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MARCH 2019 Issue 250 £7.95


Stations and ticketing How they can improve the passenger experience SECURE CYCLE PARKING Encouraging cycling through safe storage

STATION REFURBISHMENT Redeveloping London Bridge Station

TICKETING TECHNOLOGY Aiding seamless travel through mobile ticketing


People flow assessment is one of those fields which is complex to acquire but key to understanding and optimising many areas of activity, in particular railway transport and metro stations. Only experts are able to extract the relevant data and synthesise it to produce real operational intelligence tools or simply to use as decision-making support in real time.


Acorel has been specialising in high-precision automatic people counting and flow analysis for over 29 years. We are constantly developing our offer to provide operators in various market sectors with cuttingedge innovative solutions that are accurate and reliable, always designed to meet the needs of each sector.




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Rail Professional



MARCH 2019 ISSUE 250 £7.95


Stations and ticketing How they can improve the passenger experience SECURE CYCLE PARKING Encouraging cycling through safe storage

STATION REFURBISHMENT Redeveloping London Bridge Station


editor’s note

Aiding seamless travel through mobile ticketing

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR SAM SHERWOOD-HALE DISPLAY ADVERTISING CHRISTIAN WILES BEN WARING ADAM OVERALL RECRUITMENT ADVERTISING MARKETING AITANA BRETON SUBSCRIPTIONS ADMINISTRATION CHERIE NUGENT LISA ETHERINGTON GILL DUNN KIRSTY CARTER DESIGN & PRODUCTION MILES JOHNSTONE 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


do enjoy it when my Twitter feed gets all abuzz with a particular hot topic, this is where social media really comes into its own as a tool our industry can use to disseminate accurate information and conduct healthy debate with each other as well as those unacquainted with the railways. Strengthening up your follow list with people who you know to be knowledgeable in certain areas of rail and who engage in honest discussion can be a great way to see what the mood is around important subjects. One of my favourite ‘follows’ is our regular columnist, Lucy Prior, who writes in this issue about investment in the North of England and Transport for the North’s Strategic Transport Plan. You can gauge public opinion on the plan by following #OneNorth. I also touched on this in my interview with Martin Tugwell of England’s Economic Heartland, he spoke about ‘improving east-west connectivity and using opportunities created by investment in infrastructure to create a new north-south axis too’. This came from a question on devolution which Martin believes should link the planning and delivery of both infrastructure and services with broader strategic objectives for each Sub-national Transport Body region. Our featured topic this month is station refurbishment, we have two articles on this, the first by Toby Ashong, Director at operational change experts Newton who compares the work done redeveloping London Bridge Station with the construction of The Royal Navy new £3 billion flagship aircraft carrier, The HMS Queen Elizabeth. Our other station refurbishment article comes courtesy of ScotRail which was recently commended by The Service Quality Incentive Regime (SQUIRE) released by Transport Scotland for improvements to its stations. Jason Hamlyn of BikeAway writes in this issue about secure cycle parking, whilst not directly linked to stations it does suggest we can convince more people to travel by train by increasing the options available to people who take other forms of transport. Not everyone works within cycling distance of their home, but I imagine there are many people who live within cycling distance of a station. Sticking with the theme of encouraging more people to travel by train, Billy D’Arcy of BAI Communications UK quotes a survey in his article that found ‘half of rail passengers say they would travel by train more if the internet signal was better’. His article focusses on how consistent and quality wireless connectivity on trains could play a major role in boosting individual and collective productivity, but I also think that if people knew there was an increased viability of getting work done, or utilising the time on the train with their phones, they would be more likely to travel by train. I think if this was coupled with a broader knowledge of the serious penalties for people using their mobile phone in the car we could see the ‘drag of commuting’ turned into an opportunity for exercise followed by making a proper head start on the working day from the comfort of the train.

Sam Sherwood-Hale Editor

Professional will be taken as permission for it to be published in the magazine and online. ISSN 1476-2196 © All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.

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Atkins releases first images of Newcastle Central Station development works, CAF embarks on the design and engineering for the Wales and Borders franchise, Chris Grayling announces new Dawlish sea wall as part of £2 billion investment in southwest, Prospectus makes case for direct East West Rail services from Ipswich and Norwich to Oxford, Rail industry urges greater support for international trade, New footpath at iconic Glenfinnan Viaduct to support tourism, Rail industry publishes radical proposals for once-in-ageneration reform of fares system, Network Rail ploughs ahead with £1.7 million winter fleet refurbishment, Network Rail gives ‘greenlight’ to next fiveyear railway spending plan, Brexit: Potential replacements for EU standards proposed for no-deal, Business booms for Leeds-based company thanks to HS2 contracts train for Glasgow Central routes, TfL agrees new deal for Tube track renewals, New class 385 electric train for Glasgow Central routes

In the passenger seat



Laying down the law


In the latest results from Transport Focus’s National Rail Passenger Survey satisfaction with passengers’ last journeys fell to 79 per cent, its lowest level since 2008


Eli Rees King asks: When is a Trade Association not a Trade Association?

The deadline for the second year of gender pay reporting is rapidly approaching, with large private and voluntary sector companies required to make their report by 4th April and public sector organisations making their report by 30th March

Women in Rail


In October 2018, Women in Rail (WR) launched its repowered cross-industry mentoring programme, inviting organisations and individuals from across the UK rail industry to join the 2019 intake

The Cheek of it


Chris Cheek believes fiscal realities will derail Transport for the North’s grandiose plans



Jason Hamlyn of BikeAway asks and answers all of the questions around secure cycle parking



Keith Morey, former Chair of the Institution of Occupational Safety and Health’s (IOSH) Railway Group believes railway depots are healthier and safer compared to decades ago



The rail sector is one of only seven sectors in the UK to have obtained a Sector Deal under the auspices of the Industrial Strategy. What does this mean, and what are the benefits?



