-ticket or barcode options. Togetherness is a challenge The technology for all of these options is challenging but do-able, but getting different Toc’s and partners together to agree business rules of sharing information and pricing tickets, however, is a major league ball game. Having smartphones which act like smartcards, holding season tickets which can be recognized at a railway gate, is also do-able, but that requires the cooperation of the mobile phone manufacturers and network operators to ensure that they are all using the same standards and providing the right level of data security to ensure tickets don’t get hacked. ITSO chief advisor standards, John Verity, is also chairman of the Europe-wide Smart Ticketing Alliance which is not only looking at achieving interoperable and integrated smart ticketing on public transport in Europe, but also liaising with mobile network operators and other standards bodies on how transport ticketing applications will be handled. The Department for Transport in the UK has made using the ITSO Specification for interoperable smart ticketing a condition of all future rail franchises, where they want to see passengers get a variety of payment options. It is also investing up to £80 million to support Toc’s in delivering smart ticketing on rail in the South East through the SEFT (South East Flexible Ticketing) project. SEFT involves the DfT, TfL and 12 train operators working together with the support of RSP (Rail Settlement Plan – a division of ATOC). Latest statistics show that, in the year to December 2014, 1.1 billion rail journeys were made using these South East operators’ rail services, so that’s a big
chunk (69 per cent) of all rail journeys nationally. One of the most recent SEFT initiatives is a research project into flexible season tickets. This has the potential for reducing the cost of season tickets, particularly for part-time workers. The impact on rail franchises’ revenues would need to be taken into account but it is hoped that the research will show that flexible products can be revenue generative. The government has invited rail operators to provide details of their plans for flexible ticketing and any barriers they see to successful implementation. The information gathered will form part of a wider research project into the feasibility of rolling out flexible ticketing. Data will also be analysed from flexible ticketing schemes as they are implemented, alongside evidence from passenger surveys, economic modelling of the impact on fare revenues and other sources. Transport Minister Baroness Kramer said: ‘We know that more people are working part-time or from home, and do not have to travel into the office every day. It is vital that we develop a more flexible ticketing system that matches the changing patterns of work and gives better value for money to passengers who are not daily commuters. We know that some operators are already well advanced with their plans, and this research is an important next step in making flexible ticketing a reality.’ Two operators in the South East – Govia Thameslink Railway (GTR) and c2c – have already committed to introduce flexible season tickets as part of their recent franchise agreements. GTR plans to introduce it by this September and data from that introduction will hopefully form part of the research. The government wants to see the remaining operators follow their lead. The research aims to enable the remaining South East operators to make early decisions on the implementation of flexible ticketing. March 2015 Page 61
As far as ITSO-based ticketing is concerned, here’s where we currently are in England: c2c c2c Smartcard holders can load anytime weekday and off-peak returns as well as weekly, monthly and annual season tickets. Travelcards allowing onward travel on TfL’s network are planned. Passengers can now sign up to a new app called ‘c2c Live’ which provides a one-stop-shop with everything from personalised journey information to buying tickets, or even paying for car parking. c2c says the app, developed with IBM, is the first made by a UK rail company to include nationwide door-to-door public transport journey planning, enabling users to plan a route for any journey anywhere in the UK. By 2016, customers will also be able to use their c2c Live app to register for automatic refunds, which will be paid out whenever they are delayed for as little as two minutes.
Passengers who have a c2c Smart card and are registered on the c2c Live app will receive credits for future ticket purchases directly into their c2c Live account. The refunds will start after two minutes of delay, clocking up at a rate of 3p per minute until they are delayed for 30 minutes (50 per cent of single journey cost refunded) or 60 minutes (100 per cent of single journey cost refunded). In future c2c will also introduce flexible season tickets, which will reward commuters when they choose to travel off-peak. c2c and Barclaycard are also piloting the contactless bPay wristband that is linked to any Visa or MasterCard debit or credit card to make contactless payments of £20 and under. Passengers can use it to pay for their travel into central London on c2c, plus any onward journey on the Tube or London buses, as well as their morning coffee or lunchtime sandwich. In future, passengers will be able to travel using the c2c bPay band and all forms of contactless payment across the entire c2c route. Page 62 March 2015
Southern Railway ‘the key’ card is currently available with single and return tickets, plus weekly, monthly and annual season tickets (with Travelcard) for journeys to London stations from the majority of stations outside of London on the Southern network. There are plans to introduce more ticket options in future, including flexi-season tickets for people commuting less than five days a week. London Midland has introduced weekly, monthly and annual season tickets on the Snow Hill Line in Birmingham, with plans for future expansion. East Midlands Trains (part of the Stagecoach Group) loads weekly, monthly and annual season tickets to its StagecoachSmart cards. South West Trains (part of the Stagecoach Group) loads weekly, monthly and annual season tickets to its StagecoachSmart cards, as well as anytime and off-peak one-off tickets to any ITSO smartcard. Merseyrail’s Walrus smartcards can be loaded with Saveaway one-day tickets that can be used on trains, buses and some ferry services in Merseyside. In Scotland, the ScotRail franchise sees around 86 million journeys a year. Current franchise holder First provides season tickets on the smartcard for
Glasgow to Edinburgh and other main commuter routes. Dutch rail company Abellio, which takes over the franchise in April, has big plans to introduce contactless ticketing innovations. Jeff Hoogesteger, CEO of Abellio Group, is reported as being particularly enthusiastic about smart ticketing and potentially bringing the Be-In-Be-Out (BiBo) system in use in the Netherlands over to the UK. This allows passengers to pay for their journeys with a smartcard that is automatically detected by a reader, and doesn’t require tapping in and out, unlike contactless bank card payment and smartcards such as Oyster. Abellio is also looking at expanding the range of products that can only be done through using back office data produced through smart ticketing, and it also wants to be able to offer through tickets that combine rail travel with bus, sail and air travel, cycle hire and car parking. We are already seeing major leaps forward in interoperable smart ticketing based on the ITSO Specification throughout the UK on bus, tram, ferry, hovercraft, car parking and car share schemes. Indeed, it is currently at the heart of major devolution and public transport franchising plans being proposed by local and national government, who see it as an essential part of good public transport which, in turn, makes a major contribution to thriving employment levels and the economy, as well as tackling congestion on our roads. Smart ticketing doesn’t offer an immediate panacea to current rail passengers’ woes, but we’re working on it… Steve Wakeland is general manager of the ITSO Visit: www. itso.org.uk
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Driving down the cost of cash crime Amanda Caton of crime reduction partnership, Banknote Watch, explains what can be done to avoid inadvertently laundering stolen banknotes via ticket machines
ith a growing dependence on electronic ticket machines within the transport sector across the UK, individual machines process cash from millions of customers on a daily basis. It’s this cash flow that makes such machines a prime target for the laundering of stolen banknotes by criminal gangs. Thanks to developments in crimefighting technology, stolen banknotes are becoming ever easier to spot. If a note is stained, it’s likely that it has been stolen in a bank or cash in transit robbery. When cash is stolen in a robbery, technology within cash boxes releases a coloured dye or smoke, staining the cash to such an extent that it’s easily recognisable as stolen. This dye, which also spreads onto the skin and clothing of anyone handling the stolen notes, contains unique taggants, or codes, which leave an information trail to enable police to trace a stolen note – or indeed, a person handling it – to a specific scene of crime. Because of this crime-fighting capability, criminals often try to dispose of stolen notes as quickly and covertly as possible. While general high-street retailers are commonly targeted, the high turnover of cash by automated ticket machines at transport hubs enables the anonymous exchange of stained notes for ‘clean’ cash – making such machines particularly susceptible to receiving stolen banknotes. As such, it’s essential that those responsible for the maintenance of such machines as well as transport employees in general are aware of the value of such notes and ensure that they are reported as soon as possible. Luckily, reporting the presence of a stained note does not necessarily lead to a commercial loss, as the Bank of England offers a refund for all stained banknotes it receives. Initially, contact should be made with the police, as laundering stolen cash is a crime, however once the case has been dealt with, any stained notes can be taken to the nearest bank or post office, where
individuals can obtain what is known as a BEMN form, which, once completed, is sent to the Bank of England, who – providing the note is not counterfeit – will refund the whole of its value to the individual or business. Fast and anonymous Of course, the easiest way to avoid dealing with stolen banknotes is not to accept them at all. That said, every situation will be different; your safety and the safety of staff and customers must always come first. If you feel intimidated, take a full description of the person that gave you the note and pass this information on to your local police station. However, refusing to accept notes is made more difficult by the presence of automated ticket machines, which are often targeted by criminals as a fast, anonymous way to get rid of stained banknotes. In this case, vigilance is the key, and if a customer has attempted to pay with a stained note, individuals can contact their local police or Banknote Watch for advice on what to do. Banknote Watch is a crime prevention initiative, which unites the March 2015 Page 65
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manufacturers, installers and users of cash staining systems with the government and police. Its aim is to prevent criminals profiting from the proceeds of crime and reduce the risk of businesses becoming the victims of commercial robbery. After all, if a criminal cannot spend the stained notes they have stolen, they will not have the incentive to try again, thus reducing the incidences of armed robbery on fellow retailers. Banknote Watch offers advice and guidance on dealing with stained banknotes, and can be contacted by calling 0845 872 0106 or visiting www.banknotewatch.org
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Just the ticket Aaron Gowell says there is a real opportunity for forward-thinking rail companies to change the way tickets are bought and sold and dramatically improve the customer experience
believe that there’s a real opportunity to innovate and improve the customer experience in the rail travel industry – particularly in the way in which tickets are sold and delivered. The number of UK rail journeys is increasing yearon-year as more people choose rail travel than ever before. Nearly 1.6 billion passenger journeys were made in the UK in the last year, a 5.7 per cent increase on the previous year. However, only 24 per cent of the tickets for these journeys are sold through online booking platforms. The public perception of rail travel is often negative; delayed, cancelled, overcrowded and expensive are words that we often hear. Unfortunately, this perception isn’t helped by consumers’ experience of buying tickets. The range of options available and restrictions on travel are extremely varied and confusing, which contributes to a
‘Our famous orange tickets are about to get their first redesign in 30 years. The goal is to make information displayed clearer and easier to understand by passengers. And from March of this year, all electronic ticket kiosks situated at train stations must alert passengers if there is a cheaper fare available for their selected journey.’
negative impression and a general lack of trust before the customer has even had a chance to experience the product. Our famous orange tickets are about to get their first redesign in 30 years. The goal is to make information displayed clearer and easier to understand by passengers. And from March of this year, all electronic ticket kiosks situated at train stations must alert passengers if there is a cheaper fare available for their selected journey. Both these changes follow pressure from campaign groups – the Campaign for Better Transport and Passenger Focus – who have highlighted how kiosks are frequently providing travellers with more expensive options then necessary and that too many people
are being penalised for purchasing the wrong tickets. The fact that both of these issues are only being addressed after pressure from campaign groups isn’t helping the public’s perception of our industry. Instead of waiting to have these changes forced upon us, there’s a real opportunity for forward-thinking rail companies to change the way rail is bought and sold and dramatically improve the customer experience. Getting under the skin of ticketing As someone who is in the business of making it much easier to buy and sell rail tickets for any carrier anywhere in the world, I understand that this is not a March 2015 Page 69
simple thing to do. There are 28 different rail operators in the UK alone covering more than 2,500 train stations. Each carrier has peak, off-peak and even super off-peak times; advanced bookings, seat reservations and group discounts. They each have their own interpretation of what these mean – not to mention the 1625 railcard discount, senior railcards and other various discounts and promotions. Selling rail is not simple by any stretch of the imagination. Added to this are the limitations of rail firms’own front office and back-end systems. It is not unusual to find one system in operations for desk sales, one for electronic kiosk sales and another for website sales. These systems generally do not talk to each other, nor share any information to support customer service or similar operations. This presents a real problem for carriers. If these different technologies are operating in isolation much of the time, it becomes very difficult for carriers to understand the real-time demand for service. Therefore, a carrier essentially guesses (based on experience) whether a particular service will be busy – they cannot tell this from real-time sales data. This makes it much harder for operators to know how many passengers may be travelling on
a particular route at a particular time, or to be able to price promote underutilised routes at short notice. Could you imagine any other industry willing to operate blindly, not knowing how many customers have bought a product at any given time, nor how many of those customers will actually show up to consume that product? This makes innovation more challenging, but not impossible, and rail customers are certainly open to change. According to a Passenger Focus report, ‘rail passengers see the use of contactless payment cards as a good way of avoiding wasting time queueing at ticket offices or ticket vending machines…and potentially enabling them to get better ticket options.’
‘Could you imagine any other industry willing to operate blindly, not knowing how many customers have bought a product at any given time, nor how many of those customers will actually show up to consume that product?’
Sweden forward thinking Sweden is a great example of one of the most forward thinking countries when it comes to rail ticketing. 85 per cent of rail tickets in Sweden are currently delivered via mobile – the highest rate of mobile ticketing in the world. In December, SilverRail acquired Linkon from Swedish rail carrier SJ. Linkon is the technology which powers the Swedish rail market. At SilverRail, we are integrating our technology with Linkon’s and bringing
their expertise and track record of improving rail ticketing in Sweden to help change the way rail travel is bought and sold in the UK and across the globe. Eventually, we want to make it is as simple and easy to search and book a rail trip as it is to book a flight. Just imagine the benefits to rail passengers and operators alike of making rail much more accessible. Aaron Gowell is CEO of SilverRail
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A smart business Jon Reeve looks at growing the corporate traveller market through smarter procurement
nline rail booking and fulfilment is increasingly ingrained in the ethos of private and public organisations to the point where it’s hard to imagine a time when paying walk-up fares was the established norm. Of course, even in the corporate world, there remain exceptions, but there is no doubt that the corporate community now views rail procurement on a par with every other aspect of travel expenditure: including air travel and hotel accommodation. The realisation of the effect that booking rail travel in advance can have on budgetary control has become part of the culture of many businesses, augmented by increasingly sophisticated functionality and management information available through online platforms such as EvolviNG. The reason why corporates are adopting smarter procurement is clear for all to see – because the clients of travel management companies using our own system paid less on average for rail journeys in 2014 than the previous year… despite headline fares increases.
Analysis shows that our one million+ registered users paid £58.73 as an average ticket value (ATV) in 2014, compared to £59.03 in the previous 12 months. This reduction in ATV is also a consequence of the functionality and reporting innovations that result from regular and close dialogue with travel management companies. It’s a fair assumption that the upward curve in ticket prices will continue, so smart procurement – and industry partnership - has never been so important in an era of rapid corporate travel expansion across rail. Certainly, savvy buyers can dramatically cut the cost of travel by monitoring and exploiting booking horizons. For example, our fares benchmarking report for January 2015 recorded savings of up to 77 per cent on some of the most popular rail routes. It was possible to buy a First Class round trip from London Kings Cross to York on January 29 for £126.50, saving £228.50, and Standard Class for £77, a reduction of £144.30 over the walk-up price. Online ticketing and fulfilment systems that support sophisticated travel policy parameters have helped to drive
down retail costs – with many corporate organisations achieving online selfbooking adoption rates of 95 per cent. Such policy options include mandating individuals to book First Class travel for journeys over a particular duration or when the fare is comparable or less than Standard Class. All these rules are programmed into the system on a company-wide basis or defined by user groups.
March 2015 Page 73
‘It must be hoped that the next government, of whatever persuasion, will define a roadmap and commit to smarter technologies. In the meantime, the roll-out of smarter systems remains fragmented and, as a consequence, a source of some confusion for corporate travellers’ Bus industry successfully joined-up Of course, the detailed management information captured by such systems not only helps businesses take advantage of booking horizons but enables them to negotiate better deals on specific routes. And while the online revolution has crystallised smarter buying, it should also be acknowledged that investment by Toc’s in Wi-Fi, mobile phone connectivity and quiet carriages, has been instrumental in
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the remarkable success story of growing corporate rail travel volumes over the last few years. That said, rail ticketing is not without its challenges at present, most notably in the roll-out of smart ticketing systems such as print-on-demand and smart cards. Whereas the bus industry has been successful in adopting the ITSO standard for joined-up travel (with significant public investment it should be said), it is hard to see a truly national protocol being implemented across rail anytime soon. It must be hoped that the next government, of whatever persuasion, will define a roadmap and commit to smarter technologies. In the meantime, the roll-out of smarter systems, such as plain paper, print-on-demand ticketing remains fragmented and, as a consequence, a source of some confusion for corporate travellers. Plain paper ticketing At Evolvi, we are committed to expanding the reach of plain paper ticketing for the clients of travel management companies, and have recently extended this functionality to East Coast routes where Toc’s are using the Avantix scanning system for validation. This validation technology facilitates
the possibility of Toc’s accepting tickets issued on plain paper beyond Advance fares because the system can check whether the ticket has been presented previously. This is a step forward but the somewhat piecemeal approach to plain paper by the rail industry as a whole does make for a confusing picture for corporate rail travellers who simply want a service that meets their needs. It can be frustrating to find that the rules governing plain paper fulfilment vary by operator and by region, although the EvolviNG system does enable automatic selection of this option for its registered users. Hand in hand with support for travel management companies and their clients is a need for online retailers to work closely with Toc’s to ensure that the benefits of advanced technologies, including mobile ticketing, add value to corporate travellers. As the corporate rail market continues to expand, there needs to be a shared vision that this anticipated growth curve is supported by a technology pathway that is perfectly in tune with the needs of business travellers.
Jon Reeve is trade relations director at Evolvi Rail Systems
Making the right connection
Jointing Technologies is a specialist electrical distributor supplying a full range of power cable and accessories into the rail industry for substations, feeders, signalling power, civils & construction projects. The electrification of the UK rail network has seen Jointing Technologies expand its business supplying a range of Network Rail PADS approved products into 750V DC third rail and 25kV AC projects including West Coast Main Line (WCML) and North West Electrification (NWE), in addition to London Underground upgrade power projects based on the fourth rail system. The Jointing Technologies PADS approved product range includes: • Cable Glands
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The company’s development and significant growth has been achieved through its partnerships with market leading manufacturers, knowledge of product approvals, technical support, 24/7 emergency call out service, product training and a total commitment to stock. Please contact your nearest sales office or visit www.jointingtech.co.uk for more information. Woking : 01483 747747 | Norton Canes : 01543 450555 | Bristol : 01454 322555 Head Office: Jointing Technologies, Unit 19, Woking Business Park, Albert Drive, Woking, Surrey GU21 5JY March 2015 Page 75
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Levels of customer service in the rail industry matter not just to individual organisations and their customers, but to the wider well-being and success of the economy
Rail Professional spoke to Jo Causon, chief executive of the Institute of Customer Service about giving customers more influence and say over the services they use, and a strategic leadership commitment to customer service
hat for you is the real impact of poor customer service in rail? UK consumers are becoming ever more demanding of organisations and less tolerant of those that do not meet their expectations. In the Transport sector, this doesnâ€™t just affect the competitiveness and business performance of individual organisations. With a large and growing number of people using rail transport, the experience that rail companies give their customers has wide-ranging effects that ripple across the whole of our economy. How is an individualâ€™s productivity and motivation impacted if they arrive late or endure a difficult and uncomfortable journey? How will it influence their effectiveness and interactions when they get to work? Levels of customer service in the rail industry therefore matter not just to individual organisations and their customers, but to the wider well-being and success of the economy. Against this backdrop, the third meeting of the All Parliamentary Group On Customer Service in January, chaired by Philip Davies MP and Steve Reed MP, looked at how falling customer satisfaction can be addressed. What are your views on the current level of customer satisfaction in the Transport sector? The latest UK Customer Satisfaction Index (UKCSI), the national measure of customer satisfaction published by the Institute of Customer Service, shows that in the UK as a whole, customer satisfaction is at its lowest since 2010 with a score of 76 (out of 100). March 2015 Page 77
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Everything we produce is designed, CE marked and manufactured under our ISO9001 quality assurance. Sophisticated computer analysis is used to help ensure strength and reliability - backed up by a host of calibrated loading and test facilities. We are currently investing heavily in production equipment with one of the UKâ€™s most sophisticated water-jet cutting machines currently being installed to speed up production of one-off items.