Billy D’Arcy, BAI Communications UK CEO explains how consistent and quality wireless connectivity on trains could play a major role in boosting individual and collective productivity in the UK, not to mention passenger satisfaction



Lucy Prior MBE explains what Northern Powerhouse rail means to her and future generations of northerners

Supply Chain


Mark Thurston, HS2’s Chief Executive, describes how the transformative infrastructure project will reshape and rebalance Britain

Rail Professional Interview


Sam Sherwood-Hale spoke to Martin Tugwell about East West Rail, the Williams Review and what he thinks things might look like in 20 years’ time

Contents continues on page 7

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Station Refurbishment


New figures reveal that ScotRail’s station and train facilities have improved to their best level for two years – and with recent investment in stations facilities, it’s not hard to see why

Ticketing Technology


James Webster, Swift Development Lead at Transport for West Midlands explains how mobile ticketing can aid seamless travel

Ticketing Technology


Ashley Murdoch, CEO of Corethree, explains the benefits of m-tickets and what mobile technology means for operators and passengers

Business Profiles


CCL Universal Rail, Bollé Safety, Elite Precast, Rail Business Awards 2019, UK Power Networks Services, TenBroeke Engineering, Henry Williams, MTM Power, LED Goodlight, Cannon Technologies, Zetica





Craig O’Brien, Steve Duckering, Jamie Swift, Andy Joy, Paul Crowther OBE, Lee Robinson, Mark Shepherd, Laurent Fourtune, Anne Baldock, Dyan Crowther, Simon Murray

Keltbray’s Managing Director Martin Brown has worked in the rail industry for 25 years and at Keltbray for 5 years, he describes the changes he has seen in that time and what he believes



The second article in Ivan Viehoff’s series on rail fares looks at rail fares in Europe and examines the role of ticket agents



In the second of a series of four articles on common areas of dispute and how to avoid them, Charlotte Heywood and Darren Fodey of Stephenson Harwood LLP provide their tips on dealing with disputes under track access contracts (TACs)

Station Refurbishment


Toby Ashong, Director at operational change experts Newton, compares two of the most complex engineering programmes in their respective fields and looks at whether they are really as different as one might first assume

Rail Professional



News in brief... Latest step towards new smart ticketing system for Liverpool City Region with rail season tickets to become available on Walrus Rail users in Merseyside are now able to buy their weekly, monthly and annual Railpass tickets on a smart card. The move is the latest step towards the creation of a new smart and contactless ticketing system, which can be used across the Liverpool City Region transport network – a key pledge of the Metro Mayor, Steve Rotheram.

Atkins releases first images of Newcastle Central Station development works The first images of the Newcastle Central Station development have been released. Created by Atkins, these images show the transformation of the station to improve connections with the Stephenson Quarter and the Forth Yards Development Areas to promote economic growth. Atkins is the lead consultant for the project, working in partnership with Newcastle City Council, London North Eastern Railway, Network Rail and local specialists in town planning and heritage. The team is providing a wide range of services, including architecture, to unlock the development potential of the surrounding area, and improve passenger and visitor experiences in and around the station. The station has seen passenger numbers grow steadily since 2011 with 8.7 million passenger movements recorded in 2017/18, predicted to increase to twelve million by 2023. In the longer term, the station revitalisation will provide a number of regeneration opportunities including new homes, business premises and leisure and recreation facilities. Newcastle Central Station is the latest addition to Atkins’ portfolio of transport-led regeneration schemes in the North, which includes the masterplan for Sheffield Station and ongoing work on the Leeds Station masterplan, alongside leading roles on HS2 and Transport for the North.

Signalling upgrade of the Wherry lines continues with track works at Brundall junction The next phase of works to upgrade the signalling systems and track as part of the Norwich, Yarmouth, Lowestoft (NYL) re-signalling project is planned to take place this Spring. Engineers will continue to upgrade some of the oldest signals in the country, improving safety and reliability for passengers travelling on the Wherry lines.

Enclosures from the smallest to the largest. ENCLOSURES




News in brief... Stagecoach operation of East Midlands Trains extended Stagecoach is to continue running East Midlands Trains for at least another four months, following a new agreement with the Department for Transport (DfT). Project to improve accessibility at West Yorkshire station gets


CAF embarks on the design and engineering for the Wales and Borders franchise CAF has started design and engineering work on new state-of-the-art diesel multiple units (DMUs) for the Wales and Borders franchise being built at the company’s facility in Newport, South Wales. CAF is supplying 77 state-of-the-art diesel multiple units (DMUs). The 51 two-car and 26 three-car units will enter service from early 2022. Engineering and project team members from CAF are working with their Transport for Wales counterparts to ensure the new vehicles meet customer requirements and deliver the best possible performance for the rail network. The high performance DMUs will be based on the UK Civity platform, designed for commuter and regional services. They will incorporate the latest safety technology, including enhanced CCTV, combined with exacting interior design specifications for customer comfort. Carriages will also feature advanced multimodal passenger information systems and luggage, pushchair and bike storage.

underway Passengers using Marsden station will no longer have to face a large drop between the train and the platform as work to improve accessibility at the station begins. Rail services resume as multimillionpound railway project in Derbyshire successfully completed Network Rail has successfully completed a £13 million-pound investment into the railway in the Derwent Valley area – with all services between Derby and Matlock resuming on schedule. >>>


Chris Grayling announces new Dawlish sea wall as part of £2 billion investment in southwest Transport Secretary Chris Grayling announced on 15th February further funding of up to £80 million in the southwest to deliver a new sea wall at Dawlish, providing better protection for the railway and homes behind it. Upgrades to the sea wall will increase its height by 2.5 metres and include wave returns to reduce the impact of waves and the likelihood of the line being closed during adverse weather. This will help ensure the serious damage and disruption seen during storms in 2014 is not repeated. The improvements at Dawlish are part of an extensive programme of investment in the southwest to transform connectivity throughout the region, outlined in the Investing in the southwest report. This includes schemes totalling more than £2 billion, improving the strategic road network, high-speed direct bus connectivity, safe and continuous cycle routes and easier transfer between transport modes.




News in brief... RFG Awards 2019: Call for entries The prestigious Rail Freight Group

Prospectus makes case for direct East West Rail services from Ipswich and Norwich to Oxford

Awards, which recognise excellence in all aspects of rail freight, are now open for entries. Winners will be presented with their trophies at an informal ceremony and dinner on Thursday 12th September 2019 at the De Vere Latimer Estate in Chesham. Millions of Tube passengers to benefit from more visible staff as TfL implements key London TravelWatch recommendation Millions of Tube passengers will now be able to spot London Underground

A direct rail link between Ipswich, Norwich and Oxford would unlock £17.5 billion for the East Anglian economy, according to a new report published by the East West Rail Consortium. It says the link would boost economic output and create 120,000 jobs across East Anglia, connecting high value economies in key growth locations in Suffolk and Norfolk with those in places such as Cambridge, Milton Keynes, Aylesbury and Oxford. The report’s publication comes during a pivotal year for East West Rail, which will provide a strategic link connecting the east of the country with central, southern and western England. A public inquiry is currently being held ahead of construction of the scheme’s ‘Western Section’, linking Bedford with Oxford and Milton Keynes to Aylesbury, while a consultation is underway on route options for the ‘Central Section’ between Cambridge and Bedford. The Consortium’s Eastern Section Rail Prospectus calls for improved journey times and service frequencies from Ipswich and Norwich to Cambridge, and direct services to Oxford. It also calls for the line to allow for a direct freight link between Felixstowe and southwest England.

station staff more easily after Transport for London (TfL) put in place one of the final recommendations from London TravelWatch’s review of ticket office closures. Since its review of London Underground’s ticket office closures in 2016, London TravelWatch has been working with TfL as they implement the recommendations it made. Summit held to maximise East Midlands benefits from HS2 Transport Minister, Nusrat Ghani, and HS2 Ltd Chair, Allan Cook, recently met with leaders from across the East Midlands to learn how the region will reap the benefits of HS2. At the event in Nottingham on Thursday 7th February, they heard how communities and businesses can maximise the potential of Britain’s new railway line, including through tens of thousands of new jobs in the region, with billions of pounds injected into its economy.

More news at

Rail industry urges greater support for international trade The Railway Industry Association (RIA) has submitted evidence to Parliament’s International Trade Select Committee, for its inquiry on the Government’s support for exports. In its submission, RIA has called for greater support from the Department for International Trade (DIT) in promoting rail products and services overseas, including greater use of rail content in the GREAT campaign, more grant funding for SMEs looking to export through the Trade Access Programme (TAP) and for increased support for rail at international exhibitions and trade missions. Neil Walker, Exports Director at the Railway Industry Association (RIA), said: ‘The UK rail industry exports £800 million in goods and services every year, employing 600,000 people and generating £36 billion in economic growth. ‘With uncertain times ahead, as the UK seeks to leave the EU, UK rail needs even more support to ensure it is accessing new markets overseas, is securing international contracts and is publicising effectively the rich range of expertise that we have to offer. ‘By working with rail, the Government can ensure it achieves its goal of increasing exports to 35 per cent of GDP, as set out in their Exports Strategy.’


Rail Professional



New footpath at iconic Glenfinnan Viaduct to support tourism Work has begun on a new footpath with several viewing areas overlooking the iconic Glenfinnan Viaduct. Passenger numbers to the west Highland station have doubled in the last ten years, with over 11,000 visitors in 2017/18 flocking to the area to catch a glimpse of a train crossing the A-listed structure made famous by the success of the Harry Potter films. The increase in tourists has seen severe congestion on the roads in the small village, and the growing popularity of the area has meant some people stray too far from the hillside and onto the railway to snap the perfect shot. To improve views, the severely eroded 1.4-kilometre walkway that crosses the hillside between the railway station and the viaduct is being upgraded to provide easier access to several new viewing areas, with a number of informative panels and special signage introduced to raise awareness of railway safety issues. Once complete, the walkway will provide scenic views of the Glenfinnan Viaduct, the National Trust for Scotland’s Jacobite Monument and the surrounding Loch Shiel Special Protection Area.

Rail industry publishes radical proposals for once-in-a-generation reform of fares system Britain’s rail companies have published proposals to overhaul the country’s fares system, making it easier to use and bringing it up to date with how people travel today. The radical proposals put the needs of customers at the heart of change and have been informed by the biggest ever public consultation into what people want from rail fares. They meet a commitment made by the rail industry when launching its consultation to bring forward proposals that are revenue neutral, meaning no change in average fares or taxpayer support. In all, nearly 20,000 people from across Britain took part – with additional input from over 60 umbrella organisations representing over 300,000 other organisations, authorities and individuals, including businesses, accessibility groups and local authorities. The consultation, delivered in partnership with independent passenger watchdog Transport Focus, found that eight in ten people want the current system changed, with respondents calling for a fairer, more transparent and easier to use experience. Responses to the consultation have been used to develop five principles that should underpin reforms to the fares system, including value for

money and simplicity. Based on these principles, the proposals are built with a simple proposition at their core: that customers only pay for what they need and are always charged the best value fare. This would be enabled by the fares system moving to a ‘single-leg’ structure, as currently operates within London, so that customers are able to choose the most appropriate ticket for each leg of their journey. Amongst other improvements, reforming fares in this way could mean that: • Commuters travelling from outside London in to the capital or elsewhere could benefit from the kind of weekly capping system currently available for journeys within London • Long distance and leisure travellers could see demand spread more evenly across the day, potentially reducing overcrowding by up to a third on the busiest services • All customers could have more options and no longer need to commit at the time of buying their outward journey to the time of day when they will return, instead mixing-and-matching different types of single tickets, and making changing travel plans easier.

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Network Rail ploughs ahead with £1.7 million winter fleet refurbishment Network Rail is refurbishing its snow ploughs for the first time in 20 years to improve performance and reliability. The full service refurbishment programme goes beyond business-as-usual maintenance, overhauling and modernising the ploughs to the highest specifications. The work will ensure the ploughs maintain and improve their effectiveness for the next 15 to 20 years. It is part of a wider programme of investment in operational fleet by Network Rail’s Route Services directorate. Following a competitive tender, Network Rail selected Loram UK as its delivery partner to carry out the overhauls and reengineering at the rail fleet specialist’s Derby facility. Network Rail’s twelve pairs of Independent snow ploughs, which can plough snow up to a depth of eight feet (2.4 metres), are being refurbished one pair at a time, with four pairs completed so far. Overhauls of the Independent ploughs started in January 2018 and are expected to last for at least a further twelve months.

Network Rail gives ‘greenlight’ to next five-year railway spending plan Network Rail has given the ‘green-light’ to the funding package and spending plan for Britain’s railway infrastructure for the five years to 2024 (known as Control Period 6, or CP6 – 1st April 2019 to 31st March 2024). In a letter to John Larkinson (the Office of Rail and Road’s Chief Executive), Andrew Haines, Network Rail Chief Executive, says: ‘The purpose of this letter is to confirm Network Rail’s Board’s decision that it will not be making any objections to ORR’s conclusions on CP6. Our decision is the culmination of almost three years of work. We are grateful for the open and collaborative approach that ORR has taken over this period. We believe this has been key in leading to a set of conclusions that wraps around the way we run our business and ensures that our focus during CP6 is on

delivering for passengers, freight users and other stakeholders.’ The company, and its geographically devolved routes, will publish detailed spending plans for the five years at the end of March, just before the new control period starts (1st April). The plans will detail how the company intends to spend the billions of pounds made available for the five years by governments and funders aimed at improving and growing Britain’s railway network. The heavy investment the railways have seen over the past five years will continue, but with a particular focus on delivering a more reliable and punctual railway for the millions of passengers and business who rely on it every day.