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RAIL PROFESSIONAL INTERVIEW
Almost every sector has seen a drop in its score since this time last year. The Transport sector is no exception. The sector came ninth (out of 13 sectors) in the UKCSI, with an overall score of 72.3 – 3.7 points below the all-sector average. The rail sector specifically scores lower still, an average of 70 and its overall score masks a considerable variety of performance, with 21.2 points between Toc’s. The UKCSI also shows that there are strong links between customer service and business performance and measures of business performance such as recommendation, trust, loyalty - and in the Retail non-food sector most obviously – sales and market share growth. It is perhaps no surprise that average levels of customer satisfaction are highest in sectors such as Retail and Tourism where there is intense competition and it is relatively easy for customers to move from one provider to another. Will rail be under increasing pressure to improve? Two factors mean that pressure for better customer satisfaction in the rail sector is likely to intensify. Since the rail network was privatised, a significant amount of the burden of financing our railways has shifted from the taxpayer to rail users. For commuters, in particular, rail fares represent a significant outlay and people have the right to expect high standards of service. Another of the significant findings from UKCSI is that younger people are, on average, less satisfied with organisations than older age groups. However, if they experience high levels of customer service they are more likely to recommend an organisation to others. With passenger numbers in the UK increasing in a way not seen elsewhere in Europe, and set to grow further, especially among younger people, rail companies will face an ever steeper challenge to satisfy the needs of more demanding and discerning customers. What can rail companies actually do to improve customer service? The Institute’s research shows that organisations with a high level of customer satisfaction perform strongly and consistently across a range of key attributes of the customer experience. These include: being easy to do business with; preventing problems from occurring; resolving customer problems promptly; delivering on promises; and crucially, supporting their employees to ensure they are able to cope with all types of customer issues. One of the key elements of customer satisfaction - where most rail companies score lower than both the national and the Transport sector averages - is professionalism of employees, a set of measures based on customers’ perceptions of helpfulness, friendliness and competence of staff as well as the extent to which customers feel they are treated as a valued customer. These issues come to the fore when problems occur such as late or cancelled trains, and where the responsibility for providing information and rectifying issues is unclear – sometimes to rail company employees as well as customers. In these potentially fraught and highly charged situations, it is essential that employees are equipped with the right problemsolving, communication and emotional intelligence skills to help customers, and deal appropriately with other employees in their own and other organisations. This is probably the single biggest area that rail companies should invest in to improve their reputation and customer service. It is becoming more important for rail companies to engage with their customers to understand and generate insight about their needs and priorities, particularly in relation to drivers of satisfaction or discomfort. By involving customers more closely in the design or re-design of services, rail companies are much more likely to plan improvements which are in keeping with changing customer needs and preferences. Technology and new channels of communication have created both opportunities and risks for rail companies. On the one hand, there is an opportunity to provide customers with timely and relevant information. However, increasing use of social media channels may also expose failings in customer service and require
‘How is an individual’s productivity and motivation impacted if they arrive late or endure a difficult and uncomfortable journey? How will it inﬂuence their effectiveness and interactions when they get to work?’ a broader range of skills and expertise to manage customer interactions. With tablets now outselling PC’s and smartphones more prevalent than ever, it should perhaps come as no surprise that most complaints through social channels in the rail sector, are made while en route. According to the latest UKCSI 8.9 per cent of customers who contacted a transport organisation about a problem used social media, making it the highest proportion for any sector in the UKCSI, where the all sector average was 4.8 per cent Meanwhile 40 per cent of customers used email to contact organisations, which was the most frequent complaints channel in the sector. Rail companies need to respond to this reality, while recognising that appropriate use of technology cannot be a substitute for essential customer management skills. Are there regulatory and competitive incentives to change? There are two distinct competitive elements to the rail sector, both of which customer service can play an influential role in. Competition for success within the franchise process, or to retain and grow passenger numbers so that people choose to travel by rail rather than by alternative modes of transport. Looking at the franchise example first: customer service needs to be a key element of an organisation’s proposal, and if they win that contract this needs to be followed through and sustained. At the latest APPG, Philip Davis MP and Steve Reed MP both commented that customer service should be at the heart of the contracting and franchising process – a sentiment with which I fully concur. In terms of franchising, a company’s customer service track record should be an essential part of the franchise pre-qualification - we have seen this have a big impact recently with Ofwat’s approach to building customer service into the long-term plans of Water companies, focusing on customer outcomes rather than industry processes. Those organisations whose customer service credentials are questionable need to provide compelling evidence of how they will improve, or they should not be accepted as a viable franchise candidate. Customers
March 2015 Page 79
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RAIL PROFESSIONAL INTERVIEW
“Those organisations whose customer service credentials are questionable need to provide compelling evidence of how they will improve, or they should not be accepted as a viable franchise candidate” are the driving force behind the success of the rail sector, and they must be a key part of an organisation’s business plan. The other form of competition is with alternative forms of transport. There is clearly a commercial imperative to retain and grow customer and market share. With many alternatives out there, companies need to give customers reasons to choose their services. All of our research shows that, right across the UK economy, where there is competition there is an even greater need to focus on customer service to generate customer loyalty. Rail companies need to be scoring higher in the UKCSI if they want to be confident of retaining customer numbers. For many customers though, the reality is that rail companies often appear to enjoy a natural monopoly; customers need to use their services as often there is no realistic alternative. In an era of falling satisfaction, regulation and competition both have important roles to play in driving up levels of customer satisfaction. Yet neither will probably be enough to drive
genuine and sustained improvements in customer service. What are the factors then which will deliver sustained improvement? I believe that there are two factors which are critical to deliver lasting improvement in customer service in the rail sector: giving customers more influence and say over the services they use; and a strategic leadership commitment to customer service. At the recent All Party Parliamentary Group on Customer Service, there were a number of references to the need to find innovative ways of enabling customers to exercise influence over the services they use, through both formal and informal mechanisms. The creation of ‘customer advocates’ is just one of the strategies that rail companies can employ. A key part of this drive for advocates is to work with customers and allow them to help shape and determine policies and recommendations
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RAIL PROFESSIONAL INTERVIEW
of best practice. Outside the Transport sector, many of the highest performing organisations for customer service are active proponents of co-creation – encouraging their customers to become more involved in the design of services - because they recognise that this leads to deeper and genuine customer engagement. There also needs to be a genuine leadership commitment to customer service. This starts from the boardroom and senior executive team. In many UK companies – not just in the Transport sector – it’s more common to find high levels of skills and experience in finance and governance than in customer service. This is beginning to change as many organisations recognise that competitive advantage lies in the strength of their relationships, with customers, partners and suppliers, employees and other stakeholders. Increasingly, they need high calibre individuals with practical experience of customer service in key strategic roles that recognise the commercial and reputational value of a sustained focus on customer service. It’s essential that organisations build a culture of engagement where there is a clearly understood vision of service. Individuals should be encouraged to develop their customer service skills and to identify ways of improving customer experiences. Where customers see that employees are engaged and knowledgeable, there is a far greater chance of them being satisfied with the organisation and the service they are providing. Employees need to be trained and empowered to deal sensitively with challenging customer situations, especially when there are interruptions in service. While individual employees can’t necessarily deal personally with major service delays or problems, they can make a significant difference to customers’ experience by the way they react and manage these challenging situations. Fundamentally, organisations and their leaders need to ask themselves whether they are content to maintain low or
mediocre levels of customer service, or whether to aspire to a reputation for integrity, commitment and excellence. This can only be achieved through an unambiguous commitment to customer service which stretches from the board and senior management team to the design and delivery of the network and services and everyday practice and behaviours of employees. There is no reason why the UK should not be known as a global leader for standards of customer service in the transport and rail sectors. The benefits will be seen in terms of higher levels of trust, recommendation and reputation, as well as lower levels of complaints. But more than this, a vibrant and customerfocused rail sector has a central role to play in driving a healthy, successful and sustainable economy.
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Wi-Fi takes the right track Ian Reynolds asks whether the huge investment in Wi-Fi will be worth that much to the consumer
ith a huge £90 million Department for Transport investment into ontrain connectivity, the days of patchy and expensive Wi-Fi connections should be a thing of the past for the British train traveller – customers will enjoy seamless mobile broadband connections on their travels that will provide an experience at least ten times better than current services. Transport operating companies are at various stages of investing in the provision of Wi-Fi (both free and paidfor) for passengers, and upgrading services across the board. Travellers will finally be able to tweet, stream and email without interruption. But is the investment actually worth that much to the consumer? In short,
yes. KBH On-Train Media’s Dipsticks 2013 research proved high demand for increased connectivity with 92 per cent of travellers using a smartphone while travelling, and 83 per cent saying they would use on-train Wi-Fi if it were free to access. More than ever, train carriages are being used as mobile offices, places to shop and living rooms on the move as consumers are taking advantage of increased connectivity coupled with a rare ‘pause point’ in their busy schedules by working, shopping and catching up on entertainment. This offers a real opportunity for train operating companies and brands alike. Dipsticks’ 2013 research provides an insight into how travellers spend their time on the train. 59 per cent of people check email on a mobile device, 55 per
cent browse the internet, 43 per cent use social media and 28 per cent catch up on work. Rail users are also catching up on entertainment with 33 per cent reading a book or magazine via a connected device and 19 per cent watching videos. These figures are sure to rise dramatically with the increase of free and improved Wi-Fi. Commercial opportunities There is clear potential for the commercial opportunities offered by Wi-Fi to grow and develop. KBH is investing in digital capabilities which will enable train companies to maximise the commercial opportunity offered by this growing media channel while maintaining, and even improving, the customer’s on-train experience. The latest improvements will not only be of benefit to consumers. Toc’s can use Wi-Fi in combination with signage and traincards to communicate with passengers. Important messages can be displayed on Wi-Fi landing pages as well as through the carriage, delivering maximum impact through the use of multiple touch-points. For brands and advertisers, free Wi-Fi creates an opportunity to target consumers when they have an unparalleled average dwell time of 50 minutes (Dipsticks 2013) and are using their mobile devices to shop, work or play. Traincard messaging can be used to March 2015 Page 85
drive consumers online while the Wi-Fi advertising packages will benefit from consumer perception of added value and appreciated service and, crucially, offer a direct connection to the advertiser’s online presence. The combination of dwell time and smartphone usage will enable creatives to have more scope in pushing people to an online brand presence knowing that they have the time, the inclination and the connectivity to do so. Wi-Fi advertising offers consumers freedom to interact with brands on their terms, on their smartphones. The consumer is in control of the nature and timing of the ‘next approach’, after the prompt on the Wi-Fi screen. It’s personal. Wi-Fi delivers clear branding, sole share of voice (there’s generally only one WiFi sponsor), immediacy, a direct route to advertiser content, and overall, deeper engagement and message amplification. Wi-Fi acts as an enabler and will facilitate continuous connectivity, which will encourage people to go online immediately and stay online as the experience becomes more seamless. Advertisers will therefore be able to take advantage of the channel to build continuous, ongoing dialogue and amplify
either a more generic online campaign or a broader out-of-home media drive. Traincards have already proven their worth as an effective direct response medium to fulfil a variety of calls to action. We now know that of those who have responded to a traincard prompt, 45 per cent did so while on the train itself. The ongoing number of charity advertisers we see on trains is testament to this effectiveness. We also know that, as well as making donations to charity, people buy products and services via smartphones while they’re on the train. According to Dipsticks 2014, 40 per cent of travellers have bought a product or service via a connected device while on the train, compared to just 10 per cent in 2013. Again, it comes down to accessibility – more than four-fifths of travellers will use Wi-Fi if it’s free to access – and reliability. The increase of both of these factors will lead to a boost in people accessing and using their smartphones to respond, immediately, to calls to action. Also, mobile wallets from trusted finance and tech companies (such as Mastercard’s Masterpass and Apple Pay) will make online purchasing even more straightforward and secure.
Consumers the real winners So the opportunities for Toc’s and brands are obvious, but it’s consumers who will be the real winners as they find value in increased connectivity by being able to maximise the effectiveness of their travel time. Transport Minister Baroness Kramer said: ‘The announcement that we are providing free Wi-Fi on trains means people can more easily work and keep up with friends while on journeys. As well as the steps we have already taken to make train travel as affordable and efficient as possible we hope Wi-Fi will encourage even more people to make the greener choice and travel by train.’ With rail journeys up by more than 140,000 per day (according to research by the Rail Delivery Group), there is higher demand than ever on rail services, and it’s crucial that the level of service continues to improve as the passenger numbers rise. Easily-accessible, reliable Wi-Fi is just one step towards making train travel a truly modern experience; it’s time the opportunities of the internet are finally made fully available to the rail industry and its users. Ian Reynolds is managing director, KBH On-Train Media
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What price satisfaction? With travellers becoming increasingly dissatisfied, there is ample opportunity for transport firms to show they are listening and respond with innovative pricing products, says Dimitris Hiotis
n a recent study conducted by Simon-Kucher & Partners, a boutique consultancy specialising in strategic pricing, London was found to have the most expensive transport system of 15 major metropolitan centres. The study took into account the price per kilometre of a typical journey, discounts for monthly tickets and customer types (for example, pensioners), the average annual price increase and the level of price differentiation. The table below summarises the key results by each city
per cent(2) of journeys starting or finishing in London, it’s of no surprise that such an imbalance has predominantly hit the capital. The government has started to address this imbalance. Since the mid-2000’s annual government support to the rail industry has increased compared to the 90’s. A peak was reached in 2006/07, when real terms support of £7.3 billion was provided, with current investment being around 30 per cent lower than that peak(3). The government has stated that it plans to invest more than £16 billion between
of pricing, there needs to be more innovation on pricing and product offerings. To illustrate, if you take London commuters, they currently have two possible choices:
included in the study: To the typical Londoner, the study re-confirms their belief that transport is expensive in the capital. So what drives this high cost? A principal reason is the balance between supply (i.e. capacity) and the overall demand for public transport in the capital. As per the McNulty Rail Value for Service study(1), the increase in passenger journeys observed since 1997 has not been mirrored by an equivalent increase in network capacity – we are now experiencing more demand for railjourneys than in 1946 with almost half of the network we had at that time. With 60
2014 and 2019 in the railways and £9 billion in railway enhancements(4). Furthermore, big projects, currently underway, such as Crossrail and several tube upgrades, are expected to increase capacity by at least 10 per cent(5). However, even with the increased capacity, prices are unlikely to come down. Such investments will eventually need to be paid off and the demand is likely to be higher than today as London’s population continues to grow. Innovation needed To really improve the perception
1) they can buy single or return journeys; effectively something like a pay as you go model. Or: 2) they can buy season tickets, which are available in weekly, monthly and annual options. These require a higher investment up-front, but provide unlimited journeys for a given period of time; effectively, a fixed payment plan. There is, in reality, no middle alternative, such as a scheme where you buy something like a ‘discount-card’ at a fixed cost, which is lower than a season ticket but provides a discount per each ticket bought. One can argue that Railcards do offer something similar, but are usually associated with specific segments, such as young people, families, pensioners etc., and are thus not widely available. March 2015 Page 89
In contrast, such a scheme has been hugely successful in Germany with Deutsche Bahn’s BahnCard, with its main features summarised in the table below: BahnCard
1st Class €125
25% discount for all
2nd Class €62
tickets (discounted and full fare) for 1 year on all DB services
1st Class €515
50% discount for all
2nd Class €255
tickets (discounted and full fare) for 1 year on all DB services
1st Class €6,890
Unlimited travel for a
2nd Class €4,090
year on all DB services
Such schemes: • provide more flexibility and choice to customers, especially for customers like part-time workers who do not commute every day and therefore would not consider a season ticket • incentivise more travel – as people have a discount on train travel, they will use it more, especially at times and periods where they have access to an alternative, such as a car during the weekend
• create another discounting product to complement the season ticket to change the perception of the cost of travel • benefit the operator, since consumers rarely optimise and tend to buy more than they need, leading to a potential uplift in overall ticket revenue. Dynamic discount scheme Furthermore, railway operators and TfL can also consider using the available technology, like the Oyster card in London, to provide a more dynamic discount scheme that incentivises travel at less busy times. For example, with Oyster cards, you can potentially have a scheme whereby after ‘x’ journeys you get a reward, such as a free or discounted off-peak journey for the cheapest journey conducted from that Oyster card. This gives the feeling of reward to customers and incentivises them again to use their Oyster more. In summary, although the economics of this industry are such that there is little room for cheaper tickets, railway operators and the tube can introduce more innovative products and pricing structures to create a fairer and better price perception for the regular traveller on public transport. With similar studies to this one showing that travellers are
becoming increasingly dissatisfied with the service they receive, there is ample opportunity for transport firms to show they are listening and respond with innovative pricing products. Dimitris Hiotis is partner and transport, travel & leisure sector lead in the London office of SimonKucher & Partners
1 Source: McNutty Rail Value for Service publication, May 2011 2 Source: HM Treasury: Investing in Britain’s future, June 2013 https://www.gov. uk/government/uploads/system/uploads/ attachment_data/file/209279/PU1524_IUK_ new_template.pdf 3 Source: HM Treasury: Investing in Britain’s future, June 2013 https://www.gov. uk/government/uploads/system/uploads/ attachment_data/file/209279/PU1524_IUK_ new_template.pdf 4 Source: HM Treasury: Investing in Britain’s future, June 2013 https://www.gov. uk/government/uploads/system/uploads/ attachment_data/file/209279/PU1524_IUK_ new_template.pdf 5 Source: HM Treasury: Investing in Britain’s future, June 2013 https://www.gov. uk/government/uploads/system/uploads/ attachment_data/file/209279/PU1524_IUK_ new_template.pdf
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Survey & Design • Project Management • Engineering Consultancy Page 90 March 2015
The poor relation no more Andrew Allen says the government needs to grab the current opportunity to transform rail in the North of England, and suggests we could emulate zonal fare structures in Scandinavia and Germany
he North of England’s rail network has been getting a raw deal for decades. But is this about to change? As new research commissioned by Campaign for Better Transport shows, the combination of new franchises, major projects, belated recognition that the region’s cities need decent rail connections and the promise of progress with devolution all support the need to transform the network. Will the government be able to grab the opportunity? The area covered by the Northern Rail franchise has long been the poor relation of the UK’s rail networks. It has experienced ongoing cost cutting going back nearly 40 years. This includes widespread use of cheap diesel trains, de-staffing of stations, and removal of station buildings. Northern continues to be maligned as a subsidy junkie despite its very large and highly complex network. It has been denied the renewal and upgrade programmes from which much of the South East has benefited. Yet debates continue to circulate in Whitehall and Westminster about whether the investment needed to transform Northern can be justified. Ageing Pacer trains have become a microcosm of these arguments. Politicians from all sides have been falling over themselves to condemn them but a clear plan for how they can be replaced has yet to emerge. The Prime Minister’s pledge that the cost of outdated rolling stock is one ‘everyone has to share’ has been widely interpreted as ‘Northern fares will have to rise’, but this approach has not been applied elsewhere. For example, when a major part of Southern’s train fleet came due for replacement 15 years ago, the total costs were far higher than those needed to replace the Pacers and led to a major re-electrification programme too, yet there was no thought given at that time to asking Southern’s commuters to pay higher fares for the new air-
conditioned trains provided. Compare this with the serious attention being given to increasing fares and replacing the Pacers with decommissioned 30 year old London Underground trains. There are also suggestions that putting up Northern fares would redress an existing imbalance. While comparing a range of ticket prices into Leeds, Manchester and Sheffield with those into London does reveal lower per mile ticket prices in the North, comparing with average regional wages upends the picture and shows that Northern’s fares are actually up to 30 per cent less affordable for local people than those around London.