Brexit: Potential replacements for EU standards proposed for no-deal Contingency plans for preserving EU-level technical requirements in the event of a no-deal Brexit are now well underway. Rail body RSSB is supporting a DfT-led consultation on a suite of UKspecific standards designed to replace EU standards in the event of a no-deal Brexit. EU Technical Specifications for Interoperability are designed to ensure that all EU railways meet the same technical standard, and to provide sufficient consistency for trains to operate across borders as well as help suppliers sell products and services to the railway throughout the common market. In the event that the UK leaves the EU without a deal, the EU’s Technical Specifications for Interoperability (TSIs) would cease to apply as law in the UK. Instead, a suite of National Technical Specification Notices (NTSNs) are being drafted to preserve, where appropriate, the same rights and obligations at the point the UK leaves the EU. The technical requirements in force at that time also remain the same. RSSB’s Deputy Director of Standards, Vaibhav Puri said: ‘RSSB has been working very closely with the DfT over the past two years to ensure that in a potential ‘no deal’ scenario, any requirements derived from the EU framework are legally fit for purpose for application in the UK and workable solutions in place with respect to their application. ‘The overriding objective has been to ensure that the current interoperability regime remains operable, while enabling flexibility in terms of convergence or divergence from the EU framework with the right mechanisms in place. On 29th March 2019, we can be confident that the UK and EU systems will start from a fully aligned and legally robust position.’ Rail Professional



Business booms for Leeds-based company thanks to HS2 contracts for Glasgow Central routes Leeds-based Soil Engineering has reported a 35 per cent growth in business in just four years thanks to the role it is playing in delivering Britain’s new railway, High Speed Two. The company has expanded its workforce and is providing more jobs for local people, as well as continuing to take on more apprentices and graduates. Now employing 177 people, staffing levels are at their highest since the financial crisis, demonstrating the growth and confidence that HS2 is creating, years before the first trains arrive at Leeds station. Soil Engineering Geoservices is one of 2,000 companies across the UK that are already working on HS2 and providing some of the 7,000 job roles that are already being supported by the project. The company has spent four years investigating ground conditions for construction of the Birmingham to London route, and is one of 90 Yorkshire companies already benefiting from contracts working on HS2, securing jobs, skills and opportunities for local people in the region.

Rail Professional

TfL agrees new deal for Tube track renewals TfL has announced that a contract for London Underground track renewals will be awarded to Balfour Beatty. The contract, worth around £220 million, encompasses all aspects of track renewal – including track, points and crossings, and trackside drainage – and will help to ensure value for money and a strong focus on safety. The contract will start in April 2019 and last for four years, with an option included to extend the contract for up to a further six years. London Underground track assets include track drainage, depots and long timber bridges as well as elements like rails, points and sleepers. There is 1,047 kilometres of track across the network, 17 per cent of which is in noncustomer areas like depots and sidings. Track renewal plays a vital role in supporting line upgrades and maintaining day-to-day service levels to meet the demands of intense train service patterns, as well as addressing issues with noise and vibration by keeping track in a good condition.

New class 385 electric train for Glasgow Central routes ScotRail has introduced brand-new Hitachi class 385 electric train to its routes south of Glasgow. This introduction means class 385s are now operating on five separate routes, with the trains already in customer service between Edinburgh and Glasgow, the Stirling – Dunblane – Alloa route, and North Berwick. It also brings the number of the trains operating across the routes to 31. The trains are part of ScotRail’s £475 million rolling stock investment, following the £858 million electrification of the line between Edinburgh and Glasgow by Network Rail.

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In the passenger seat David Sidebottom

Rail passenger satisfaction at lowest level for a decade In the latest results from Transport Focus’s National Rail Passenger Survey satisfaction with passengers’ last journeys fell to 79 per cent, its lowest level since 2008


ransport Focus asked nearly 27,000 passengers about their latest journey during a tenweek period last Autumn. With worsening punctuality, the timetable chaos, and lamentable strikes, it was no surprise to the rail industry that one in five passengers (21 per cent) said they were not satisfied. Governments and passengers are investing huge sums in the railways to catch up on historic under-investment. New, longer trains are starting to appear across the network and many stations have been improved. Timetables have been changed to offer more choices of trains and destinations. But delivering these improvements has been painful. Irritation at delayed and cancelled trains is eroding passengers’ most basic trust in the industry. Anger during the Summer timetable crisis was palpable, and frustration at continual fare increases saps confidence in the system to reform itself. So, until the basic promise of more space on reliable and more frequent services arrives, Transport Focus knows that passenger trust and satisfaction will not recover. Comparing overall satisfaction in Autumn 2018 with the same measure a year earlier, just two (out of 25) train companies significantly improved: Heathrow Express and Chiltern Railways. By contrast, seven operators earned a significantly poorer rating: Great Northern came out the worst, followed by Northern, TransPennine Express, Greater Anglia, Thameslink, ScotRail and London North Eastern Railway. There was also a gap of 27 percentage

points between the train company with the highest and lowest overall satisfaction rating. When it comes to punctuality, the percentage of journeys rated as satisfactory overall across the country was 71 per cent, down from 74 per cent in Autumn 2017 and substantially lower than the 81 per cent recorded in autumn 2008. Little wonder that less than half (46 per cent) of passengers rated their journey satisfactory in terms of value for money in Autumn 2018, a figure unchanged from a decade ago in Autumn 2008. Among

commuters, nearly seven out of ten were not satisfied, (just 31 per cent of those surveyed were satisfied, another figure now lower than in 2008 when it stood at 33 per cent). In London and the South East, overall satisfaction now sits at 78 per cent, below the national average and significantly down from 80 per cent a year before, and 82 per cent in Autumn 2008. Passenger satisfaction with regional operators matched the national 79 per cent figure – a significantly lower rating than the 86 per cent recorded in 2008. Long-distance operators fare somewhat better: passengers



rated 83 per cent of journeys satisfactory overall in Autumn 2018 – better than the national average but still a drop from 86 per cent in Autumn 2017 (and 84 per cent in autumn 2008). In Scotland, overall passenger satisfaction with ScotRail services also fell in Autumn 2018 to 79 per cent, a 16-year low. Following a year of delays, cancellations and the late delivery of new trains, passengers are less happy than at any time since 2002. Almost predictably, passenger satisfaction with value for money on ScotRail also fell to 51 per cent, from 59 per cent in Autumn 2017. Passenger satisfaction with how well delays are handled by ScotRail is also down at 39 per cent, significantly lower than the 51 per cent recorded a year previously in Autumn 2017. Those results speak for themselves: ScotRail and Network Rail need to keep to their basic promises and deliver a relentless focus on day-to-day performance as well as better information during disruption. ScotRail’s extra compensation is welcome but it will go only some of the way towards rebuilding passenger trust. A better value for money and more reliable railway must arrive soon for passengers in Scotland.

In Scotland, overall passenger satisfaction with ScotRail services also fell in Autumn 2018 to 79 per cent, a 16-year low. Following a year of delays, cancellations and the late delivery of new trains, passengers are less happy than at any time since 2002. Almost predictably, passenger satisfaction with value for money on ScotRail also fell to 51 per cent, from 59 per cent in Autumn 2017

capacity, more frequent trains and better journey times for passengers. Likewise, Transport Focus will be looking to see if the remedial notices issued to ScotRail by Transport Scotland will result in plans that deliver improved punctuality, reliability and passenger satisfaction.. In Wales, results gathered during the closing months of the Arriva Trains Wales franchise reflect passengers’ severe disappointment with outdated rolling stock. Satisfaction with the upkeep and repair of trains fell to 61 per cent (compared to 69 per cent in Autumn 2017) and to 68 per cent for satisfaction with the cleanliness of train interiors (74 per cent in Autumn 2017). In the coming months the new operator, Transport for Wales, must continue to focus on improving rolling stock and other aspects of the passenger experience. In summary, Governments and the industry must pay close attention to what passengers are saying and focus in the short term on driving up performance, so that a better value for money and more reliable railway arrives soon for passengers.

Meanwhile, Transport Focus will continue to monitor closely whether the introduction of the new timetable delivers additional

David Sidebottom is Passenger Director at Transport Focus


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Laying down the law


Martin Fleetwood

More help to close the gender pay gap The deadline for the second year of gender pay reporting is rapidly approaching, with large private and voluntary sector companies required to make their report by 4th April and public sector organisations making their report by 30th March


ll private companies and public sector organisations with 250 or more employees are required to report on the gender pay gap which existed in their organisation on the ‘snapshot date’. This snapshot date is: • 31st March for most public sector organisations (including Network Rail, HS2, Transport for London and all Combined Authorities) • 4th April for businesses and charities and

Organisations with less than 250 employees are not required to publish gender paygap information but they may do so on a voluntary basis. Often this can be done to show good gender pay gap credentials

public sector organisations not listed in Schedule Two to the Equality Act 2010 (Specific Duties and Public Authorities) Regulations 2017. The organisation then has a year after the snapshot date in which to publish their pay gap information. This needs to be: • On their public-facing website (both the gender pay gap data and a written statement from the organisation regarding the data) • In a report to the Government’s gender pay gap reporting service. The deadline is simply the latest date by which the pay gap information is published. An organisation can publish its information at any time before the deadline, once it is available. Organisations with less than 250 employees are not required to publish gender pay-gap information but they may do so on a voluntary basis. Often this can be done to show good gender pay gap credentials. It is not just about reporting the pay gap There are six different areas that an organisation needs to report on, which show where there are differences between the pay of men and women. In most cases, female employees have a negative pay gap although it is possible to have a positive pay gap. However, the reporting obligations are not just to show where there are differences between the pay of males and females. The intention of the Government is that by having to publish what can sometimes be

an embarrassing pay difference between genders, organisations will be encouraged to take positive action to close the gender pay gap. For a number of industries, particularly those which have been traditionally male dominated, such as the railways, there are two areas to focus on. One is to encourage more females into the industry and to provide the right levels of support to keep them within the industry. Graduate recruitment and apprenticeships have seen an increasing number of females enter the rail sector at the more junior level and most organisations are looking to recruit women into more senior roles. Support from organisations such as Women in Rail provide valuable networking opportunities and encouragement for women to aim for the highest positions. The second and, in some people’s view, arguably the more important area is to ensure that at all levels there is a closing of the gender pay gap that currently exists. Part of the written statement accompanying the pay gap data on the organisation’s website should be outlining the activities that the organisation is planning to take with regard to reducing the pay gap. Some help from the Government The Government Equalities Office have recently published two new pieces of guidance which are designed to help organisations with this second area. They provide step by step advice to assist in identifying potential causes of the gender pay gaps in their organisations and to develop an effective action plan to Rail Professional



Pay gap data to be published • • • • •

Mean gender pay gap in hourly pay Median gender pay gap in hourly pay Mean bonus gender pay gap Median bonus gender pay gap Proportion of males and females receiving a bonus payment • Proportion of males and females in each pay quartile

tackle them. The intention is to help an organisation to target its resources in an effective manner. The first of these publications, entitled ‘Eight ways to understand your gender pay gap’ is designed to help an organisation to identify potential areas for improvement such as: • Looking at the gender balance in promotions • Whether the average performance score for males and females differ • Whether men and women leave the organisation at different rates. The guidance is drafted in a way which should be helpful to management but should not be seen as being the only way of working through reasons for the gender pay gap or to

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provide all of the solutions to resolving the issues. Instead it should be used as a helpful tool which can assist in assessing some of the reasons for the pay gap and provide some actions which can be implemented. However, it is a generic guide and does not focus on any one specific industry. The second publication is entitled ‘Four steps to developing a gender pay gap action plan’. Like it says on the tin, it is designed to help an organisation to identify the main actions that it needs to undertake in order to reduce its gender pay gap. Again, the publication is only guidance and is not a requirement, so an organisation can take the basic suggestions and adapt them to their own particular circumstances. If there is a worker’s council, for example, any consultation with staff would need to be undertaken through them if there is a general agreement for the council to manage consultations. The examples in the guidance do not override any enforceable agreements already in place with employee organisations. The intention of the two documents is to provide assistance for those organisations who are looking to close the gender pay gap and are unsure of the steps to take. However, they are not designed to remove the ability for an organisation to forge its

While there is currently no penalty imposed by Government for having any amount of gender pay gap, the Government has not specifically ruled out introducing any form of penalty in the future own route and consider different methods of closing its own gender pay gap. The important action for an organisation is to consider the gender pay data that it has produced and to act on it in order to reduce the gender pay gap. While there is currently no penalty imposed by Government for having any amount of gender pay gap, the Government has not specifically ruled out introducing any form of penalty in the future. In addition, the impact of public opinion, particularly with the rise of social media, is often a strong incentive to undertake positive action to reduce the gap!