New zonal structure Rather than the Department for Transport demanding higher ticket prices (as it already has with the counterproductive evening peak fares in and out of some cities), the opportunity should be taken to consider a new zonal structure across the North of England. As the experience of London shows, creating a more coherent, understandable and marketable pricing structure can create something attractive to passengers and increase patronage and satisfaction. The Malmo-Copenhagen region of Denmark and Southern Sweden shows how zonal fares can be successfully implemented across not just a wide area
March 2015 Page 91
allows a creative approach to marketing with tickets for concerts, sports events and festivals all routinely including public transport as part of the price. With Northern Rail services alone calling at over 500 stations, compare that with the hugely complicated UK system, which in effect prices all journeys between UK stations separately.
but different countries. The area has one of the fastest growing economies in Europe and its joint fares structure is based on high level regions producing simple ticketing which can be easily understood and promoted. Similarly, the Verkehrsverbund Rhein-Ruhr (VRR) covers the RhineRuhr conurbation in Germany. It has a population of nearly eight million, covers more than 7,300 square kilometres from Dortmund to the Dutch border and reports 1.2 billion passenger journeys a year on both train and bus. VRR’s zonal fare structure offers uniform, integrated tickets across nearly 40 operators and
Government must grasp opportunity There is a lot to play for and government should use the Invitations to Tender (ITT) for the Northern Rail and TransPennine Express franchises as a statement of intent, investing now to help rebalance the national economy. Almost twothirds of the north of England’s gross value added contribution to the economy is created by the five city regions of Liverpool, Manchester, Sheffield, Leeds and Newcastle. The credibility of rail’s role in supporting the region’s cities needs to be enhanced by increasing capacity on rail corridors into the city centres, reducing overcrowding, supporting the economy and providing a viable alternative to the car. More control of the North’s rail network should be devolved as a stepping stone to a body with full responsibility for specification and financing of public transport, as Transport for London and Transport
Scotland very successfully do. The ITT should also signal serious consideration for zonal fares, a clear plan for replacing the Pacers and a ‘regional intercity’ network that would generate extra revenue and build on what the current TransPennine Express franchise has achieved. Setting Northern Rail another ‘minimum cost’ franchise would not just undermine this, but would leave current and planned investments such as the Northern Hub, electrification schemes and other projects due to come on stream in the 2020’s under-utilised. All this adds up to far more than special pleading and it needs more than traditional transport appraisal techniques to consider it. The wider economic and environmental benefits have to be included, otherwise talk of a ‘northern powerhouse’ will ring hollow. All eyes are on the government to see if it grasps the opportunity. Northern Rail: Stepping Stones to a Rebalanced Britain was produced for Campaign for Better Transport by Greengauge 21. It can be downloaded from the CfBT website: www.bettertransport. org.uk/sites/default/files/research-files/ Stepping_Stones_final_version.pdf Andrew Allen is a policy analyst at Campaign for Better Transport
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Much to progress Maggie Simpson takes a look at the year ahead for rail freight
t’s probably fair to say that the railways have had rather a bumpy start to 2015. The disruption over Christmas and the subsequent reviews have meant that passenger delays have never been far from the headlines, and with the General Election looming it seems likely to stay that way. Of course, rail freight tends not to be the priority in such times, not least as it doesn’t command many votes, but nonetheless, there are likely to be implications for freight as the year progresses. So what are the priorities for the freight sector in the year ahead, and what are the challenges that we see emerging? The results of the General Election, whichever way it goes, will set the tone for emerging government rail policy. On the face of it the parties have quite different policies, although there is perhaps more in common than might first appear between the current arrangements
at DfT and Labour Party plans for a new ‘Guiding Mind’ for rail. For rail freight, it is often the case that the direct and immediate impacts of such changes are limited, but the second order effects can be significant, and we need to ensure support in pursuit of growth and business confidence. We have been, and will continue to be, in dialogue with all parties as they develop their proposals. A challenging year ahead Network Rail has a challenging year ahead as it seeks to keep the enhancement programme on track. A number of rail freight schemes are in the portfolio, not least Felixstowe to Nuneaton, and it is imperative that the delivery of these important projects is not allowed to slip back. There has been some good progress in the last twelve months, with the Ipswich Chord opening and other gauge clearance projects completed, as well as work at Reading and elsewhere which
March 2015 Page 93
will benefit freight services. We also need to start making a firm case for investment in the next Control Period as new Ministers start to consider their future transport priorities. This needs to include pressing for electrification for rail freight, including from Felixstowe as well as the completion of the Electric Spine. With a fair wind, HS2 should conclude its parliamentary stage for Phase 1 during the year. We are pressing for satisfactory safeguards for freight in the programme and in particular in respect of the existing network and the use of released capacity. There is a great deal of analysis
yet to be concluded, and the demands for investment to support HS2 must be clarified along with other network needs. The work for Phase 2 is also expected to progress, which is particularly important for freight traffic wishing to serve the north-west and north east conurbations. An important part of investment for freight is in helping to improve the efficiency of the sector. There have already been significant gains, but there is much more to do. Longer and heavier trains, which deliver more goods in fewer train paths, are critical, as are better equipped and modern terminals. We expect to see progress in developing modern ‘strategic rail freight interchanges’ over the year with a number of projects in the planning stage and others due to move into construction. Network Rail is also considering how to best manage its land estate, including the 100 or so sites it has recently acquired from the freight operators. The ‘digital railway’ also has much to offer, through modern train control, and also in smaller programmes which seek to improve journey times, fuel efficiency and safety. Pilot schemes are already underway in some areas, and it is a key area for unlocking incremental progress. Such measures also help with
the perception of rail freight amongst its customers and potential customers who are often used to a fast moving road haulage sector and despair at some aspects of the railways. Efficiency of international traffic is also critical to making economic flows, and with charges for the Channel Tunnel reduced, there are prospects of more business on this route. HS1 is of interest to many for its superior gauge, and the ability to serve London through the hub at Barking. For the conventional routes, there is early development to see whether there is the case for gauge enhancement above the current ‘W9’ gauge. The UK government has now formally signed its participation in the European Rail Freight Corridor 2 which extends to the bottom of the West Coast Main Line, and the necessary work to formalise this into the UK framework is now being led by Network Rail and ORR ahead of the ‘go live’ date of November 2017. So there is much to progress, and at RFG we will continue to make sure the voice of the wider rail freight sector is heard throughout.
‘An important part of investment for freight is in helping to improve the efficiency of the sector. There have already been significant gains, but Maggie Simpson is executive director of the Rail Technology Magazine … ½ page (130x183mm) offer, there isRail much more to do’ Freight Group March 2015
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rand Central has been a subsidiary of Arriva UK Trains since 2011 and has operated on the East Coast Main Line from Sunderland to London King’s Cross since December 2007 and from Bradford Interchange to London King’s Cross since May 2010. In August 2014, it was granted a ten-year extension of its Track Access
Agreement with Network Rail, enabling the operator to continue running services until 2026. Grand Central is not subject to franchising nor obliged to release performance-related data, despite this the operator recorded a PPM for the second quarter of 2012/13 of 87.1 per cent. In Autumn 2014’s National Passenger Survey, 94 per cent of its customers said
they were satisfied or very satisfied with the service they receive and, with 96 per cent, Grand Central also came top of the same survey for punctuality. In February 2015, Grand Central was voted the best of all operators in the Which? train satisfaction survey, gaining the highest ever score recorded in its history. The 76 per cent rating was worked out from assessment categories
March 2015 Page 97
that included cleanliness, punctuality and reliability. Rolling stock Grand Central fully refurbished its existing fleet of Class 180 trains after it began operating in 2007, and a further refurbishment is due to begin later this year that will include the fitting of leather seats in first class carriages and improved toilets and vestibules across the standard class carriages. In October 2014, as part of a 12-year investment programme, Grand Central added five additional Class 180 trains to its fleet and, in an agreement with Angel Trains, leased 21 HST vehicles. The high speed trains have been in use since the operator began services on the East Coast Main Line in 2007 – that lease will run until December 2016. Its fleet is maintained at Heaton, Bradford, and Crofton, Doncaster, depots. Since the Arriva takeover, heavy maintenance on the operator’s HST fleet has taken place at LNWR in Crewe, now known as ARRIVA TrainCare. Investment Following the 2026 contract extension, Grand Central announced that it will be investing £7.8 million on a range of
measures including LED lighting on board trains, making power sockets for mobile phones and laptops more reliable; improving the usability and speed of Wi-Fi connections; and also a capital investment pledge that will enhance passenger facilities. Richard McClean, managing director of Grand Central Rail, said: ‘We’ve listened to our passengers and the investments we’re making will improve the reliability of services as well as the comfort and reliability of our on-board facilities. ‘We’re starting our investments early to get a head start on improvements for passengers, with a refurbishment to our current fleet due to begin in early 2015.’
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Station Ambassadors In response to feedback from the general public, Grand Central said it intended to add more volunteer Station Ambassadors at stations that are frequently unstaffed, particularly at weekends. The operator said there was a ‘keen appetite’ for more ambassadors, following their successful deployment at Eaglescliffe and Hartlepool station. ‘In May 2014, we expanded our Station Ambassador programme to Brighouse Station in West Yorkshire. Our ambassadors work hard, providing help and advice to travellers travelling to and from London,’ said McClean.
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For more than three decades, Charles Endirect, a family-owned business, has created and manufactured some of the most advanced, bespoke technology on the market for both the rail and road industries. To illuminate you further, talk to Andrew Jackson, National Sales Manager on 07866 576 089. Or email firstname.lastname@example.org Tel: +44 (0)1963 828 400 Email: email@example.com
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Power centre (image) oint venture partnership, SSA (Switchgear Substation Alliance) UK, has been appointed to Network Rail’s CP5 National Substations Supply Framework in a deal that could be worth up to £50 million. The framework involves the supply of multiple high voltage traction power substations that form part of Network Rail’s £38 billion spending and investment programme. The three-company alliance – Giffen Group, EPS UK and Electren UK – are rail and engineering specialists that will offer Network Rail a turnkey solution for the provision of substations across the UK network. Giffen Group will provide the project
Rail and the ORR to independently review aspects of Network Rail’s business. It also includes working with both organisations to identify opportunities to improve performance that bring about a safe, punctual, efficient and reliable UK railway. Arup, an independent firm of designers, planners, engineers, consultants and technical specialists, is one of a panel of suppliers on each Lot that will be required to report on Network Rail projects, processes and outputs in the areas of asset management, major infrastructure and enhancements, data quality and monitoring of regulated outputs. Stefan Sanders, Arup’s UKMEA transport consulting leader, said: ‘Our appointment emphasises our ability to provide expertise across the entire range of specialisms that are vital to keeping Britain’s railway operating safely and efficiently.’ Visit www.arup.com In the train, not on the tracks mith Brothers & Webb has developed an airline-style contained effluent transfer (CET) system toilet for trains to bring to an end the practice of dumping toilet sewage directly onto the tracks. BBC documentary Inside Out recently revealed that one in ten of the UK’s train carriages deposit waste straight onto the tracks, leading to potential public health risks. Harvey Alexander, chairman of Smith Brothers & Webb, condemned the ‘antiquated’ practice that provided no safeguards for railway workers or the public. ‘If a train is travelling at speed then toilet spray can be thrown out, which can land on rail workers at the side of the track. Our CET’s make it easy for operators to empty their on-board sewage tanks quickly with minimal downtime.’ The Warwickshire company’s CET system is three-times faster than conventional models at emptying train sewage tanks. It uses negative pressure to evacuate 800 litres of effluent in eight seconds, enabling one person to clean out tanks on a 12-carriage, high-speed train in ten minutes.
Information superhighway eeds and Bradford commuters travelling on Northern Rail’s electric trains can now access free super-fast Wi-Fi, with 20MB of data available. The scheme to get commuters connected is the only one of its kind funded by the Department for Culture, Media and Sport (DCMS) and is available on services operating between Leeds and Skipton, Ilkley and Bradford Forster Square. The joint initiative between Northern Rail, Leeds and Bradford Council and the West Yorkshire Combined Authority was made possible following a £750,000 investment from Broadband Delivery UK, an arm of the DCMS. Included in the package is a range of content that includes Sky NOW TV shows, bestselling audiobooks from Audible, games and local and national news.
S management and delivery structure; EPS will deliver the containerised airinsulated switchgear; and Electren UK will carry out the projects’ system design and construction elements. Patrick McLoughlin MP, Secretary of State for Transport, said: ‘This contract will help transform a significant part of the network to enable faster and more reliable rail services.’ An SSA UK statement said that the long-term commitment from Network Rail will enable ‘investment in research and development to develop the next generation of air insulated switchgear.’ Visit www.ssa-uk.com That’s your Lot rup has been appointed to all four Lots of the Independent Reporter Framework for CP5, following on the company’s role as Part A Reporter during CP4. The independent reporter appointment is an impartial role that involves working together with Network
Ed Vaizey MP, Minister for Culture and the Digital Economy, said: ‘Providing free Wi-Fi on public transport and in public spaces is just one of the ways we’re boosting connectivity across our cities. It’s great to see the positive impact this is already having for commuters in Bradford and Leeds.’ A recent partnership between Parkeon Transportation and Northern Rail has led to success at the Transport Ticketing & Passenger Information Awards 2015. The companies were named joint winners in the Best Customer Serving Operator category for an industry-first innovation that enables information to be delivered to passengers via ticket vending machines (TVM). Visit www.www.northernrail.org March 2015 Page 101
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Eyes like a hawk emote aerial inspections and surveys company, Cyberhawk Innovations has been awarded a place on a three-year national framework agreement with Network Rail for the provision of Remotely Operated Aerial Vehicle (ROAV) services. One of four suppliers to be awarded the contract, Cyberhawk’s deal covers railway infrastructure inspections and land surveys, including overhead line equipment, structures, embankments and post-incident support. The Network Rail framework agreement is Cyberhawk’s first in the transport sector. The company uses ROAV’s – also known as UAV (unmanned aerial vehicles) or drones – to provide inspection and land survey information to the oil and gas, renewable and utilities industries. Cyberhawk chief executive officer, Craig Roberts, said: ‘This contract underlines the huge benefits of information provided by ROAV’s in complex industrial settings. Cyberhawk’s remote aerial surveys and inspections will help reduce the need for working at height, minimising disruption to customers.’ Visit www.thecyberhawk.com
Signalling for change iemens Rail Automation has been awarded a £40 million contract by Network Rail to renew signalling equipment at the end of its lifecycle from Leamington Spa to Heyford. The project will transfer operation of the signalling areas currently controlled by Banbury North and Banbury South signal boxes to a single workstation based at the West Midlands Signalling Centre (WMSC). Remaining signalling control functions at Leamington Spa Signalling Centre will also be transferred to WMSC. The work will see the installation of Siemens’ Trackguard Westlock computerbased interlocking solution, which will deliver improved headways between Banbury and Aynho Junction. It will also bring a rationalised layout at Banbury station to improve operational flexibility and minimise ongoing maintenance requirements. The use of new LED signals and associated structures in the re-signalled area will also provide a highly reliable, low-maintenance, long-term solution. The 22 month project started in January and will run alongside the permanent way track renewal programme.
Driving service improvements igital services company Atos has been awarded a contract to run TfL’s Primary Service Desk from March 2015. The three to four-year contract, worth up to £6 million, will see Atos deliver a service that will drive service improvements, cost efficiencies and innovations in service to end users. Atos’s service desk will be able to identify cross-tower issues and trends by gathering real-time information from across the organisation. Steve Townsend, TfL chief information officer, said: ‘Transport for London promised it was going to transform the way it provides information management services. Atos provided a compelling bid and its approach complemented our transformation plan.’ Gerry Sheridan, Atos managed services, said: ‘We believe our appointment will bring considerable benefits to the TfL team by delivering new and better business-focused service targets and measures that will provide significant savings in information and communication.’
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New Scottish office for Keyline K supplier of rail materials, civils and drainage solutions, Keyline, has opened a rail sales office in Scotland to support all the country’s rail contracts and improvement schemes. Previously, all Keyline Rail activity was centralised at the company’s office in Northfleet, Kent. The new Glasgow office will enable the company to offer localised market knowledge to its rail customers in Scotland. Richard Wade, head of Rail at Keyline, said: ‘Many of our rail customers in Scotland were telling us that they felt Keyline’s service would be improved with the addition of a Scottish office. The new office enables us to give our rail customers in Scotland the support they need.’ Visit www.keyline.co.uk/industry-sectors/rail
Auctus = apprenticeships irmingham’s Auctus Management Group has expanded its rail apprenticeship programme with 12 new recruits from the local area. The new influx of Auctus Apprentice Training Agency apprentices are already at work, gaining on-site experience with highoutput track renewals for Amey Colas. The latest intake brings the total number of rail apprentices employed by the training agency to 33. The programme supports all of the apprentices to achieve either a Level 2 or Level 3 NVQ in railway engineering or track maintenance, which includes at least 30 hours a week on site. In addition to on-the-job training and experience, all of the apprentices are given at least one day of theory training each month at the group’s dedicated training
Passengers see the light irst Great Western has introduced measures to beat the winter blues with the installation of special lighting on its London Paddington to Penzance service. Passengers on the 7.06 train took advantage of the first ever therapy train carriage, which has been set up to combat the onset of SAD (Seasonal Affective Disorder), during their commute to the capital.