IRO Members’ Lunch 2019 Join IRO members and guests from across the industry at this year’s Members’ Lunch at The Brewery, Chiswell Street, London, EC1Y 4SD Guest Speaker: Howard Smith Operations Director, Crossrail, Transport for London

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Women in rail


Adeline Ginn

1,279 years of experience repower Women in Rail’s mentoring programme In October 2018, Women in Rail (WR) launched its repowered cross-industry mentoring programme, inviting organisations and individuals from across the UK rail industry to join the 2019 intake


e were delighted to welcome 200 mentors and mentees, men and women from across the UK rail industry, to the event which kicked-off their mentoring relationship in January. The purpose of our repowered crossindustry mentoring programme, which is now in its fifth year, is to continue WR’s work of providing a support platform for men and women in our sector and creating an environment which fosters and nurtures our industry’s talent. Thanks to its new format, the WR mentoring programme is now sustainable, transferable and scalable, and invites networking and creativity through an intranet and a series of workshops and events for its nine-months duration. 71 of our 100 mentee-intake this year have over ten years management experience, whilst our mentors have over 1,279 years of experience in the rail industry between them. I was privileged to be able to meet some of those beginning their journey on the repowered programme, particularly those who are taking part this year as pro-bono mentees. This new initiative is made possible Rail Professional



The enthusiasm and passion from those who joined us at the kick-off event was fantastic to see, and it was great to hear how they believe the programme will continue to support and further their own professional development, through challenging them outside their comfort zone and generating new perspectives through the support of companies who are funding free places for the benefit of women who are currently between employment, on care leave or from organisations who are not able to take part in the Programme. The new pro-bono fund is vital to ensure that as a charity we are able to support the continued development of those from across the sector who need guidance and support in their personal development, growth and confidence at a specific time in their lives. The enthusiasm and passion from those who joined us at the kick-off event was fantastic to see, and it was great to hear how

they believe the programme will continue to support and further their own professional development, through challenging them outside their comfort zone and generating new perspectives. We are partnering this year with Moving Ahead, who were critical in pairing our mentees and mentors, and I was delighted to be joined by Sarah Winckless MBE, Design and Delivery Lead for Moving Ahead and Tay Bennett, Moving Ahead’s Programme Lead at the kick-off event. During an inspirational presentation, Sarah addressed the mentees, talking of

the ‘commitment of one per cent of time’ required to be on the programme, but that the one per cent would help to shape their ‘thinking, decisions and actions for the remaining 99 per cent’. As an industry we all need to consider how we approach our own professional development but also ensure we offer support to others across the whole sector. Ensuring there is continued professional development opportunities available across the whole of UK rail, and cross-industry, is vital as we continue to look to bridge the skills gap, redress diversity and promote inclusion. As an organisation we pride ourselves on being able to provide tailored support and benefits to our members across the country, which is made possible through our seven UK regional groups. It has been a busy couple of months, with February seeing the launch of Women in Rail London – a newly formed steering committee headed up by Leila Rahimzadeh. The group will look to bring together men and women from across the industry to support networking, mentoring and personal development opportunities. To find out more about the upcoming events in your area, I would encourage you to visit the WR website:


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The Cheek of it... Chris Cheek

Fiscal realities will derail Transport for the North’s grandiose plans It was ironic that last month’s inaugural conference held by Transport for the North (TfN) in Sheffield coincided with another gloomy report on the Government’s finances from the Institute for Fiscal Studies, and followed two days after one of the most downbeat economic forecasts produced by the Bank of England for a decade


hese two items are likely to set the context for TfN’s ability to invest in the future of the North’s transport infrastructure much more than the organisation’s plea for £70 billion worth of expenditure over the years up to 2050. As is necessary these days with plans involving politicians, it contains a level of spurious detail which is not backed by actual work – a surprisingly high number of business cases are marked ‘develop’ in the tables, thus promising a bonanza of consultancy work over the next few years, one suspects. Thus, we have no idea whether these schemes will pass the Treasury’s Green Book tests for investment funding. There is much ‘development speak’ about ‘connectivity’ and ‘aiding UK competitiveness’ (as if we’re not about to endure one of the biggest self-inflicted economic wounds in history, also known as Brexit). And the plan bears all the hallmarks of spin doctoring. The technique follows this formula: First, re-announce schemes that are already under way and have been agreed. In the case of new bodies such as TfN, this enables a degree of badge engineering, so allowing credit to be claimed on completion. Second, develop a programme of works for implementation in the short term (i.e. one electoral cycle). This can be quite modest (and needs to be, since there’s no money anyway).

Third, develop an astonishing array of super plans to which approximate numbers can be attached (also known as ‘back end loading’). The numbers can be as vague as you like and as big as you like, because everybody will have forgotten this document by the time anything actually happens. Fourth, add them together into a ‘big impressive number’ (BIN), which grabs the headlines, has all the stakeholders rubbing their hands with glee and pleases your political masters. In the Treasury, of course, this is a ‘big scary number’, but it’s okay, because everybody knows we can’t afford it anyway. Opposition politicians (who are usually in charge of local government, because of the electoral cycle) love the BIN because they can use it as a stick to beat the Government with. In this case, the BIN is £70 billion. However, when you look into that a bit more deeply, it works out over 30 years as a much more modest £2.3 billion a year. As a point of comparison, the total capital spending by Government on transport in 2016/17 was £23.5 billion – so TfN and its allies would be spending around ten per cent of this: would this really represent a step change? I doubt it. At first sight, the plans for rail are impressive, but as I hinted above, the document repeats a long list of schemes already announced or under way, including the recently opened Preston-Bolton electrification, previously contracted

capacity and rolling stock improvements on both the Northern and TransPennine franchises and the upgrade of the power supply on the East Coast Main Line (required to accommodate the new ‘Azuma’ trains planned for later this year). There are relatively modest proposals for a completely new alignment: this is restricted to the core stretch between Manchester and Leeds, with the provision of a new station in Bradford – an important city which is notoriously difficult to serve by rail, given that it has two terminal stations which require through trains to reverse. However, this is unlikely to be built before 2027 at the earliest. Other plans involve the upgrade of existing infrastructure (for example on the East and West Coast main lines). But this is not new either: much of the work would be necessary anyway to create the specification and the capacity for HS2 services to use existing tracks to provide through services to parts of northern England and Scotland north of the intended termini in Leeds and Manchester. As such, this has been announced before as well. These are also envisaged as happening post-2027, presumably to coincide with the planned opening of the northern section of HS2 in 2033. There is a great deal of focus on the main TransPennine corridor, improving connectivity between Liverpool, Manchester, Leeds, Sheffield and Newcastle. My concern about this is that these are areas Rail Professional