In collaboration with charity SADA (Seasonal Affective Disorder Association), First Great Western decked out the carriage with bright SAD Lumie lights that are used to help the condition – a type of winter depression that affects an estimated 500,000 people every winter, particularly during January and February. SAD is caused by a chemical imbalance due to the shortening of daylight hours, and the lack of sunlight in winter. The Lumie lights help ease the symptoms of depression by reproducing daylight that immediately increases levels of alertness, mood and overall performance. Jenny Scott-Thompson from SADA said: ‘With the continual lack of light and a long, cold January after the Christmas celebrations, this time of year is the peak time people suffer symptoms of SAD. We’re pleased First Great Western is taking this step to help alleviate passengers’ suffering.’ Visit www.firstgreatwestern.co.uk
able to meet the project’s specification and help overcome challenging on-site logistics. As part of the Thameslink rolling stock project, the development is split into east and west side facilities that include a fiveroad, 12-car train care building, two carriage washing machines and an under-frame jet wash. The project requires two storm water attenuation tanks that collect flows from the shed roofs and highways, in addition to a series of drainage channels to collect trade effluent flows from maintenance building services pits, train wash facilities and track in front of buildings. Due for completion in 2015, the project was led by Siemens, with Hyder Consulting as the consulting engineer. Susanne Brocken, Hyder Consulting design team leader, said: ‘ACO was very helpful on the project and especially proactive in producing calculation packs to assist in scoping the project. Its collaborative approach helped to ensure the right system was selected, which proved beneficial and useful.’ Visit www.aco.co.uk/rail Harnessing the sun’s rays nstalling solar panels alongside railway track in the UK could save Network Rail around £30 million, equating to around 895,000 tonnes of carbon per annum, according to WSP. The engineering consultant company also revealed that the use of solar photovoltaics could result in savings of around £150 million over the next control period. WSP calculated that if solar panels were able to be installed on 50 per cent of the trackside land in the UK the scheme could generate 2.44 GW electricity, around 40 per cent of the electricity Network Rail
A watertight solution CO Water Management has provided a complete surface water management solution at Network Rail’s Three Bridges railway maintenance depot. Utilising products from its permanent way and rail infrastructure range, ACO was
A centre. Mandy Harrison, apprenticeship academy manager, said: ‘We give a firm commitment to our apprentices that as much practical time as possible will be spent working on real, live, rail situations. ‘There is a chronic shortage of skilled people within the industry and an ageing workforce that declines year-on-year. The industry has to address this by creating training opportunities that encourage and excite young people to consider a career in rail’ Visit www.auctusmg.co.uk
March 2015 Page 105
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currently uses to power trains. Estimated to cost around £3 billion, WSP maintains it would be an attractive investment to a third party investor, representing a ‘win-win’ for investors. Barny Evans, WSP’s renewable energy expert said: ‘A scheme like this could generate revenue of around £235 million in its first year, a return on investment of more than eight per cent. Investors get a return and Network Rail could save millions of pounds on its electricity bill and reduce its carbon footprint without spending a penny.’ WSP’s UK head of rail, Julie Carrier, said: ‘Network Rail is a major land owner so there are huge opportunities provided by making its land work harder for it.’ Visit www.wspgroup.com
Balfour Beatty awarded Bombardier Crossrail trains facility he company has secured a £12.5 million contract to create a production, testing and office facility for the new Crossrail trains on behalf of Bombardier in Derby. The facility on Bombardier’s Litchurch Lane site will measure around 250m by 40m enabling it to handle four ten-carriage trains. The work includes the construction of four multi-functional train lines, each with full length overhead lines and inspection pits containing a full range of services that will be fully accessible by rail at both ends, connecting into the existing test track facilities. Peter Commins, Balfour Beatty managing director for the North West,
Leeds gains trackside academy new training division for engineering company Linbrooke Services was officially opened this month in Leeds. The National Training Academy, which specialises in telecommunications, power and signalling training, was inaugurated by Chris Leech from businesscommunity outreach charity, BITC, who delivered a personal message from Patrick McLoughlin Secretary of State for Transport. ‘In order to build a world-class rail network, you need a world-class workforce and with an engineering industry that is recognised around the globe, South Yorkshire is the perfect home for the Trackside National Training Academy. By generating jobs and training opportunities, this new academy will ensure that local people see the benefits of this investment – as well as developing a lasting skills legacy for the future.’ The facility, which is run by Linbrooke’s Network Training and Resource Solutions (NTRS) arm, features a full track layout, live telecommunications, simulated platform and equipment covering both legacy and state-of-the art rail technology. Developed to address skills shortage in rail and engineering, the academy is an accredited City & Guilds training school and EAL assessment centre. Alongside training from entry level through to specialist bespoke courses, NTRS provides resettlement training for Forces leavers on behalf of the Ministry of Defence. Visit www.bitc.org.uk
said: ‘We have been working very closely with our customer to ensure we fulfill their exacting requirements and we look forward to assisting Bombardier in achieving its vision.’ The project is scheduled for completion in winter 2016. Visit www.balfourbeatty.com
TfL accelerates workforce planning uintiq has been awarded a contract to implement a software solution to assist with the planning and rostering of London Underground’s staff. The supply chain planning and optimisation company was recruited by LU to provide a standard solution for workforce planning that’s capable of generating schedules for its staff across various divisions and locations. Quintiq’s solution will support the London network’s long and medium-term planning as well as day-to-day operations, improving employee satisfaction, process sustainability and customer satisfaction. ‘To be chosen by Transport for London is a major affirmation of our software’s capabilities,’ said Arjen Heeres, Quintiq chief operating officer. ‘We drew on our experience in the public transport and workforce planning sectors to develop a solution that would empower London Underground to integrate and optimise its workforce planning processes.’ Visit www.quintiq.com Filling the gaps new piece of software has been released to help intermodal operators organise their rail routes more efficiently and increase income by selling leftover capacity. The booking system has been designed and produced by FreightArranger – the company that developed the UK intermodal brokerage system that links road and rail freight. FreightArranger managing director, Nick Radcliffe, said the company spoke to rail firms on a regular basis and looked closely at their booking systems throughout development. ‘FreightArranger software solves the most important profitability problem faced by operators of intermodal train space: the speed of allocating train space between block train and open train customers. This problem is also faced by third-party logistics and logistics companies that have purchased train space and are retailing it.’. Backed by a triple-linked server system that provides 99.99 per cent availability, the system is thought to be one of the most accurate and efficient systems available, cutting response times and maximising train fill while freeing up staff time. Visit www.freightarranger.co.uk
March 2015 Page 107
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Recent New Members of the Rail Alliance as at end January 2015 Aquarius Railroad Technologies: supplies highway-based Road2Rail vehicles and trailers that provide flexible transport solutions from roadrail-site. www.railrover.com PCC.eu: rail interiors designer, developer, manufacturer, installer and maintainer specialising in toilets, hand dryers, water heaters, soap dispensers, powered sliding door systems and phenolic panels. www.pcc.eu.com ABG: designer, developer, manufacturer and provider of technical support in high-performance geosynthetic systems for use in civil engineering, environmental and sustainable building projects. www.abgltd.com
UK suppliers are Malaysia bound or the 13th year in a row the Railway Industry Association will be supporting Rail Solutions Asia and organising a group of UK railway suppliers to attend the show. RSA 2015 will be held in Kuala Lumpur from 22nd-24th April and will combine a wide ranging exhibition, a comprehensive conference programme and the Annual Congress of the Asian Railway Operators Association (AROA). The conference includes main conference sessions and specialised workshops in rolling stock, permanent way, signalling, operations and maintenance, with departmental heads from each of the AROA delegations attending the relevant sessions. Confirmed UK exhibitors include Bombardier RCS, Brecknell Willis, Pandrol, Tiflex and Unipart. The show is also supported by the EU-Malaysia Chamber of Commerce and Industry (EUMCCI) and grants are available for eligible SME’s from the EU. RSA covers more than just the Malaysian market; the inclusion of the AROA Congress means that participants have the opportunity to meet senior managers from ten Asian rail operators, including Hong Kong MTR, Jakarta MRT and Vietnam Railways. For information about the UK Pavilion, contact Neil Walker at RIA: 0207 201 0777. Visit www.tdhrail.com
RAIL SOLUTIONS ASIA 2015 +
Kuala Lumpur Convention Centre Kuala Lumpur, Malaysia
Hydro International: supplies products for the cost-effective control of storm water. www.hydro-int.com Newcastle College – Rail Academy: a new £5 million facility offering a unique training environment that supports the rail sector by addressing the skills shortage through provision of vocationally-trained students. www.newcastlecollege.co.uk Vivarail: able to deliver rolling stock for urban and rural railways across Britain and has a development team with nearly 200 years’ experience in railway engineering and operations. www.vivarail.co.uk I M Kelly Rail: designer of train seating for underground and overground systems, the company also supplies additional interior products such as tables, doors, panels and blinds. www.imkelly.co.uk University of Huddersfield – Institute of Railway Research: leading international research group in the field of railway vehicle dynamics and vehicle-track interaction. www.hud.ac.uk/irr Arriva UK Trains: operates a wide range of passenger businesses including Arriva Trains Wales, CrossCountry Trains, London Overground, Chiltern Railways, Grand Central and Tyne and Wear Metro. www.arriva.co.uk
22 – 24 April 2015
16 th Annual Event • • • •
Our 2014 show attracted: 2400 m² of Exhibition Space 1800 Participants 160 Conference Delegates 10 Asian Railway Operators
Asia’s Premier Railway Event
Supported by RIA • EU Grants for SMEs • •
Asia accounts for 30% of the total investment in railway projects worldwide US$51bn will be spent on urban and mainline projects in Malaysia by 2020
March 2015 Page 109
Diving & Sub-Surface Engineering // Dredging & Hydrographic Surveying // Marine Civil Engineering International, Coastal & Harbour Towage // Transport of Goods by Barge // Marine & Offshore Demolition
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INNOVATIVE SOLUTIONS FOR WORKING ON WATER 01935 814 950 firstname.lastname@example.org pontoonworks.co.uk Page 110 March 2015
Money in the bank Throughout Dragados’s capacity upgrade of one of LU’s busiest stations the company used a new government-developed procurement process, winning it a construction industry award and saving the client millions of pounds
s part of London Underground’s Bank capacity upgrade, construction company Dragados is designing and will construct a new station entrance on Cannon Street, new lifts, 12 new escalators, two 94m moving walkways and a new 570m tunnel and platform for the Northern Line southbound. Dragados debuted London Underground’s use of the Innovative Contractor Engagement (ICE) procurement process, which was designed to deliver ten to 20 per cent increased value to a project. As a result of its use, the company and London Underground won the 2014 Constructing Excellence Integration and Collaborative Working
Award and it also saved London Underground around £61 million. The process Rather than focusing on cost, the ICE process allowed Dragados to focus on adding value and longer-term social benefit. Airport-style travelators were its key innovation: two 94m travelling walkways that speed up every passenger’s journey travelling to and from Central Line platforms by one-and-a-half minutes. London Underground’s base scheme had pinch points, particularly around the ‘triplication’, where three cross passages would have conveyed passengers between the Northern and Central Lines. To solve this, Dragados removed the triplication and created space for the travelators by
removing plans for a new pedestrian link to the triplication, replacing it with a bank of lifts with triple escalators. The design phase is underway for the Bank station upgrade that – with 96,000 passengers using it every day – is one of the largest underground railway complexes in the world. The project, which will improve capacity and relieve congestion by amalgamating Monument and Bank stations, includes: • creating a new ticket office and entrance at ground level • constructing a new 570m running tunnel and platform for the southbound Northern Line • converting the existing tunnel into additional circulation space • providing step-free access to the street
New control room at Monument station
Arthur Street construction shaft
New Station entrance on Cannon Street
Passenger concourse on Northern line platform Escalator from Northern line down to DLR level New Northern line southbound platform
Moving walkway to/from Central line
Triple escalators provide direct link to/from Central line level to Northern line level
Walbrook station entrance provides step free access to Waterloo & City line
Bank Station Capacity Upgrade March 2015 Page 111
www.tgunnelling.net Contracts to date Include: Crossrail C305 Main Contractor – Dragados-Sisk JV
Cork Main Drainage Main Contractor – Ascon Limited
• A truly global project portfolio •
• A truly global project portfolio •
Main Contractor – Nishimatsu Cementation MainMain Contractor – Carillion Cork Drainage Skanska Main Contractor – Ascon Limited Bankside Cable Tunnel – Southwark
A world of tunnelling Clients experience... • Labour resources for all aspects of tunnelling works •
Main Contractor – Murphy Ltd
Copenhagen Metro – Main Contractor – COMET
CTRL 220 – Olympic Village UO1 Boxjack Southwark to London Bridge– Main Contractor – Skanska Main Contractor – Nishimatsu Cementation Main Contractor – Aoke Soletranche Skanska Omega Project Pumping Station Main Contractor – Laing O’Rourke
Copenhagen Dublin Port TunnelMetro – Main Contractor – Nishimatsu Mowlem Main Contractor – COMET Irishenco JV
Kentish Town Cable Tunnel Main Contractor – Nuttals
Singapore Metro MRTC Main Contractor – Nishimatsu
DLR Extension Moorgate Access Shaft ( Crossrail ) Southwark to London Bridge– Main Contractor – Nishimatsu Mowlem JV Main Contractor – Skanska Main Contractor – Aoke Soletranche
certificated SCL and NATM Nozzlemen • Main Contractor –staff Nuttals t tunnelling dedicated to providing project• EFNARC support and programme delivery Kentish Town Cable Tunnel MI Northhampton Box Jack
Main Contractor – Nuttals
Major projects to date include
Singapore Metro MRTC Main Contractor – Nishimatsu
Riyadh metro project
DLR Extension Crossrail Main Contractor – Nishimatsu Mowlem JV
Dublin port tunnel
Channel tunnel rail link
• EFNARC certificated SCL and NATM Nozzlemen
Copenhagen metro Singapore metro Docklands light railway
of tunnelling works • Jubilee line extension
oject support and programme delivery •
• Fully trained Miners for all tunnelling disciplines • ully trained workforce including Mechanical Fitters and PLC Electricians •
• Labour resources for al
• Specialist tunnelling staff dedicated to pro
Page 112 March 2015
nnelling disciplines •
‘The two key objectives of the Bank station capacity upgrade project are TG Tunnelling are based in the U to increase capacity underground construction and tu at the station and was originally established to pro minimise journey tunnelling industry in particular times’
“A WORLD OF TUNNE
activities and deep shaft excavat reputation as aClients specialist stand a excellent service to the industry.
Summary of value added
“A WORLD OFSince TUNNELLING formation in 1994 weEXP have
and Docklands Light Railway (DLR) that also gives a means of escape for those with reduced mobility.
Enhanced capacity and increased resilience
• triple escalators throughout and direct and dedicated routes with simple wayfinding
• two fewermajor worksites in Southwark and the City following projects: • shorter closure of Northern Line Jubilee Line Extension • through Dragados has designed its scheme to running trains on northbound Northern TG Tunnelling are based in the UK. The company minimise impact on adjacent structures Line after five weeks and disruption to the city’s everyday life. Docklands Light Railway Extensio • major material movements via Arthur Street underground construction and tunnelling project shaft, Arthur Street and Lower Thames Street Innovative Contractor Engagement (ICE) Copenhagen Metro • alternative power scheme and new switchroom The two key objectives of the Bank was originally established to Tunnel provide specialist se station capacity upgrade project are Channel Rail Link • de-linking triplication Improved journey times, to increase capacity at the station • direct link to Central tunnelling industry particular underground con enhanced capacity inDublin Line via moving walkway and minimise journey times. Londonworks ll aspects of tunnelling • Port Tunnel Underground’s new ICE process gave • programme gains with an independent tunnel Reduced time Dragados the opportunity to take the and deep shaft excavations. Crossrail roviding projectactivities support and programme delivery •access point at Arthur Street We have es base design and develop it to significantly Minimising disruption
•stand Maximising value seven floors inalone an optimised OSD solution reputation as a specialist sub-contrac • enhanced development opportunities as a result of improved station entrance and retail sites excellent service to the industry. •
improve station capacity but also to: • reduce journey times • reduce impact on services during construction • reduce the programme by ten months • reduce planned closure of the Northern Line by five weeks • improve the cost benefit ratio by 45 per cent • reduce the capital cost by £61 million.
significantly improved benefit: cost ratio • alternative power scheme and new switchroom
Improved journey times
• triple escalators to Northern Line and the DLR
• highhave Since formation in 1994 we worked on the enhanced capacity – whole capacity ticket hall • reduced mobility, fire-protected route direct to block solution Tel: 0207 6510900 following major projects: the DLR Visit www.dragados.com Jubilee Line Extension Docklands Light Railway Extension March 2015 Page 113
Clearing the way GPS Marine has a number of major marine civil engineering projects under its belt – experience that no doubt helped with its successful tender bid to work on the Crossrail project’s tunnels
PS Marine is a contractor with more than 50 years’ experience in marine civil engineering, dredging, diving, underwater engineering, towage and barging services. The company is an established provider of marine support to major civil engineering projects on the Rivers Thames and Medway. Having undertaken work on many projects in the area – such as the Northern and Bakerloo line Tunnel Strengthening Scheme; Canary Wharf Development; Jubilee Line Extension; Medway Tunnel; Swale Crossing; and the Woolwich Arsenal Extension of the DLR – it was natural that GPS Marine wanted to be part of the Crossrail Project. The spoil from the project was designed to be deposited at Wallasea Island, a location beyond the trading limits of GPS
Marine’s barge fleet: so the company only tendered for the movement of tunnel ring segments for the Eastern Running Tunnels from the Dragados Sisk JV segment factory in Chatham Dock to Limmo Wharf in Bow Creek. Following GPS Marine’s successful tender bid, it had five barges with 1,5001,900 tonne cargo capacity converted for the trade. Throughout tunnelling operations, the company’s barges have consistently accommodated programme variations, meeting the requirements of Dragados Sisk JV for the delivery of tunnel ring segments to match demand within the margins afforded by the Limmo site buffer stock. Going underground At a very early stage of the tunnelling, GPS Marine was unexpectedly asked to provide Page 114 March 2015
a barging operation for the removal of spoil from the C305 Eastern Running Tunnels contract. In collaboration with its associates, Ingrebourne Valley, a system was rapidly established to provide a fleet of hopper barges and attendant tugs to load material at Instones Wharf. The transport tunnel spoil was taken directly from the conveyors leading from the TBM’s to Ingrebourne Valley’s restoration project at Goshem’s Farm, East Tilbury. Despite the farm’s site initially lacking sufficient berthing capacity to accommodate C305’s spoil output GPS Marine and Ingrebourne Valley jointly designed, financed and installed a temporary jetty. The new jetty has tripled the site’s berthing capacity and was installed within months of the Crossrail C 305 contract first being awarded. As a result, spoil from the project is now routinely removed from site by barge at a rate of more than 4,000 tons a day, seven days a week. GPS Marine has also built, and subsequently removed, two double-skin cofferdams across the Connaught Passage in connection with the Crossrail Scheme. These works were designed to enable the Connaught Passage to be drained, making it possible to access the 137-year old tunnel in the dry. The purpose was to enable it
to be enlarged by Vinci Construction and allow Crossrail trains to run on the new Abbey Wood branch line. These cofferdams were constructed, filled and removed in difficult operational conditions because of their proximity to City Airport, which severely limited the height of equipment that could be used and also because of the presence of the Connaught Bridge immediately above the site. Following the work in 2014, GPS Marine won an ICE London Civil Engineering Award for its work on the Connaught Tunnel. For cost-effective and efficient marine solutions to major logistical problems, please contact. Tel: 01634 892010 Email: email@example.com Visit www.gpsmarine.co.uk
Investing in the future National Apprenticeship Week, which is taking place this month, raises awareness of the importance of a properly trained workforce; Emico explains how its structured training programmes make individuals the best they can be
mico is an infrastructure engineering company that provides a complete design and install solution for all M&E building services. It has a proactive attitude and the ability to deliver its clients the most effective solutions possible. The company’s goal is to get it right first time, which it achieves through its qualified and experienced team of designers and engineers. To Emico, its staff are the key to its success, and by investing in their training and development the company benefits. With national apprenticeship week taking place this month, Emico is focusing its efforts on helping tackle the skills shortages that exists in the industry. The company is passionate about inspiring young people to be the best they can be by nurturing their knowledge and skills – 22 per cent of Emico’s employees are apprentices and the number is growing. The company works alongside colleges to ensure that their apprentices are getting the support they need to become the next generation of technicians and engineers. Proactive managers Simon Gentry, a mechanical project engineer, has worked with several apprentices at Emico. Describing his experience, Gentry said: ‘I have found working with apprentices enjoyable but challenging. Keeping them motivated and pushing their individual skill sets to improve has required a different approach. There have been setbacks with some, but others have shown that young people can be motivated and enthusiastic learners. We also try to teach the other important aspects of working life that won’t be covered at college, such as working with other people and being proactive. It takes more than just turning up each day and passing a few exams to become a good tradesman. ‘The importance to the industry and business as a whole cannot be understated. UK PLC needs a set of competent people that can complete complex tasks with minimum explanation and direction. Construction is a great industry and gives opportunities to people that may not have had a privileged or highly educated background.’ March 2015 Page 115
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Quotes from previous apprentices ‘Coming from doing domestic electrical work to the railway industry, I have experienced the different skills sets and a much higher standard of work. With the help of Emico’s in-house staff, support and experience I have been able to achieve that high standard of work and see a whole different side of the electrical industry, which most apprenticeships do not make available.’ Chris Shields
Talented trainees Harry Mears, a level 2 mechanical apprentice, who has worked alongside Gentry for the last year, said: ‘I’m really enjoying the experience of working in the rail industry and learning from the guys around me. Emico has given me a great opportunity to become a tradesman in an industry that appreciates and expects high standards. Working at Ealing and Upminster depots has been fulfilling.’ Mears’ views on Emico’s apprenticeships are reflected by all the young trainees across the company, most of whom joined Emico without any prior industrial experience. The engineers ensure the apprentices understand that the highest level of support is there for them, making it clear that they shouldn’t be afraid of asking questions. Conor Young, working towards an electrical qualification, joined Emico with
‘I believe I have gained a substantial amount of experience and knowledge from the hard-working managers and workers who made this company successful. I strongly recommend joining the rail industry because it will ensure you’re fasttracked in the correct direction.’ Joe Baldwin
little understanding of the rail industry. ‘My experience of working on the railway with Emico has been great and, due to the level required by Emico, I have been trained to a very high standard. The jobs are run professionally and the company always provides support to those who are struggling. In my opinion a railway apprenticeship is an excellent way to gain a wide range of skills.’ Emico also supports the development of adult trainees and learners and will consider sponsoring candidates who share their passion and is willing to learn. Chris O’Neil, who recently became an adult learner, said: ‘During my time working for Emico at Ealing Common depot I have encountered many aspects of the electrical industry. I found Emico to be helpful and patient when it comes to teaching and I have improved my knowledge of many types of electrical
‘My experience with Emico has been an adventure and I have really enjoyed starting my rail industry apprenticeship. The people and supervisors I have worked with have always been there to support and help me through any difficulties I faced.’ Jordan Barry
tasks as a result, which I feel will prove to be beneficial to my development within the trade.’ Emico is always looking to expand its apprentice and trainee workforce: those interested in an opportunity to gain new skills should get in touch. Call: 01442 213111 Email: firstname.lastname@example.org Visit www.emico.co March 2015 Page 117
Building on Experience Celebrating over 50 years Walker Construction (UK) Ltd provide Civil & Construction solutions to the Rail Industry
Tel: 01303 851111 www.walker-construction.co.uk
The science behind the station Complex systems are underpinning many of the country’s major rail infrastructure projects. NG Bailey’s work on one of the most ambitious train stations to date will help create a 21st century, state-of-the-art facility that will set the standard
G Bailey has developed a strong reputation in the rail industry, having completed projects in major hubs across the UK, including Kings Cross, Heathrow Express, Paddington and Victoria. Its ability to deliver innovation and safety on projects has earned it the accolade of Network Rail’s Supplier of the Year. The company’s latest challenge is to deliver mechanical and electrical (M&E) works for one of the UK’s most cutting edge rail projects ever: London Bridge. As part of the £6.5 billion Thameslink
Programme, the company will help create a technologically-advanced station that will use the latest generation of security and building management systems designed to improve both operational efficiency and passenger safety. There from the start NG Bailey’s work at London Bridge began three years ago when the company gave early contractor advice to engineering company Costain, which led to a contract award as sole services provider for the 51,000 sq ft site. The contract covers the development of fire suppression, fire
detection, telecoms and security systems, as well as full M&E services throughout the station. The company is also offering support to the HyderWSP design team and, through its Facilities Services division, will maintain all new services installed until project completion, which is scheduled for May 2018. NG Bailey’s early involvement in the project allowed it to influence both the emerging design and project procurement strategies, as well as supporting value engineering opportunities. One of the key aspects of its provision is its ability to produce much of the new electrical
March 2015 Page 119
systems at an offsite manufacturing facility, delivering completed products ready to insert on site – saving around six months of man-hours. Not only has this improved quality by assembling the sections under factory conditions but, most importantly, it cuts safety risks. David Jones, project director at NG Bailey, explained: ‘Over the past two years we’ve had to overcome numerous technical challenges in running the old and new systems simultaneously, with 24/7 working in order to minimise disruption to normal station operations.
passengers is monitored by more than 500 high-resolution cameras, giving full surveillance of the platforms and concourse areas, which can be monitored ‘live’ by the control room and Network Rail staff throughout the station. The station management system will give staff full control; from cameras switching to fire alarm points that have been activated, to the building management system (BMS) that monitors the escalators and lifts, allowing a rapid response to be initiated if required. By integrating all of the technical systems
‘The station management system will give staff full control; from cameras switching to fire alarm points that have been activated, to the building management system’
‘It’s a massively complex project and has required detailed planning and coordination to keep the station fully functional as the new technology is introduced. The overall design philosophy has been based on maintaining maximum functionality at all times by distributing intelligence throughout the subsystems and avoiding total reliance on a single central system.’
within the station, the control room staff will have all of the necessary information and tools in front of them to handle both routine operational tasks and complex emergency situations. ‘Much of our work to date has been taking place below ground and in the design and planning of the technology and digital systems, which will continue through the next stage of work,’ added Jones. ‘The next 15 months will see Platforms 8 and 9 rebuilt and brought up to the same standards as the currently completed platforms. We will also start work on the concourse and begin building the new office accommodation areas for Network Rail staff and the station control room. ‘One of the unique challenges to this will be the provision of plant rooms,
which sit at platform level and run the majority of the station length. Due to their location, and the sheer operational disruption it would cause to work on-site, we will be using our off-site manufacturing capability to provide large parts of this work via off-site modules, which will be craned in over the platforms into the middle of the site.’ Alongside London Bridge, NG Bailey is also involved in several other major rail projects, including Farringdon, Euston, Birmingham New Street, Victoria and Three Bridges, where it’s using its technology and expertise to help drive innovation and reduce costs across the rail industry.
Complete control When the new central control room comes into operation, the station operations staff will be able to monitor all security and building functions using the station management system. This provides uniform control and monitoring to the many different subsystems, which will prove essential for running a modern transport hub. The safe movement of Page 120 March 2015
Tel: 0800 1404400 Email: email@example.com Visit www.ngbailey.com
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First in line Improving the UK’s rail infrastructure has long been held up as a priority by the UK government. However, new tracks and trains have only been a part of this story
mart ticketing has moved on from being a niche industry buzzword to a well-recognised term in consumer travel; the need to create smart integrated ticketing systems that meet consumer’s demands to pay when and how they want to is more important than ever. Recent figures from the Payments Council that show contactless payments being on the cusp of overtaking cash in terms of popularity are a sign of the times, providing proof that the drive towards contactless payments is gathering pace. In response to this growing demand, several transport authorities and rail operators have made big strides in recent
years to develop contactless payment functionality for their customers, including TfL and Merseyrail. By enabling the transport industry to move with the times, technology has clearly played a pivotal role. The rate of innovation in payment technology has transformed the abilities of operators and transport authorities, allowing them to deliver safe, secure and convenient ticketing experiences for travellers, whether buying online, on board or through a vending machine. Contactless expertise Ingenico’s range of experience with rail underlines the varying payment demands
of rail operators; from modernising ticketing systems to offering multichannel solutions and modern parking solutions for the rail sector, Ingenico has amassed considerable experience in meeting their demands. In 2014, Ingenico’s collaboration with Fujitsu enabled the upgrade of 63 Merseyrail stations to offer secure contactless payments in terminals and manned ticket outlets. The Fujitsu STAR ticketing system is a comprehensive ticket retailing solution designed for UK operators. Itis installed in more than 600 UK stations where, to date, nine of the operators use STAR as their preferred ticket retailing solution. As part of the collaboration, Ingenico has supplied Fujitsu with around 1,400 iPP320 contactless PINPads and Axis, its proprietary centralised payment process solution. Ingenico’s Axis platform securely manages payment transactions from the point of sale to the transaction acquirer by providing full PCI DSS compliance for all manned kiosk and telesales ticketing solutions. Compliance with PCI should not be underestimated. PCI DSS compliance provides the very latest in secure payment technologies, providing the best available protection for organisations against the threat of data breach and fraud. It goes beyond the scope of current security requirements and regulations by providing customers with modules intended to protect them against internal fraud, the theft of sensitive data and system breakdowns. Keeping it protected Ensuring a safe, secure and quick ticketing experience for UK travellers is one thing, but what about those operators who need to offer secure payments for multiple currencies across a number of different channels, interfacing with a multitude of different financial institutions? Also, what about the impact of 24/7 travel ensuring that both passengers and operators are able to purchase quickly and efficiently? Increasingly, rail operators are looking for solutions that can simplify their payment operations but yet still meet the challenges and demands of multi-channel March 2015 Page 123
ticketing. That’s why major players, including Eurotunnel, SNCB Belgian Railways and Thalys, have chosen to partner with Ingenico Payment Services: they know Ingenico can provide a single secure payment across which to conduct all their ticketing operations – across multiple channels that include mobile, and through multiple currencies. Ingenico has looked at the evolution of buying tickets for travel, but what about the supplementary ticketing requirements within the rail industry? Parking is one of the greatest challenges facing transport authorities and operators and, today, self-service kiosks are commonplace in the parking and transport industries. As
well as providing 24/7 access to services they also allow secure customer identification that enhances interaction with other points of sale by providing crosschannel sales and loyalty services. That’s why Network Rail’s Reading station last year became the UK’s first customer to launch new payon-foot machines that include next generation card acceptance technology, powered by Creditcall. The installation marked the first UK deployment of the Ingenico iSelf-Service unit, which is the most secure and future-proofed unattended payment solution on the market. By integrating the Creditcall’s ChipDNA and Ingenico’s iSelf-Service in its pay-on-foot machines, Network Rail and APCOA have implemented the most future-proofed solution currently available. As a result, their customers can not only be assured of a faster experience in the car park but, more importantly, have complete confidence in the security of the solution. ANPR barriers Both iSelf-Service and ChipDNA have been integrated into the five payon-foot terminals, which have been
provided by SkiData, at Reading station’s 1,649-space multi-storey car park. They are complemented by ANPR barriers that measure the length of a customer’s stay within the car park. In an increasingly complex sales environment, transport authorities and rail operators will need to prioritise their payment operations if they’re to provide travellers with a safe and secure ticketing experience across multiple channels. As global travel continues in popularity, sales channels multiply and payment methods increase, which presents a significant challenge. New methods of payment, such as Apple Pay, may prove to be a tipping point in the way that consumers want to use their mobiles to pay for tickets. However, the rail industry must keep up to meet these rapidly changing demands. Providing travellers with a safe and secure ticketing experience – whether parking or travelling – should no longer be considered a ‘nice-to-have’, but should be treated as a business-critical function; one that can help to drive sales, protect customer data and build brand equity by creating satisfied customers who are happy to return. Tel: 0131 4798640 Email: email@example.com Visit www.ingenico.co.uk
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Got it covered Powder coatings are used extensively within the rail industry, protecting assets and maximising their lifetime. Powdertech, one of the largest applicators of this variety of coating, explains their versatility
n ounce of prevention is worth a pound of cure,’ said Richard Besant, sales director at Powdertech (Corby). Today’s rail industry has to meet the demands of increased capacity with improved performance but at a reduced cost. Rolling stock, track and control equipment must be reliable, long lasting and require minimal maintenance; it’s here that ‘prevention’ becomes so pertinent. Metal components need to be protected in order to last, which is why powder coating is a particularly suitable finish. Reliable and versatile Powder coating is a highly credible system with more than fifty years’ worth of application and testing experience across major industries. It offers much in terms of decoration, protection, longevity, minimal maintenance, and other important properties. Many of Powdertech’s powders carry guarantees of up to 40 years and durability of up to 70 years. The versatility of powder coating is apparent from the projects Powdertech has been involved in over the years. The company’s powder coatings have an extensive track record with both rolling stock and infrastructure projects and have been thoroughly tested to meet the rail industry’s exacting standards. The tests cover fire rating (BS476: Parts 6&7, EN13501), toxic fume and smoke emissions (BS6853), impact resistance and corrosion protection, making the powders suitable for projects both above and below ground level. For an interior refurbishment carried out for South West Trains, Powdertech used a powder that was specifically made for the company, providing excellent protection against abrasive damage and corrosion. The finish was formulated to have an anti-graffiti coating with a hard surface that gives excellent resistance to chemicals and solvents, enabling easy removal of inks, paints, aerosols, marker pen and stains. Thermoplastic powder coatings confer important additional benefits, including ‘warm to touch’ and ‘good grip’. Powdertech is an approved applicator of Plascoat – the world leader in thermoplastic powder technology – and March 2015 Page 125
uses its PPA 571 ES in Virgin Pendolino trains to coat the brackets that secure fire extinguishers and coffee flasks. The coating is ideal for brackets because it’s flexible and can withstand a degree of bending without cracking. It also provides graffiti, corrosion and chemical resistance and has antimicrobial properties. Exterior use For belly pans and side skirts, again on the Virgin Pendolino, Powdertech used a high-performance, superdurable polyester product of which the company is one of the few approved UK applicators. This coating system uses the latest specification, providing excellent protection against corrosion that gives the components a long lifecycle that requires minimum maintenance. All Powdertech’s powders for infrastructure projects have been tested to Flammability (BS476: Parts 6&7, EN13501); Smoke Emission (BS6853) and Toxic Fume Emission and comply with London Underground Engineering Standard 2-01001-002 Fire safety of Materials in the Underground. Products compliant with this standard can be used in rolling stock and below ground locations. Preparation is key Fundamental to the longevity of protection provided by the coatings is the quality of metal preparation; Powdertech uses a nine-stage immersion
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pre-treatment process for aluminium and a five-stage process for galvanized steel. Immersion of components ensures that even areas not powder coated – such as the inside of extrusions – still receive anti-corrosive treatment. The value of high performance powder coatings applied by a knowledgeable applicator is undeniable in terms of
long-term cost savings, protection and the integrity of the component. For an industry committed both to minimising whole-life costs, protection of its assets is critical – Powdertech (Corby) is delighted to be part of that endeavour. Tel: 01536 400890 Email: firstname.lastname@example.org Visit www.powdertechcorby.co.uk
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PB Design has built its reputation over more than 30 years of designing and manufacturing AC and DC standby systems for many major projects in the UK and overseas. Typical applications include:
Substations Rail applications Mass Transit Systems Power Stations Data Centres Shopping Centres Theatres & Cinemas We manufacture a full range of PADS approved Battery Chargers, and also offer full application design facilities through to project management, manufacture, test, installation and site commissioning. Our service operation will repair, maintain and test equipment as well as providing product training, upgrades and battery/system replacement programmes.
pure uninterrupted power 2015 874411 Page 127 email email@example.com or callMarch 01275
Bad parking kept at bay Train stations with adequate car parks are more important than ever – both for passengers and staff. Phillip Herring explains how, by planning them properly and harnessing technology, they can become excellent
t VINCI Park UK, we know that for many railway staff and passengers, an essential part of the journey occurs before they even reach the train. Car park facilities at rail stations are absolutely vital. ‘For passengers and staff who leave their cars parked during the day, a well-planned, well-executed and well-managed car park will make
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a tangible difference to their overall travel experience. However, this is often the most overlooked aspect of the customers’ rail journey,’ said Herring. ‘There are real benefits to rail franchisees that outsource their parking to a specialist operator, primarily because it allows them to concentrate on their core business. VINCI Park UK works to develop the customer experience on their behalf; from the outset it works with businesses to
deliver tailored solutions. There is no catch-all approach. ‘For example, we are particularly sensitive to the unique needs of different car park users. From railway staff on flexible work patterns, to commuters reaching their destination after a day at work, we design our approach and build this in to our contracts. We don’t just want to win your business; we want to grow with your business.’
About VINCI Park VINCI Park is the world’s largest car park operator, providing parking services in 13 countries globally. The company’s UK division is one of the UK’s largest suppliers of parking infrastructure and management systems. The combination of commercial and technical expertise means that VINCI Park is able to apply global knowledge, specialist operational strength and financial security to take on the approach that no two projects are the same. VINCI Park knows that trust and respect are earned through well delivered, reliable and consistently exceptional service – not the product of clever marketing. This total company ethos and attention to detail has seen the company grow in the UK across the rail, healthcare, local authority and retail and property sectors. Today, VINCI Park manages more than 600 car parks and more than 145,000 car parking spaces in the UK alone. Phillip Herring is VINCI Park UK’s managing director
Tel: 01908 223500 Email: info@ vincipark.co.uk Visit www.vincipark.co.uk
Case Study: London Midland Rail
subsidiary of VINCI Park UK, Meteor Parking Ltd, manages 28 London Midland car parks along the Euston to Birmingham and Crewe and Liverpool lines. Incorporating Harrow and Wealdstone, Bushey, Watford Junction, Kings Langley, Hemel Hempstead, Berkhamsted, Cheddington, Tring, Leighton Buzzard, Bletchley, Milton Keynes Central, Wolverton and Northampton, it has a total of 7,830 parking spaces. Phil Burns, head of business development, believes the success of this relationship is contingent on the mindset that the customer’s priority is catching their train. ‘When you realise that, everything becomes easier,’ he explained. ‘We do all we can to come up with innovations that ensure a smooth payment process; currently under development is a major project to enable payment via mobile that means customers don’t miss their train because of a parking issue. We know from hard facts that innovation is directly linked to increasing annual revenue.’ This mobile innovation Burns is referring to is the ‘My VINCI Park’ app, a technical customer service development that has been designed by VINCI Park to remove the stress
of parking, from planning to return. It allows the user to find the nearest car park quickly; navigate to it through the maps function; ‘pin’ the location of their car; pay on the move; extend the ticket if they are running late; and also guide them back to their car. Innovation doesn’t always relate to technical advances; VINCI Park has established a trained maintenance team for each of the car parks that carry out small surface repairs, large graffiti removal and ensures the grass is cut back and kept tidy. This consistent level of maintenance and care for the customer experience resulted in VINCI Park’s remit being broadened to include winter maintenance of platforms, platform announcements, provision of ticket barrier staff, station cleaning and night and weekend station platform security. Furthermore, all car parks have the equipment on hand to assist with flat batteries and to retrieve keys that have been locked in vehicles. ‘The London Midland contract is a shining example of the full management package that offers customer satisfaction to promote repeat business, increasing car park occupancy that in turn provides a network of well managed sites with maximum revenue for the client,’ added Burns.