which are already doing relatively well by comparison with other parts of the regions – Teesside, the old Yorkshire and Lancashire coalfield areas or the former mill towns of West Yorkshire and East Lancashire, for example. These are the real areas of deprivation in the North, and the ones who really lack connectivity (try bouncing on a Pacer for 65 minutes to cover the 31 miles from Blackburn to Manchester for example). They are also the areas that often lack hope, where whole generations of families have lacked jobs. True, these places are not forgotten – there are lists of them in the plan, but they are buried in table four under the cover-all heading of ‘Later Phases of Northern Powerhouse Rail and Further Potential Interventions’. There’s more than a whiff of including these as a token – aspirations to keep the shire counties on board. Meanwhile, the big city politicians whizz backwards and forwards between Manchester and Leeds on their posh new trains attending Important Meetings. Just in case you missed it, I am unimpressed. Meanwhile, back to those fiscal realities: The Institute for Fiscal Studies, in a preview of the Chancellor’s spring statement, concluded that the outlook for spending

departments outside the NHS and Defence continued to look bleak. Ben Zaranko, a research economist at IFS and one of the authors of the report, pointed out that the Government had already committed to increase day-to-day NHS spending by £20 billion over the next five years. ‘Even though the latest plans have overall day-to-day spending increasing over that time, these increases wouldn’t be enough even to cover the NHS commitment in full. This suggests yet more years of austerity for many public services – albeit at a much slower pace than the last nine years.’ There is also the question of market realities: looking at the ORR statistics, the flow between the Northwest, Yorkshire and Northeast regions in 2016/17 amount to around 29.5 million passenger journeys – just 3.1 per cent of the total of 954 million inter-regional journeys. The intra-regional journeys for the three totalled another 147 million, representing 19 per cent of the 774 million. Taken together, local journeys between and within the three regions of northern England accounted for just ten per cent of total rail demand in Great Britain – 11.5 trips per person per year. This compares with 98.6 in London and its two adjacent regions of the east of England and the south

east. Are you really likely to build a business case on this level of demand? The North’s problem is that the rail network still relies heavily on the public purse – Northern Rail received a subsidy of £285 million in 2016/17 – virtually matching the £298 million paid by passengers. Network Rail received a further government grant of £407 million. TransPennine paid a small premium of £22 million on its franchise, but Network Rail received a grant of £159 million. That’s a total of £851 million paid out by Government to support the railways of Northern England. As I’ve noted before, the projected expansion of services and increases in the fleet to be implemented over the next few years already represents a colossal gamble by both the UK Government and Arriva – with fares income only covering 48 per cent of operating costs, the shortterm effect of increasing service levels is likely to be the need for more subsidy, not less – especially if the UK economy falters. Transport for the North’s much-vaunted transport plan may well be less ambitious than it seems at first sight – but the combination of railway economics and the Government’s fiscal problems may well combine to derail it anyway.

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The what? why? and how? of secure cycle parking Jason Hamlyn of BikeAway answers all of the questions around secure cycle parking Why is secure cycle parking needed at railway stations? n the past few years, there has been a huge increase in the quality of bicycles used on the road. British cycling success at the London Olympics and Tour de France (with a Brit winner six times in the last seven years) has had a huge influence on this. There is now a generation of cyclists growing up who see cycling as a way of life; they perhaps don’t run a second car or use public transport for shorter journeys and with the money they save can afford a good quality bike. As a result, the cycle industry has made huge investments in technology that has produced modern commuter bikes with strong light-weight frames, disc brakes and improved gear and suspension units which has turned many bikes into precision engineered pieces of equipment. The downside to this is a sharp increase in cycle theft in the UK. In 2017 there were 100,000 insured bikes stolen and 290,000 bikes reported stolen to the police. A large proportion of these bikes were stolen from railway stations throughout the country.


What is secure cycle parking? With such a large number of insured bikes being stolen, the cycle insurance industry drives the requirements of secure cycle parking. Sold Secure, owned by The Master Locksmith Association, is the Cycle Security Standard widely recognised by the insurance industry. It is also the preferred standard for Secured by Design, the official police security initiative. Sold Secure’s bicycle security standard has three attack levels; Bronze, Silver, and Gold. Sold Secure Bicycle Gold attack standard is the highest achievable recognised standard for Secure Cycle Parking. Why should the highest standard of secure cycle parking be installed at railway stations? Rail Professional

Quality secure cycle parking will encourage commuters who may live or work too far away to walk, but do not want to bring a car, get a taxi or take the bus, to use the railway. This is likely to be a professional person who would buy a season rail ticket and owns a quality bike which they believe, quite rightly, would be stolen if they left it in conventional Sheffield stands. Insurance often will not cover more expensive bikes in communal parking stands. Offering Sold Secure Bicycle Gold cycle parking at railway stations, which rail

operators could promote on their websites, would be a valued amenity for the modern day commuter and be seen as a really positive step in reducing car journeys. How can Sold Secure Bicycle Gold cycle parking be achieved? BikeAway Warrior has achieved Sold Secure


BikeAway promotes a Cycle to Work scheme, with its obvious health benefits, where an employer rewards an employee for riding their bike to work. This would be promoted through the employer and locker user encouraging their colleagues to follow suit resulting in more customers for the railway and our managed lockers Bicycle Gold. Warrior is an individual cycle locker which stores the bike vertically, taking up a minimal amount of space for cycle parking (less than a Sheffield stand) and giving the commuter a secure and dry place to store their bike, helmet and accessories. How much will Sold Secure Bicycle Gold parking cost the rail industry? Nothing. Warrior lockers work alongside existing conventional cycle parking and not instead of it. The Warrior locker is very much targeting the car user and is not a facility aimed at the existing cyclist who already rides to the station. A cyclist using a quality bike will be happy to pay to use a Sold Secure Bicycle Gold Warrior giving them peace of mind when leaving their insured bike at the station. The rent charged to the cyclist will repay the cost of the locker so there would be NO CHARGE to the rail industry. In addition, the rent will also cover the cost of maintaining and cleaning the Warrior, with no charge to the rail industry. Will the rail industry receive any rent for the use of the land? Once the cost of supplying the Warrior is paid back to BikeAway then, yes, there would be an income generated for the rail industry by the rental. How much could the railway industry expect to receive as ground rent? This will be directly dependant on the car parking charges that are made at each individual station. Warrior would be promoted as a way for a car or taxi user to save money by bringing a bicycle; locker hire charges can also be higher at busier stations. BikeAway is based in Plymouth, so using Plymouth Railway Station as an example,