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One small step for man Platform 4 at London’s Elephant & Castle station was treated to a new fibreglass Dura Platform passenger walkway deck system this year, dramatically improving the passenger experience and improving safety by reducing stepping distances from platform to train
he biggest challenge for any platform replacement or refurbishment is to carry out works without causing major passenger disruption and sticking to the agreed schedule. Aiding Dura in this area was the company’s long-time installation partner, Hammond (ECS), the principal contractor to Network Rail. Resolving excessive stepping distances Hammond and Dura worked together to develop the mountbridge system that allowed a stepping distance adjustment of up to 200mm to deal with the varying heights along the platform. Although traditional platform material solutions could have been employed, they were ruled out on the basis that significant platform closures and line possessions would be required; a process that would have led to many months of passenger disruptions. The composite Dura Platform system was far less disruptive and quicker to install; the solution not only removes the cost and disruption of the concrete option but also stands the test of time because it’s adjustable to suit future rolling stock and has a design life in excess of 50 years. The innovative design was approved followed the successful installation of a similar composite fibreglass platform system solution at Tulse Hill, south
London, in 2013. Learning from this pioneering installation, a number of technical innovations were made for the Elephant & Castle system to drive further efficiencies throughout the supply chain, most notably during installation. Dura Composite’s specific aim was to reduce the stepping distance from the platform to the train, making it consistent and ensuring that platform 4 conformed to Network Rail’s standards for height and distance X-Y dimensions. The project was a success, accomplishing full compliancy. The photographs clearly illustrate the improvements, with elderly passengers and those with luggage finding how much easier it was to board or alight the train once the new platform was installed. Anchors and plates substructure The construction of the existing platform was pre-cast concrete with deep tarmac overlay, meaning it was not realistic for Dura to utilise the concrete ground beam solution as at Tulse Hill. Extensive research and detailed technical collaborations led to the adoption of a new chemical fixing that was suitable for anchoring the substructure into the existing deep tarmac. The anchor fixing was tested independently, and also by the manufacturer, to ensure its effectiveness in its intended application.
Another major learning development from Tulse Hill was that rather than strip the foundations, a galvanised steel pedestal mounting plate was fixed directly to the tarmac surface with the tarmac anchors. The plate could then be pre-assembled with the requisite amount of adjustable pedestals. These plates were arranged at suitable centres, forming the primary support for the fibreglass substructure. This improved system allowed preparation work to begin during engineering hours, which resulted in less passenger disruption and more efficient use of possession times. Installing the overlay platform Due to the nature of lightweight modular composite flooring panels versus traditional concrete and tarmac and their associated equipment, the major part of the installation of the overlay system was conducted within engineering hours under line block arrangements. Passenger safe-access was provided with a minimum of a 2,500mm wide clearance from the platform edge at all times. Pedestal mounting plate assemblies were fixed to the existing platform with the pre-installed tarmac anchors. The initial setting out of the coper line was undertaken using a suitable calibrated platform gauging tool, set off the running rail to accurately set the X and Y axis. Working from the front to back of the platforms, the team correctly levelled the pedestals to the coper, subsequently setting pedestals to allow a 1 in 40 back fall. Once the adjustable pedestals were installed the team fixed the fibreglass substructure c-channels into position and the levels/falls were adjusted. Additional time was taken on panels that required a tapered cut to coincide with the curvature of the existing platform. Expansion bolts were used to fix the fibreglass panels to the fibreglass substructure using 30mm holes. Each fixing point was capped with a circular disc of matching fibreglass material to the anti-slip deck, to neatly conceal the fixings. This was a safety critical issue to passengers to remove any possible tripping hazards but it also complemented the decorative finish. The Elephant & Castle installation March 2015 Page 131
also required door thresholds to be accommodated to account for the platform height adjustment of 50-100mm, which was achieved by laying panels and substructures to suitable cross falls in two directions. Huge benefits across supply chain With two applications now in situ, the use of composite technology to adjust stepping distances on platforms has been proven to significantly reduce disruption to passenger services, due to the works being quicker and more accommodating to customers. Most significantly, station platforms do not need to be closed under normal circumstances as simple ramps can be used to easily smooth out the transition between old and new platforms during the construction phase. Ongoing development The particular solution developed for Elephant & Castle comprised of heightadjustable pods secured along the platform on which fibreglass beams are positioned, providing support for the Dura Platform fibreglass station platform deck system. The walking surface features an antislip finish reducing the likelihood of slips, trips and falls. Also incorporated into the platform is a flush mounted bright yellow tactile that serves to replace the traditional painted yellow safety line, creating a larger visual and tactile identification of the platform edge. Dura Composites supplies a range of other composite products to the rail industry, including composite flooring, handrailing and cladding solutions, and a ballast retention system for allowing the inspection of hidden critical elements. Further improvements to its Dura Platform range are underway, with a number of innovations to be launched in 2015 that aim to allow Network Rail to refurbish its platforms with minimal passenger disruption. More Dura-adapted stations The works at Elephant & Castle saw significant benefits in terms of cost, flexibility and efficiency. Compared with a traditional station rebuild, Dura’s solution is around 25 per cent cheaper and with fewer possessions needed to complete the work. The yellow tactile integrated with the platform edge has practically eliminated the ongoing cost of maintaining the platform painting. Following the success of this scheme further discussions are underway to install similar systems up and down the country at locations where traditional build systems are not suitable due to limited access, restricted possession times and/or passenger disruption concerns. Tel: 01255 423601 Email: email@example.com Visit www.duracomposites.com Page 132 March 2015
Making a rail difference While the UK rail industry continues to have one of the best safety records in Europe, workforce safety remains a significant challenge. Henry Williams’s new generation Safebox range offers a compact solution to protecting workers
he annual safety report by the ORR (Office of Rail Regulation) showed that the trend in track workers being injured increased to its highest level in seven years in 2014; with three fatalities, 79 workers suffering major injuries and 1,641 reported minor injuries. The ORR wants to see rapid progress across the industry to reduce risks and protect workers so it has approved more than £250 million of funding to improve protection and warning systems for track workers. Henry Williams, a specialist in the manufacture of power distribution systems for the rail network, is making its own ‘small’ contribution, with the development of the SafeBox Compacts C11 and C22. The systems are already helping Network Rail achieve its target
of upgrading 650v location cases where power distribution safety is being compromised by poor earth continuity. The SafeBox Compact range was developed by Henry Williams as a flexible solution to suit the space limitations of the wide variety of existing location case designs. It combines the traditional electrical protection properties of the company’s Class II products in a new small enclosure with separately switched isolators and transformer supply fuses. Single or double-sided solutions Network Rail commissioned the first SafeBox Compact units for the West Coast Main Line, where they are being used to replace existing Red Spot or Camaster fuse holders with either a single or double-sided solution. This configuration allows the original cable to be used and provides safe electrical isolation of the supply.
When it gained Network Rail approval in 2012, Henry Williams’ SafeBox became the new industry standard for safeguarding signalling power distribution on the network. The Class II unit, which was developed with input from engineers, installers and maintainers, is strong, durable, resistant to vandalism, electrically-insulated and impact resistant. It’s also quick and easy to install and maintain and has a 40-year lifespan. SafeBox has a fully encapsulated stainless steel construction and an electrically insulating protective coating to overcome a range of challenges encountered during the installation, maintenance and protection of power distribution equipment. Steve Cotton, a director at Henry Willams, said: ‘In 2012, SafeBox was a market changer for the industry. However, we’re not standing still and are constantly evolving. The importance of March 2015 Page 133
With almost 100 years of experience, Rauscher & Stoecklin is the specialist in designing and manufacturing of switchgears for catenary lines in the rail industry. We produce high quality switch-disconnectors for on- and off-load applications and together with them we supply the complete actuating system consisting of rigid or flexible rod linkages and either the motor drives for remote control, or the lin manual handles for local use at the structure.
Many thousands systems have been successfully installed around the world and, since they hold the Network Rail product acceptance, they now can be found also on many routes around the country.
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research and development as part of that philosophy cannot be overstated. ‘While we can’t claim to be working directly for Network Rail in this respect, we see product development and being able to understand and anticipate its needs as part of our remit – the SafeBox Compact is a perfect example of that. Not only can it be used for new projects, it can also be employed in a wide variety of existing installations where the additional benefits of Class II protection are desirable.’ Solving electrical distribution issues Another area where Henry Williams is taking the lead is helping solve railway electrical distribution issues. The company is achieving this by developing (in conjunction with SSL) a new product – known as the Distribution Interface Transformer Assembly (DITA) – to deal with the issues in connecting Class I and Class II sections of the power cable system. The DITA can be used to boost the voltage in systems where excessive voltage drop occurs and also to provide segregation in legacy signalling power systems to reduce electrical shock hazards. Furthermore, the product has the potential to effectively chop the feeder cable into more manageable lengths and could, in the event of future problems, provide significant re-cabling savings as well as a safer working environment for the maintenance teams. ‘The DITA allows for a Class II feed-in to have the capability to feed-out Class I, thus providing a safe and cost-effective solution where, for instance, the main line links to a branch line not covered by the upgrade programme,’ said Cotton. Henry Williams is a growing company: in 2014 turnover was up by 28 per cent and over the last five years its workforce rose from 85 to 132. It also has a programme of investment at its headquarters: four hectares of land adjacent to the East Coast Main Line in Darlington – where it has been since 1911. In February last year it acquired the business and assets of Hull Forge, which strengthened Henry Williams’ position as a versatile and multi-skilled engineering company. As part of the acquisition, Henry Williams moved a one-and-a-half tonne Massey and a one-tonne hammer – along with key personnel – from Humberside to complement its suite of forge hammers in Darlington. Since gaining the Massey, hammers and other equipment, Henry Williams can now offer forgings from 0.5-100kg. The investment is continuing in 2015 with the purchase of a second robotic welding machine in February and another rapid-acting hammer in March, and it has already taken delivery of a second Pullmax CNC. The turret punching machine can process sheets up
to 3,000mmx1500mm, increasing both the capacity and capability in the companys fabrication department. A testing environment Meanwhile, the company has invested more than £150,000 equipping a comprehensive testing facility with testing equipment that includes Brinell, Rockwell and Vickers hardness checks, tensile tests, Izod and Charpy impact tests. It also has chemical analysis and non-destructive tests, including ultrasonic, magnetic particle inspection, die penetrant inspection and radiography.
Said Cotton: ‘The ability to carry out our own testing, rather than working through a third party, is faster and more costefficient but it also enhances the package we can offer customers. ‘Henry Williams is almost as old as the railways and the company couldn’t be prouder to be part of the current major undertaking. It will make the railway network safer not just for passengers, but for the people whose job it is to maintain it.’ Tel: 01325 462722 Email: firstname.lastname@example.org Visit www.hwilliams.co.uk March 2015 Page 135
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Improved railway access is Kee According to the ONS Opinions Survey 2011, around a fifth of disabled people have difficulties related to their impairment or disability when accessing transport. Christian King takes a look at the options for improving disabled access at train stations
nsuring optimum safety for passengers at train stations is extremely important, and with more than 11 million people in the UK classed as disabled, safety measures must be in place for all members of the community. To safeguard this, the government brought in the Equality Act 2010, which requires measures to be in place to eliminate discrimination against disabled people. Building regulations recommend an outside diameter tube size for handrail installations of between 40mm-45mm, without suitable handrails, ramps and lifts, access can be extremely limited at train stations. In recent years there have been launches of several initiatives aimed at improving access for disabled people, with substantial amounts of money being allocated to improve access at mainline stations. Safety is, of course, the foremost concern and a correctly installed handrail provides optimum safety for all passengers. There are a number of possible handrailing solutions on the market that satisfy the requirements outlined in the Equality Act 2010, Building Regulations Part M and British Standard BS 8300. The two main options available are fabricated systems and tubular structures, which are assembled using standard tubes and fittings. While fabricated systems involve a lot of preparation, require a skilled installer and can be problematic due to on-site welding, tubular structures are a much more flexible alternative. At the planning stage, all that’s required is a simple layout drawing showing where to place the uprights. With fittings there are more design options because they can easily accommodate changes in level or direction, meeting virtually any design requirement.
Less expensive than fabricated When it comes to ease and speed of installation, handrails constructed using standard tubes and fittings are proven to be less expensive than fabricated structures. Structures using standard parts are installed with a hex tool and tube cutters, therefore making them easy to assemble without specialised workers or equipment, which saves time and money and eliminates the need for special work permits. No cutting, welding, threading or bolting is required, speeding up the installation process drastically and ensuring the integrity of all coatings is left intact. The fittings are incredibly versatile, making them an ideal retrofit solution. Kee Safety’s range includes an ‘Addon’ offset fitting, which enables a new handrail to be added on to an existing, appropriately sized structure, allowing a non-compliant system to be upgraded in line with the regulations. With a tubular structure, the challenges of retrofitting a project are kept to a minimum as, once again, no special tools are needed. To satisfy the ‘not cold to the touch’ and visibility requirements set out in BS 8200: 2005, galvanised fittings are available with the additional option of power coating in all RAL colours.
Products in practice Kee Access® and Kee Klamp® handrails have been installed in various locations throughout the UK, including Hayle station in Cornwall and at stations on the Brighton Main Line, providing access to either the station entrance or the platforms. The Kee Access® and Kee Klamp® fittings have been powder coated in vibrant yellow to clearly mark routes. Hayle station’s fittings are now a smooth, continuous handrail that’s fully compliant with DDA legislation, which has enabled the provision of better, safer access for all. Kee Systems offers a total package, from technical advice and specification, to site surveys, estimating and a full supply and installation service as required. Christian King is general manager at Kee Systems
Tel: 0208 874 6566 Email: email@example.com Visit www.keesystems.com
March 2015 Page 137
As one of a handful of companies that supply the UK Government with Home Office Approved technology which includes the Stingray system used by the DVLA, Futronics have a proven and trusted track record. TM
The Futronics Group are innovators, who through consultation and technology solutions improve operations, safety and security to the Rail Industry, Traffic Management and Emergency Services internationally. The Futronics Group are leading the way in developing technology for a safer society worldwide. Contact us now for a consultation. Page 138 March 2015
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From ‘Furnace to Fleet’ In November 2014, Lucchini Unipart Rail Limited was formed, following the merger of the whole of Lucchini UK with the wheelset and bogie activities of Unipart Rail. Chris Fawdry explains the rationale behind the joint venture
oth parties have had an excellent relationship for some years on a purely transactional basis, using Lucchini UK’s wheelset overhaul facility in Manchester in tandem with Unipart Rail’s bogie overhaul capability in Doncaster.’ Fawdry, previously managing director at Lucchini UK, felt it should do something different when the contract came up for renewal. ‘Some of our customers felt that Lucchini UK would be stronger with a bogie overhaul facility, whereas our colleagues at Unipart Rail found themselves limited in front of their customers by not having an in-house wheelset overhaul facility. So when we started to look at the options, it was pretty clear that we should combine our strengths. ‘Neither party was interested in a sale; both Lucchini UK’s and Unipart’s
businesses were successful, returned good profits and had excellent reputations for service and quality. Fortunately, since neither company had external shareholders or investment funds to worry about, a long-term strategy was easy to formulate.’ Fawdry identified one key benefit: the control it had over its supply chain. ‘In Italy we manufacture our own steel, which becomes our own forged wheels and axles; we then machine that in Manchester and assemble as wheelsets in original equipment. We work hard to win the overhaul contract, allowing the wheelsets to come back periodically to Manchester; to complete the chain we mount them on bogies overhauled in our Doncaster facility. We feel we have a unique selling point – we refer to this as: ‘Furnace to Fleet’. ‘But we took the precaution of testing the market before going public.
We approached our key customers, via non-disclosure agreements to protect our workforce, explained our intention to create a joint venture and asked for their views. The concept was greeted enthusiastically, in fact not one customer thought negatively of the idea. Of course, they all made it clear that we must not fall down on service during the transition, so we looked carefully at our detailed implementation plan and gave ourselves a little more time to prepare for a smooth transition. ‘Organisationally, virtually nothing would change for our Manchester employees. The vehicle used to create the joint venture was Lucchini UK, meaning it would retain its contracts and our employees would not see any difference. However, to show that it is a joint venture, rather than a buy-and-sell arrangement, we registered the new name Lucchini Unipart Rail Ltd but retained the same registered company number.’ Over the Pennines Continued Fawdry, ‘Our Doncaster employees, however, needed to be taken through a Transfer of Undertakings (Protection of Employment) (TUPE) process, which was carried out over two months and involved the workforce via a consultation committee and many faceto-face discussions. I believe that almost every employee sees the joint venture as a positive step forward; they welcome our new identity and recognise the enhanced opportunities for the business and for career development. ‘The new joint venture went live on Monday 2nd February; the day after Doncaster’s opening event, which included a welcome with speeches, presentations and a number of workshops; a lower-key ceremony was held at the Manchester plant that was attended by senior representatives of both shareholders.’ The new company, Lucchini Unipart March 2015 Page 139
Speciality Greases- making a point of being on time.
Do you aim at improving the reliability and longevity of railway points? Do you need greases that resist washout and freezing cold just as well as tropical heat? Would you like to reduce environmental impact by using readily biodegradable lubricants? Proven speciality lubricants from Kl端ber Lubrication contribute to smooth railway operation and help to save real money by enabling longer lubrication intervals and longer component life. Kl端ber Lubrication: High-technology lubricants made to the highest standards And now from our new UK location to provide an even better service to you, our customers: Kl端ber Lubrication GB Ltd Longbow Close Pennine Business Park Bradley, Huddersfield, HD2 1GQ Tel: 01422 205115, Fax: 01422 206073 firstname.lastname@example.org, www.klueber.com
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Rail Limited, currently employs around 330 people, of which 210 are at the former Lucchini UK’s two plants in Trafford Park, Manchester. The main plant is where railway wheels and axles are machined and wheelsets are assembled, both as original equipment and when being overhauled for the maintenance market. The second facility is located close to the main site and houses three gearbox overhaul lines. The Doncaster facility is home to two bogie overhaul lines, with ancillary component stocking and overhaul areas. There is no overlap in production between the three sites and even though Manchester overhauls wheelsets, and part of the transferred Doncaster business involves the outsourcing of wheelset overhauls to Manchester’s UK competitors in that market, the business model works well without disrupting that relationship. ‘Most of the outsourced wheelsets are for the freight market, and although the Manchester plant is capable of producing them it’s better placed for higher-end passenger wheelset overhauls. So, in the main, we will continue to outsource rather than to clog up our own wheelset lines,’ said Fawdry. Familiar ground Unipart Rail is no stranger to joint ventures, in Australia in 2012 it set up
as UGL Unipart Rail Services Pty with local partner UGL. The joint venture is based in Sydney and provides heavy maintenance and supply chain services for a seven-year term to the 1,050 passenger cars in Sydney’s metropolitan fleet. Lucchini RS Group also has a number of joint ventures, most notably Zhibo Lucchini in China, in which it has a 30 per cent stake. Since its inception in 2007, the Chinese company has supplied the vast majority of high-speed wheelsets needed for the Chinese market, overhauling them in four locations in the country. Both Unipart Rail and Lucchini RS see the UK joint venture as a potential model for cooperation in other rail markets and are actively looking for the next opportunity.
What are the future plans for Lucchini Unipart Rail? ‘The important thing for us this year is to ensure we do not fall short of our customers’ expectations – we realise how important it is to keep our supply chains going, our employees motivated and our customers supplied with product. We have a busy year ahead of us on all fronts, but we delayed the start-up of Lucchini Unipart Rail so that we could ‘get our ducks in a row’. Phil Chilton, formerly procurement director at Unipart Rail, has been seconded to the joint venture for a year as transition director and it’s his job to keep all the plates spinning. ‘We are working through a rigorous procedure that monitors our progress in the key areas, such as systems integration and communications across three sites, HR issues, engineering and production management, in addition to the team getting to know new customers, products and processes. But we can’t lose sight of the fact that this market is always evolving; we want to ensure we adapt to its needs. In fact, we believe that LUR is uniquely placed to move in directions that our customers want us to – from Furnace to Fleet.’ Chris Fawdry is managing director of Lucchini Unipart Rail Ltd
Tel: 0161 8860300 Email: email@example.com Visit www.lur.co.uk
March 2015 Page 141
MORRISON RAIL SERVICES. Providing comprehensive design, installation and commissioning of HV and LV power for projects within the rail market.
We have a broad range of engineering services including: • Substation • Stations and depots • Switchgear/plant • HV cable laying, jointing and terminations • Protection and control systems • Power requirements for – Signalling – Points Heating – Lighting • DNO connections and networks For more information contact firstname.lastname@example.org or call 01302 898300 Page 142 March 2015
Modern collaborators London Underground is being modernised to keep pace with the capital’s rising population and support economic growth. SRC explains the modernisation that reflects the higher standards passengers now expect and the changing ways they travel
ounded in 2003, SRC (Strategic Rail Consultants) is a rail-specialist engineering consultancy that has provided technical support and advice to all the main UK rail infrastructure controllers — Network Rail, London Underground, London Overground, DLR and Crossrail as well as many key suppliers to the rail market. The ongoing programme involves not just the overall modernisation of the stations and services but also some major projects in the development of London’s transport infrastructure. This can be seen at Bond Street station, which is amalgamating existing London Underground operations with the new Crossrail system. The advent of Crossrail will bring a 45 per cent increase in passengers, meaning that around 225,000 passengers will be using the new station every day. A core LU principle is to develop financially effective ways of ensuring that its existing assets are improved and maintained. It’s vital that modernisation works do not cause any adverse effects on the safety or operational integrity of an existing station. The Station Operations Room (SOR) – the brain of a station – at Bond Street is in the process of being
On the London Underground system each SOR acts as a nerve centre controlling an entire station’s operation. The scope and function of an operations room is complex and the challenges in designing and developing a new one are huge.
extended to accommodate SOR functions for both the London Underground and the Crossrail section of the station. A single SOR will serve Bond Street Jubilee and Central Underground Lines and Crossrail when building works are complete. Nerve centre On the London Underground system each SOR acts as a nerve centre controlling an entire station’s operation. The scope and function of an operations room is complex and the challenges in designing and developing a new one are huge. SRC, in partnership with Parsons Brinckerhoff, was chosen by LU to design the extension of the Bond Street operations room, after having successfully refurbished and modernised stations for the network. Important lessons learned
by SRC from previous projects have been incorporated in the whole process. The company has developed into a specialist in the analysis, design and improvement of service control centres and SOR’s, with SRC engineers working on many LU station modernisation projects. SRC’s engineers have supported engineering assurance for Parsons Brinckerhoff on its Earls Court station programme. This project won London Underground’s Project of the Year and was a runnerup for APM’s (Association for Project Management) Project of the Year Award.
Bond Street The Bond Street operations room extension commission requires the designer to produce detailed designs in accordance with LU standards, with applicable British standards and legislation. LU also requires that station operations are able to continue smoothly throughout the construction project. The project first involves building an interim SOR with the full provision of associated cable routes for the relocation of assets and the transfer of the existing station’s operational systems. This will March 2015 Page 143
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‘To coordinate the many disciplines and often conflicting objectives and views of all the stakeholders involved needs clearsighted ‘no strings attached’ commitment to collaboration and compromise.’ Ashley Butterworth
be dismantled upon completion of the new SOR and a transfer of all operating systems back to the modified permanent SOR will be undertaken. Significant back of house work is incorporated in the design. The design has to enable the provision of new (or modifications of existing) systems, including the relocation and upgrade of power distribution systems, domestic power supplies, domestic normal/emergency lighting supplies, the earthing system, fire detection systems, environmental control systems (ventilation/heating/cooling), security, signalling, communications, IT and the relocation and upgrade of cable route management for operational systems. Other projects are also underway at Bond Street at the same time, some of which affect SOR equipment, and communication between each project is vital to achieve an optimal final result. The various teams involved on such a major project need a high level of coordination and cooperation and continuous consultation. Attention to detail is vital. Ashley Butterworth, managing director of SRC, said: ‘To coordinate the many disciplines and often conflicting objectives and views of all the stakeholders involved needs clear-sighted ‘no strings attached’ commitment to collaboration and compromise.’ Collaboration plays a big part in the completion of a successful design process, which was the motivation behind the process that enables discussion of all the
various issues, potential problems and tasks. As part of this, a series of workshops were initiated to allow this to happen in a structured, productive and non-confrontational way. Attendees at the first workshop at The Institute of Directors were all the key stakeholders: project team, discipline engineers, maintainers, system operators and project sponsor. The outcome of this workshop was a complete review of the survey results and agreement on how to move the various aspects of the design forward. This process enabled comprehensive conceptual designs and allowed detailed design to proceed with a minimum level of risk that objections or new requirements would be raised. By adopting a collaborative ‘no surprises’ approach while administering the NECbased contract, the early warning process has been embraced as a positive aspect of project delivery, not a commercial ‘tit for tat’ approach that could cause unnecessary delays and costs. One of the keys to success of the project is the use of new technology, which involves an innovative approach to surveys. With specialist survey techniques incorporated in to the design process, 3D modelling and ‘Truview’ visualisations have been used to better engage all members of the team and their stakeholders. Detailed surveys of complex operational areas are also required. It’s essential to be able to record and present detailed views of existing layouts; Truview produces 3D laser surveys that capture all existing assets in the affected rooms from a single location with minimal disruption to station operations. A large number of photos from the laser survey position (typically in the middle of the room) present them as a wraparound image of the room. The image enables an accurate 3D model of the surveyed space to be produced, which is then manipulated in order to develop the required designs. Users can extract real 3D coordinates from this that make it possible to accurately measure distances. Customer feedback Across the board, the feedback from stakeholders on this approach was very positive. LU’s project sponsor representative, Geoff Beardsell, said: ‘With so many people striving to be heard what’s important is not only the acceptance of the need for collaboration but also the commitment to it. This approach truly committed each
participant to that spirit.’ The Bond Street project is a good example of the collaborative approach that SRC aims to achieve with all its client teams. The company has also seconded a multidisciplinary Project Engineering team to support LU’s Station Modernisation Programme. Their consultants have been integrated into the client’s delivery teams to support on engineering issues throughout the portfolio and across the project lifecycle. Project engineers in the Stations team are involved in early scope definition requirements specification and feasibility studies that include value engineering exercises – to reduce forecast out-turn costs and improve the anticipated engineering – and operational and economic outcomes for LU. Other SRC Stations consultants are providing the engineering oversight on a number of modernisation programmes currently being delivered. As the focal point for all project stakeholders for engineering and integration issues, consultants within the client team are responsible for liaising with operational, maintenance, project sponsor and engineering stakeholders to achieve approval of the proposed engineering solutions prior to implementation on site. These roles require excellent stakeholder management skills to allow a seamless integration with client teams; skills that are demonstrated on the current Bond Street project. Butterworth said: ‘We have worked on a number of projects like this where differences have arisen, but the collaboration built into this Bond Street project is great.’ Tel: 0207 5372444 Email: email@example.com Visit www.strategicrail.co.uk March 2015 Page 145
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Top-level approval As a result of Socomec’s ongoing investment in the rail industry the company has recently been awarded Network Rail PAD’s approval for its Mastery’s IP+ Rail UPS system – accreditation that means it can be rolled out across its infrastructure
he Network Rail product acceptance process provides assurance that all products accepted for use on or about the rail infrastructure are safe, fit for purpose and do not pose unacceptable risks to Network Rail’s infrastructure. As part of a continuous programme to improve safety and performance, the rigorous PAD’s product approval process enabled Socomec to demonstrate product and engineering excellence as well as proving its capabilities in terms of design, specification compliance and verification, and the production of operational and maintenance documentation. The long-term site test was integral to the approval process; Socomec and Network Rail engineers worked together closely to ensure that the system integration was completed as planned and the Network Rail engineers undertook training at Socomec’s UK facility. Nick Golder, Rail and Infrastructure sales manager for Socomec, said: ‘It’s
a privilege to have been awarded the PAD’s approval for our Masterys Rail IP+. Socomec continues to make significant investment in research and development, driving innovation projects dedicated to the unique challenges faced by rail and mass transportation providers.’ Testing facilities As a champion of innovation in rail, Socomec has a dedicated testing platform – recognised by the world’s major electrical test certifications – that carries out customer witness tests and factory acceptance tests (FAT) to ensure ongoing adherence to industry standards. Both these tests are carried out to industry standards at Socomec’s test platform, with a full witness test report supplied with the equipment and a tour of the production facility to complete the programme. The Socomec FAT can typically be concluded within one day but can be tailored to suit each company’s specific
requirements. By prior agreement, additional testing can include discrimination and short circuits. Engineering support With unprecedented numbers choosing to travel by rail, the ongoing performance of installed systems is vital. Socomec’s dedicated and rapid response critical power engineering team will ensure business continuity, optimising efficiency and guaranteeing the safe performance of its systems. Said Golder: ‘We understand the importance of maintaining vital equipment while also maintaining control of our customers’ facilities operating expenditure and we can create a completely customised Commissioning, Inspection and Maintenance (CIM) package for any system architecture. Our specialist engineering team has the necessary trackside training and accreditations to install and support equipment throughout its lifecycle.’ From design and build through to
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Ground Transportation solutions Everywhere it matters, we deliver PASSENGER SATISFACTION Offering real time information and ensuring security TRANSPORT SAFETY Automate critical decisions to eliminate human errors
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Millions of critical decisions are made every day in transportation. The ability to run networks smoothly and efficiently is crucial to economic growth and quality of life. Thales is at the heart of this. We design, develop and deliver equipment, systems and services, providing end-to-end solutions. Our integrated smart technologies give decision makers the information and control they need to make more effective responses in critical environments. Everywhere, together with our customers, we are making a difference. Page 148 March 2015
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preventative maintenance, Socomec’s Masterys Rail UPS guarantee process continuity. The technology is specifically designed to have a high MTBF (mean time between failures). Modules can be paralleled with up to six units for higher availability, scalable power.
installation and commissioning – as well as ongoing maintenance – Socomec has a strong track record in providing robust, efficient and complex integrated power solutions for the exacting requirements of the rail sector. High-performance critical power Representing the very latest UPS technology for the mass transportation sector, Socomec’s IP+ Rail range has been engineered to provide optimum energy efficiency for high-performance critical power applications – guaranteeing network robustness even in the most challenging rail operating environments. Housed in a compact, robust, steelframed enclosure, the system has IP31 or IP52 ingress protection as well as anti-corrosion tropicalised circuit boards: a system that will operate in harsh environments where conductive dust or dripping water may be present. The electromagnetic disturbance immunity level is double that required by European standards and low-smoke zero-halogen cables come as standard. With frontal access for input/ output cabling spares, replacements and
A comprehensive range The IP+ Rail range is available in a number of versions dependent upon the specific application, with power options ranging from 10-80 kVA for three-phase models and 10-60 kVA for single-phase models. However, Socomec’s development team can individually engineer units to meet unique requirements. Socomec’s IP+ Rail OLI range of UPS equipment delivers the ultimate energy availability, taking inputs from both 25kV (for overhead lines) as well as 400V AC (mains supply). As a result, this solution potentially avoids the need for a diesel generator and its associated maintenance, fuel storage and refuelling costs. The rectifier stage converts the input voltage into a DC voltage that will both charge the UPS battery and supply the input stage of the inverter. The UPS rectifier can be supplied from either the DNO or the overhead supply, via an auto-changeover device. The inverter converts the DC voltage, which is provided from either the rectifier output or from the battery, in a perfect sinusoidal voltage distributed to the critical loads. The UPS is also equipped with an automatic bypass, allowing a no-break transfer of the load directly onto the mains supply in case of overload or faults. Whether planning a new installation, or
Representing the very latest UPS technology for the mass transportation sector, Socomec’s IP+ Rail range has been engineered to provide optimum energy efficiency for high performance critical power applications – guaranteeing network robustness even in the most challenging rail operating environments. upgrading an existing facility, Socomec can develop a low voltage electrical solution for a specific system architecture. For more information, contact Nick Golder Tel: 01285 863300 Email: email@example.com Visit www.socomec.co.uk March 2015 Page 149
Elcot Environmental – UK`s leading Japanese Knotweed Specialist Elcot offers - UK wide Site Survey, Report and Fixed Cost, Knotweed Management Plan with rapid turnaround. To Enable Site Construction within 2-3 wks. if required: Herbicide treatment Controlled dig to minimise arising’s Unique Sift out, Bag, with Offsite incineration of Knotweed Resulting in Reduced Risk for easier Onsite management Long Term site wide Monitoring with Warranted eradication Backed by 46 years of experience in Landscape Contracting and Weed Control, and 30 years’ experience in Japanese Knotweed Control. ISO 9001 / ISO 14001 / OHSAS 18001 Certified CHAS/ Safe Contractor / SMAS / Constructionline / Builders Profile Approved
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Elcot have been involved during the past year been in providing information and guidance to The Royal Institution of Chartered Surveyors (RICS) to help build a platform that provides Knotweed management contracts that are acceptable to The Council of Mortgage Lenders (CML) Elcot Environmental offers the following as standard procedures: A fixed cost quote, for the whole site which includes the risk of Knotweed beyond your boundary. The work is carried out by Elcot Environmental who are accredited for Knotweed Management by an approved body Elcot Environmental will provided at least three or four years of treatment or follow up Elcot Environmental is a PCA accredited contractor for Knotweed management and is Trustmark approved. We provide payment protection through Bondpay and can offer: A 10 year warranty backed by £5m Professional indemnity insurance Call for a survey – or if you can give a detailed description-- we may give a quote today for package that will solve your problem
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We provide specialist support focusing on a number of key tasks and processes to develop growth opportunities through new products, market sectors and, where required, between multiple organisations, ultimately providing the creation of long-term value for an organisation from a customers, markets, and relationships perspective. Our rail experience has been developed over more than 15 years in the industry. Over this time we have acquired excellent insight into the industry and a network of high level contacts within it that stretches from the Department for Transport (Dft) through to key OEM’s in the supply chain, covering train operating companies (TOC’s), Freight Operating Companies (FOC’s), Rolling Stock owning companies (ROSCO’s) and the technical service consultancies to the industry. Due to the complex and historic nature of the Railways in the UK, our knowledge, experience and relationships within this industry will help companies to maximise their effectiveness in the development and entry to opportunities within the UK rail industry.
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Supporting safety In 2013, XERVON Palmers launched its health and safety initiative that awards staff who practice good safety at work. The scheme has gone from strength-to-strength, with employees being recognised on a monthly basis
caffolding contractor, XERVON Palmers, has launched an in-house health and safety initiative that aims to maintain and encourage the improvement of standards in scaffolding access provision for users and customers, through the recognition of excellence in service. The Safety Recognition Scheme (SRS) scheme was launched in December 2013 with the key aim of encouraging all of the company’s employees to maintain and improve a safe working environment.
It does this by recognising good health and safety practice at work, with a series of awards available to employees who uphold safe scaffolding and access working practices. Nominations for the SRS will be generated from one employee to another and can include groups, as well as individuals. Monthly and quarterly SRS awards include one extra day’s paid holiday, plus a monthly/quarterly £100 charitable donation made by XERVON Palmers to the winners’ charity of choice. The prize for the top SRS honour, the
annual award, is a UK weekend break for two. Company-wide recognition The introduction of the monthly, quarterly and annual Safety Recognition Scheme invites all XERVON Palmers’ staff members, direct employees, agency and part-time workers to nominate a colleague for the awards. An SRS monthly Recognition Panel (made up of a project manager, safety advisor and supervisor) will be in place for each area or significant project to judge a winner each
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400RR • Hydrostatic drive with progressive acceleration and braking • Pantograph attachment with stagger and digital height reading • 1000kg trailer attachment • Blind side digital camera • Full ALO capability • 400kg basket capacity • 110v power socket in basket • 4 wheel drive and 4 wheel steer in road mode
The Skyrailer 400RR provides high levels of operator safety for on track access requirements. Based on proven technology, it features a patented hydrostatic transmission to provide the operator with smooth operation and accurate control in both travel and work modes. Suitable for lift heights up to 14.45M, and with a maximum reach of 8.50M, Skyrailer 400RR can safely transport up to three operators or 400 KG of payload. For total access efficiency with complete operator safety at height, you need Skyrailer 400RR on your next project. Contact Rob Killen or Dave Burns to find out how we go The Xtra Mile for your business.
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TXM Plant Ltd, Grange Court, Harnett Drive, Wolverton Mill, Wolverton, Milton Keynes MK12 5NE E firstname.lastname@example.org or email@example.com W www.txmplant.co.uk
month. Following that, each monthly winner’s submission from the preceding three months will be considered by the Quarterly Recognition Scheme Panel (made up of XERVON Palmers’ managing director and company operations manager) to determine a quarterly winner. SRS award winners will be judged on proactive solutions and behaviours, such as sound safety observations, sensible interventions, making safety suggestions, reporting ‘close calls’, being influential at safety meetings and other positive contributions when assisting safety inspections and tours. XERVON Palmers’ managing
at XERVON Palmers, said: ‘While on a night shift, XERVON Palmers and subcontractor Envirowrap were instructed to work in two new areas of the site. After reviewing the works, Mick ascertained that the second work area was poorly lit and had a potentially dangerous live, high-voltage third line very close by. ‘With only one Controller of Site Safety (COSS) available on site, Mick took it upon himself to stop the work and revert to the original plan of working in one area at a time. As a result the COSS and lighting could be concentrated in one area, rather than spread across two, meaning operations could carry on safely and avoid a potential accident. This new
we should recognise and reward those individuals who work with safety at the forefront of their mind.’
director, Donald Morrison, and company operations manager, Andy O’Connor, launched the SRS programme in December 2013 and also awarded the first monthly and annual winners. The inaugural winner, Mick Burrows, was awarded a weekend away for his outstanding safety contribution on the Kingston Bridge Project. Congratulating Burrows and explaining the reason behind his winning the award, Ian McFarlane, director for business and project development
reward-led initiative will help us continue to set the highest possible health and safety standards in the scaffolding and access industry. It’s all part of a wider aim to maintain, improve and encourage our existing safety-focused teams to ensure that everything we provide for our clients is executed safely. ‘We encourage all of our employees to think, take time out and ensure they protect themselves, the public and those around them while at work. When good behavior, such as Mick’s, is observed
‘As ever, this starts with our own efforts to collectively improve standards where we can in-house, combined with the fact that the scheme helps improve motivation and boosts staff morale. The fact that we are able to contribute to deserving charity causes is an added bonus.’
Positive difference Donald Morrison, chief executive officer at XERVON Palmers, added: ‘We’re a company that believes we can all make the difference by working as a team, hence our company slogan: ‘Where the people make the difference’. The new SRS scheme is another tool to help us continue to create safer behaviours in our working environment; initiatives like this create win-win positions by raising standards in health and safety in our industry.
Tel: 0141 553 4040 Email: firstname.lastname@example.org Visit: www.xervonpalmers.com March 2015 Page 153
Keeping it in the family While large corporations are often at the forefront of the rail industry and its development, working in their slipstream are a plethora of SME’s that provide a wealth of specialist knowledge and expert resources – such as O.L.D. Engineering
ary Topp is the managing director of a familyrun SME that does just that. And it’s the family values and intimate client relationships that gives rise to, that she states are the key drivers behind her company’s 40-plus years of success. O.L.D. Engineering is a Midlands-based engineering solutions provider that specialises in the manufacturing of precision engineered components to a number of industries. Topp became managing director in 2007 after inheriting the company from her co-founding father. According to Topp, it’s the close-knit, secure qualities of her family enterprise that have allowed O.L.D. Engineering to maintain its levels of quality and delivery through the years, helping it to develop strong working relationships with clients. She discussed the benefits of competing in the UK manufacturing arena as an SME with a family-focus, and the key values that have led to O.L.D.’s success. ‘We have always found that being a family-run business has been one of our most attractive qualities to clients. They really value the more personal approach we offer, as well as our ability to innovate in order to find solutions for their individual needs. ‘Having family at the centre of our organisation has led to an increased sense of solidarity at O.L.D., with the idea that everyone is working towards a common goal: that of exceeding customers’ expectations when it comes to quality and delivery. This shared purpose permeates through to our staff, many of whom have grown and developed with us. Sharing our common ethos and values has given O.L.D. an advantage over many of our competitors. It has led to a heightened sense of tenacity across the company, and gives us the determination needed for business success. In turn, this means that customers receive continuously high levels of service.’ Page 154 March 2015
Stable business model Topp believes that sharing common goals is fundamental in securing a stable business model. ‘Having grown up talking about O.L.D. around the dinner table, we have been immersed in the business and its vision. Unlike companies where various shareholders may be pulling in different directions or undermining each other’s objectives, everyone at O.L.D. has a clear and decisive view of how the company will progress,’ she said. ‘This allows us to look to the future and facilitates long-term strategic
thinking. From this, our clients can be safe in the knowledge that we are a secure supplier that can always deliver on its promises. Also, the family-run format of O.L.D. allows employees to exercise real
passion and commitment to achieve more than just profitability. ‘We feel strongly about the relationships we build with customers, and our friendly, can-do attitude, means our clients repeatedly call on our services. The scale of our continuous investment programme enables us to supply quality products in short lead-times and at competitive prices. ‘Dedicated to the business’s continual success, our team is always on the lookout for novel and improved ways of working. Having climbed through the ranks with us, many of our employees have a holistic knowledge of component manufacturing, and are all are passionate about the work they do.’
British manufacturing. ‘A fundamental part of our success has always been the ability to change and adapt,’ said Topp. ‘While the tendency is to view family enterprises as traditional and somewhat static, I believe that in our case, having family at our core has led to a more dynamic vision and sustainable, long-term focus. ‘Having a personal stake in a company, along with the desire to succeed means that there is a continuous incentive to drive change and innovation. This desire, in turn, benefits our customers, who receive high levels of service and whose demands are always met. While it’s true that for smaller family-owned businesses, the challenge
‘Against a backdrop of 1990’s rail privatisation and an increase in overseas suppliers, O.L.D. adapted to the new economic landscape by branching out into other sectors, most notably automotive, where it has established a good reputation as an engineering solutions supplier’ Under Topp’s steer from 2007, the company has continued to go from strength to strength; it has added an additional thirteen CNC lathes and machines centres, enabling it to tackle larger projects in-house.
From O.L.D to new The rail industry was fundamental to the formation of O.L.D. and its subsequent success. Topp’s father, Bill Lusty, had worked for the Coventry firm, Self Changing Gears, which made many of British Railways’ first-generation diesel multiple units and gear boxes for shunting locomotives. ‘He did this for more than 40 years before embarking on his own manufacturing venture,’ explained Topp. O.L.D. was established in 1971 by Lusty and his two partners. It originally operated from a small factory in Leicestershire, supplying engine parts to the likes of British Rail, London Bus and Crane Fruehauf. When he acquired overall control of the company in 1979, Lusty relocated O.L.D. to its current location, Hinkley in Leicestershire. From here the company’s continual investment in new technology and unwavering commitment to quality led it to grow exponentially, despite the effects of political and economic circumstances on
can be finding the resources to enable change, it’s important that this is made a key business objective, whatever the size of the company. Failure to adapt to ever-changing client needs can lead to stagnation and ultimately an unsustainable business.’ Against a backdrop of 1990’s rail privatisation and an increase in overseas suppliers, O.L.D. adapted to the new economic landscape by branching out into other sectors, most notably automotive, where it has established a good reputation as an engineering solutions supplier. In 2013 it was elected as supplier of the year by Cummins, an international organisation that designs, manufactures, sells and services diesel engines and related technology. ‘We have supplied Cummins with engine parts for more than 30 years. Its corporate ethos fits ours well and the long-standing relationship is a testament to our ability to respond to their needs quickly and effectively,’ Topp explained.
About O.L.D. O.L.D. Engineering has a comprehensive range of machinery and processes, enabling it to produce complex components in a range of materials, using state-of-the-art multi-axis machinery. Its continual investment in training, combined with a lean manufacturing culture allows it to provide quality products at competitive prices. The company’s assembly section has all the facilities it needs to allow it to put together both ‘in-house manufactured’ and ‘bought-out finished’ parts. By utilising its Turbex steam and ultrasonic wash tanks, as well as its pressure testing unit, various types of pump and other sub-assemblies can be produced to the most exacting standards and controls. O.L.D. also offers precision CNC machining and sub-assembly facilities for: • • • •
development prototypes one-offs small-medium sized batch runs repeat and schedule order requirements.
Tel: 01455 612521 Email: email@example.com Visit www.oldengineering.co.uk March 2015 Page 155
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An inside job The use of modern building materials on Listed buildings can be problematic if they are to satisfy planning rules; a situation Lanes Group avoided by using an innovative solution that works with the existing, 150-year-old materials
arringdon station’s original train shed roof, built in 1860, is an historical monument to the pioneers of urban railway development. Still with soot marks from the first underground steam trains that once ran on the line, in more recent years the roof had begun to show its age. The drainage system was particularly bad, with its increasingly leaky roof leading to the nickname: ‘Farringdon 30 Buckets’.
All that changed when the station underwent a major refurbishment to prepare it for the opening of Crossrail in 2018. Central to that refurbishment was the design and installation of a new roof drainage system. The nation’s heritage Due to Farringdon being a Grade II Listed building, the new system could not impact on the look of the building and roof but had to be fit for purpose for
the next 120 years. Drain rehabilitation technology provided by Lanes Group, the drainage and maintenance solutions specialist, provided the answer. Farringdon station formed the eastern terminus of the world’s first underground railway. Opening in 1863, it ran the four miles to Paddington that now forms part of the Metropolitan Line. In 2018, it will become the crossroads for rail lines leading to all four London airports, making it one of the busiest underground
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stations in the world. Lanes Group’s Rail Division, which operates a range of drainage and maintenance contracts for London Underground, worked with consulting engineers Roughton on the task. A survey of the roof established that it did not meet the requirements of London Underground and national design standards, meaning a new configuration for gutters, outlets and downpipes would be required. Initially, it was proposed that new stainless steel downpipes could be used but this was deemed inappropriate due to concerns about the visual impact on a Listed building. A cast iron solution The solution actually lay hidden in the fabric of the building. The Victorian engineers that created the station used the ornate cast iron roof columns as rainwater downpipes. The question was: could they withstand another century of use? The first step for Lanes Rail’s Planned Maintenance manager, Mark O’Leary, was to find out what condition the columns were in, from the inside out. O’Leary used the company’s drainage survey camera team from its London depot to inspect the columns and assess their viability for continued use as downpipes. Using a mini HD video camera mounted on the end of a flexible rod, the survey team recorded footage inside each 12 metre-long column from the top to the ground drain below.
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Said O’Leary: ‘The footage showed that the columns had no inner liner and had suffered some corrosion from rain that has flowed down them for more than 150 years. However, they were still structurally sound.’ This paved the way for the solution: lining the inside of the downpipes, so they could continue to be used as rainwater downpipes. Lanes Group is a UK leader in this drain rehabilitation technique; it’s increasingly using the method to extend the life of both above and below ground drainage assets. Lanes’s London depot regional manager, David Finch, whose team carried out the reline work, said: ‘Because this was a heritage building, and the relining of the pipes was vital to the success of the whole refurbishment project, there was no margin for error. We had to get each liner right first time.’ A team effort The initial survey by the Lanes engineers helped Roughton select which roof columns would be relined and incorporated into the new roof drainage system. Lanes’ team used a technique called CIPP (cure in place pipe lining). Working from a scaffold crash deck installed by the roofing contractor high above the station, the company installed a specially designed hopper over the top of each column being relined. A 12 metre-long liner, impregnated with 4mm-thick resin to give extra
strength, could then be attached to the hopper and inverted into the pillar. The liner was then inflated with water, pushing it against the column, and the resin was left to harden at ambient air temperature. The reline project was a complete success, leaving each of the 12 columns with a tough, smooth, waterproof inner wall that’s designed to assist in extending the life of the roof drainage system by 120 years. The roof column, designed by Roughton, which plays a pivotal role in the 21st century drainage system, leaves no visual impact of the works on the station at all. Thanks to the new roof and drainage system, and 12 liners, installed by Lanes Group, Farringdon 30 Buckets is now part of the station’s heritage – a bit like the soot on the station’s roof. Rail passengers will stay dry for decades to come. Roughton’s head of rail projects, Andrew McQueen, said: ‘The elements of the project undertaken by Roughton and Lanes show the benefits of consultant and contractor working in partnership. ‘By continuing to use the roof pillars as a pivotal part of a new 21st century drainage system, the works have left no additional visual impact on the station at all.’ Tel: 0161 7882266 Email: firstname.lastname@example.org Visit www.lanesfordrains.co.uk
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Core Atlantic Rail offer a comprehensive range of services to an ever-growing Rail sector. Operating throughout both the Midlands and South East England, we employ a highly experienced workforce which has built us a solid reputation as the supplier of choice amongst some of the Rail’s biggest clients. Drawing on the full resources of our experienced team, Core Atlantic Rail are able to offer a ‘one-stop-shop’ service to our clients, not only taking care of their possession/ SSOW planning requirements, but also supplying local, skilled labour to the jobs. Having a team with rail experience spanning over 30 years, our in-house professionals are well aware of the demands of working on the infrastructure, endeavouring to complete every job as efficiently and safely as possible. Core Atlantic Rail are able to provide: • SSOW / Possession planning management • Safety critical labour supply (PTS to ES/Handback) • PTS Mech & Electrical • PTS Trades • PTS Pway/Civils gangs
www.coreatlanticrecruitment.co.uk March 2015 Page 159
People News Senior management team announced for Virgin Trains East Coast tagecoach and Virgin have made a number of senior management appointments for the new company delivering rail services on the East Coast main line from 1 March. The Virgin Trains East Coast team will be headed by David Horne, most recently managing director of Stagecoach-owned East Midlands Trains. Further appointments include: Finance director – Richard Bodicoat: joined Stagecoach in 2005 and worked in both rail franchise bidding and as finance director for East Midlands Trains between 2007 and 2010. Led on the financial aspects of the East Coast bid. Commercial director – Andy Sparkes: in Stagecoach’s Business Development team since 2005 and was bid director for the East Coast bid. Now leading the Transition Team. People director – Clare Burles: Began her rail career working for Midland Mainline and moved to East Midlands Trains where she became HR Director in 2011. On the board of the Women in Rail group. Engineering director – Jack Commandeur: engineering director at East Coast since July 2012. Major projects director – Tim Hedley-Jones: began his railway career with East Coast and when DOR took over became property and projects director. Safety & Operations Director – Warrick Dent: joins from Network Rail where he was area director central for the London North East & East Midlands route. An announcement will be made about the marketing director and the customer experience director in due course. Martin Griffiths, chief executive for Stagecoach Group said: ‘This team will be fundamental in delivering a successful business. I would also like to thank those directors from the current East Coast team who are not part of the new team going forward and wish them all the very best for the future.’
Next CILT president announced everley Bell, senior traffic commissioner for Great Britain will take up the oneyear presidency from Jim Spittle in May. Bell has been a fellow of the institute for ten years and vicepresident for two. She said: ‘It is both an honour and a privilege to be given this opportunity to represent the logistics and transport profession during such an exciting period of growth and development.’
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New COO for London Underground ondon Underground has appointed Steve Griffiths as its new chief operating officer. Griffiths, currently Virgin Atlantic’s COO, will join the organisation in May, assuming accountability for LU operations and maintenance and reporting to managing director Mike Brown MVO. Brown said: ‘Steve will play a key role as we continue to modernise the way we serve our customers and improve the Underground. Nick Brown, who’s done a great job as interim COO will stay until June to ensure continuity.’
Swanage Railway GM leaves Richard Jones, former general manager of the award-winning heritage line is the new operating officer for the Keighley and Worth Valley Railway in Yorkshire. Jones, who joined the Swanage Railway in April 2013 cited ‘purely personal’ reasons for leaving. ‘I regard Yorkshire very much as my spiritual home as I was largely brought up in Sheffield,’ he said.
New appointment at ITSO teve Wakeland has been appointed general manager of ITSO, the DfT-supported membership organisation which develops the national specification for interoperable smart ticketing in transport. Wakeland joined the company in October 2011 as governance manager
Outstanding career development opportunities We operate the countryâ€™s busiest railway network, moving 500,000 people daily throughout London and the south west using 370 trains which are supported by eight depots. In 2017, we are introducing a brand new fleet of trains and this has created exciting opportunities within our Fleet team, each attracting a competitive salary and benefits including free travel on all SWT services, valuable travel discounts with other train operators, a final-salary pension and a plethora of opportunities to realise your full potential while being immersed in a challenging, stimulating, valuable and valued role, making a tangible difference to our passengers, our services and our success as a progressive and innovative enterprise.
New Trains Acceptance Engineer
Wimbledon-based with significant international travel particularly to Germany If you have substantial experience in an audit or qualitychecking role where checks are against detailed and complex specifications; strong supplier management skills; and a thorough, determined, confident and authoritative approach, then this is your chance to manage the build-quality of the Siemens Class 707 trains critical to our capacity-improvement plan and valued at around ÂŁ200m. Job search reference SWT03410.
Compliance Engineer Wimbledon
You will be ensuring compliance of maintenance standards using your in-depth knowledge of product, safety and quality audit processes and ISO quality systems; your significant experience in a technical management role; and your familiarity with root-cause analysis techniques. Job search reference SWT03305.
Specialist Engineer (mechanical) rolling stock Wimbledon
You will be carrying out in-depth investigations following safety and performance affecting incidents; a technically challenging role calling for significant technical management experience supported by HNC, and ideally degree, qualifications and either Chartered status or working towards it. Job search reference SWT03285.
Fleet Facilities Manager Wimbledon
Your in-depth experience of p-way, track renewals and facilities management, will be crucial to success in leading and directing our Fleet Facilities function. Job search reference SWT03431.
Fleet Safety & Competence Manager Wimbledon or Eastleigh
Make the most of your service operations, fleet maintenance and day-to-day management experience; your in-depth understanding of safety legislation, codes of practice and procedures; and your ability to assess staff by becoming our centre of expertise on safety and environmental issues. Job search reference SWT03357.
Rolling Stock & Plant Competency Manager Wimbledon
With your fleet maintenance experience; knowledge of fleet activities, the rolling stock being maintained and plant used; assessor D32/A1 and / or verifier D33/V1 qualifications; and the ability to assess staff, you are ideal for this central role in which you will formulate and implement our formal action and assessment plan. Job search reference SWT03381.
Engineering Graduate (mechanical)
Contracts & Procurement Manager
This role starts with an 18-month training programme that covers all the challenges involved with maintaining a modern rail fleet. You need at least 2:1 B.Eng or M.Eng accredited by the IMechE or IET; a passion for customer service; and a positive, flexible approach. Job search reference SWT03362
As a degree-qualified MCIPS or RICS procurement specialist with experience of high-value, complex contracts gained within a commercial organisation, you will be the prime point of contact for all capital projects contractual and commercial matters and develop and implement commercial strategies and lead the tender process. Job search reference SWT03295.
For more information and to apply, please search relevant job reference at www.southwesttrains.co.uk/job-search.aspx
March 2015 Page 161
Power our EMU future
We’re transforming our network. We’re making the biggest investment since Brunel. And we’re looking to you to get our Electric Multiple Units up and running.
Fleet Engineer – EMU
Electric Locomotive Engineer Nationwide Salary: Circa £50,000
GBRf operate a diverse and growing Locomotive Fleet, the reliability of which is key to our business customers. Due to our increased activity and growth of the business we are now seeking an experienced Electric Locomotive Engineer to join our existing team of engineers. You should be a recognised electrical locomotive engineer with experience of classes 86, 87, 90, 92, although other electric traction types would also be considered. Candidates should have industry experience and hold the necessary engineering qualifications.
Business & Standards Engineer London (near Liverpool Street) Competitive salary and benefits package
GB Railfreight requires an experienced Standards Engineer with traction & rolling stock background experience from within the rail industry. The applicant should have the relevant industry qualifications to undertake the role of a Quality and Standards Engineer and also be able to assist with the implementation of new flows and Engineering processes. This is an exciting opportunity to join a busy team maintaining current standards, auditing and assisting with new business developments.
Wagon Fleet Engineer
Doncaster Competitive salary and benefits package An exciting opportunity has arisen for an experienced Wagon Fleet Engineer to join our team in Doncaster. You should be a recognised railway engineer with appropriate engineering qualifications and expertise. You should have management experience within the rail industry and experience dealing with wagon or rolling stock issues with rolling stock owners, lease companies and operatives and have a thorough understanding of contracts, budgets, reporting systems, and fleet maintenance. For a detailed breakdown and full job specifications of the above, please visit www.railpro.co.uk/jobs
Swindon Acting as our technical lead, you’ll oversee the review and approval of technical standards and documents. You’ll work with our suppliers and rolling stock leasing companies to achieve safety and performance standards that can’t be bettered. And you’ll get safety validation and engineering change approvals to introduce EMUs onto our London and Thames Valley routes. Ideally you’ll have a degree and be working towards Chartered status or have equivalent engineering qualifications and experience.
Depot Engineering Manager Technician
Reading At our train care depot, you’ll get our processes and people ready to provide a world-class maintenance service to our EMUs. A talented project manager, you’ll look at everything from training, VMI and technical investigations to fault finding and root cause analysis. Willing to work away from home to get the job done, you should have experience of procedure collation and process mapping. You’ll also ideally have relevant qualifications and some knowledge of training and technical authorship.
BUILDING A GREATER WEST
The closing date for application on all the above roles is 31st March 2015
If you are interested in applying for any of these roles please email your CV and covering letter clearly stating the job you are applying for to: email@example.com Page 162 March 2015
If you’ve a flexible approach and the drive to make history and lead the introduction of EMUs onto our network - join us on our journey and apply at
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Operation & Maintenance
RAIL PROFESSIONAL MARCH 2015