it costs £1,328.00 (£25.50 per week) for twelve months of car parking. At this station a Warrior would be rented for £5.00 per week saving the car user not only £20.50 a week in car parking charges, but also the cost of running it back and forth to the station. Even if the customer is getting a lift or catching a taxi to the station, if their trip is two miles or more it is likely to cost them between £20 and £30 per week to travel. After allowing for BikeAway’s management fee of £75.00 per year (to administer the scheme, collect payment and maintain and clean the lockers) the remaining £185 would be returned to the rail industry as ground rent. Where can space be found to put these lockers? As a vertical bike storage unit, Warrior not only has a small foot print but also requires a minimal amount of space in front of the locker for access. There are many places within the station where Warriors could be located or if preferred six Warriors will fit into one car parking space including access. Using Plymouth as an example once more, if a single parking space were to be used for secure cycle parking, six Warriors would earn a revenue of £1,110.00 per year (six times £185). As car park firm APCOA would take their management charges out of the £1,328.00 earned for car parking, a single space given over for secure cycle parking is likely to provide a better income for the rail industry than the car parking revenue received. A further benefit is that the space taken up by a car is very likely to transport one commuter, whereas the same amount of space given over to six Warriors will produce six customers using the trains. Will cyclists complain about being charged for cycle parking? With so many bikes stolen in the UK, everyone knows someone who has had their bike stolen or has gone through the unpleasantness themselves. Most cyclists offered Sold Secure Bicycle Gold cycle parking would expect to pay for it. Charging for the use of a Warrior WILL NOT discourage passengers from using them. It will, in fact, encourage regular users rather than occasional cyclists to use them. As long as Sheffield stands are kept at the station as an alternative for the cheaper bikes, cyclists can decide on what level of cycle parking suits them. Has BikeAway got any experience? BikeAway manages over 2,000 bike lockers on social housing estates in the London boroughs of Southwark, Hackney, Tower Hamlets and Wandsworth. We already manage a small number of lockers at a few railway stations in the UK and a further


175 lockers at twenty railway stations in Dublin. The Irish example shows the potential of providing a secure cycle facility at railways stations, with the lockers fully utilised and 300 cyclists on the waiting list – these have been successfully managed for the past ten years. Why are Warriors not already at all the stations within the UK? Timing is key. Secure Cycle Parking at this level was not required and indeed did not exist until more recently. Rents at a level to finance the facility could not have been commanded without the surge in the popularity of cycling. With insurers specifying Sold Secure accreditation for quality bikes, this is the perfect time to implement this type of cycle parking into all railway stations. What other benefits can BikeAway offer with this scheme? BikeAway promotes a Cycle to Work scheme, with its obvious health benefits, where an employer rewards an employee for riding their bike to work. This would be promoted through the employer and locker user encouraging their colleagues to follow suit resulting in more customers for the railway and our managed lockers. Looking to the future, the sale of E-Bikes is increasing rapidly in the UK and these bikes can be catered for – again increasing the type of cyclist who would choose to use the railway. An existing Warrior can be converted into an E-Warrior with the addition of a solar panel to the roof and battery storage pack within the locker. The locker location will dictate the suitability of this which would, again, be provided at no cost to the rail industry What about wider security? BikeAway takes the security of the locker and the surrounding area very seriously. Each locker will be kept locked at all times, including when not in use. Anyone applying to use a locker will be asked for their full address to which the key will be sent. Place of employment or education details will also be required including a contact number for BikeAway management team to call and speak to a staff member who can vouch for the applicant. How does the scheme actually work? Please contact Bikeaway at or call 01752 202116



Modern-day protection from emissions Keith Morey, former Chair of the Institution of Occupational Safety and Health’s (IOSH) Railway Group believes railway depots are healthier and safer compared to decades ago


oday’s railway depots are very different places to those of decades ago. If you go back 50 or so years, maintenance depots for diesel trains contained numerous health and safety risks. And there weren’t any particularly good controls in place to manage these. This meant that working in a depot was a pretty hazardous thing to do. But that is not the case today. If we fast forward to today’s world, I’m pleased to report that things are generally much safer and healthier. We live in a very different world, of course, but we still have diesel trains as well as electric versions. There are still many risks present, but organisations generally have a much better handle on them. Carcinogens Exposure to diesel emissions can be extremely harmful, causing serious illnesses including cancer. Without doubt, many people who have worked in depots 50 to 100 years ago will have become seriously ill because of such exposures, even if the effects didn’t manifest themselves for years, even decades. So, why are things much better now? We still have diesel trains, and depots, after all. In the modern era, there are many good forms of respiratory protective equipment that can be used. However, before such equipment is used, firms are able to actually extract fumes using ventilation systems. Removing the risk in such a way is preferable to using protective equipment, according to the hierarchy of controls. Organisations can look at other means of managing diesel exposure. Diesel engine exhaust emissions are actually one of the carcinogens which have been highlighted by IOSH’s No Time to Lose occupational cancer campaign. Free resources for managing diesel are available at the campaign website – www. Diesel emissions haven’t been the only threat to the health of depot workers. Diesel locomotives also tended to have asbestos brakes. Even when they were washed, the asbestos would still be present in the area. Asbestos was also used in engine room insulation and in old coaches. Exposure to asbestos, as is well documented, can also lead to cancer, yet there was often little in the way of controls to manage such risks. According to the Mesothelioma Veterans

Center, research showed that people who worked on railways were far likelier to develop asbestos-related cancers like mesothelioma. Asbestos is now banned in many countries, including the UK. However, the ban didn’t come into force in the UK until 1999, so it is still present in many buildings constructed before this time, potentially including depots. Asbestos is another carcinogen which the No Time to Lose campaign is focusing on, meaning IOSH has produced a series of



resources which help organisations manage it. Again, it is preferable to remove the risk, or control exposure to it, before protective equipment is considered. Other risks Major risks in train depots didn’t come about with the introduction of diesel engines. If you go back even further, to the days of steam trains, there were many other hazards, including soot and other residues created by fires. And it wasn’t just the health of workers

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that was being put at risk. There were safety issues as well. For example, signalling systems – regularly done by hand – often weren’t of a good standard. There was little by way of warning if there was a dangerous situation developing, such as a train moving into a depot on tracks where someone was working. Signalling has now improved significantly, as has the quality of alarms. If an alarm sounds in a depot it can certainly be heard, to warn anyone at risk of harm.

Many depots also have lock-out systems. This means if someone is working on the line in a depot, nothing can go into the depot until it is completely clear. Again, this is another way that serious safety risks have been removed. Working in modern rail depots is much safer and healthier than it was from the early to mid-20th Century. However, there are still incidents which lead to workers being injured. These happen for a variety of reasons, so it’s crucial we keep our eye on the ball and continue to strive for the best-possible health and safety standards.

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When is a Trade Association not a Trade Association? There is a saying that goes: ‘if it walks like a duck and quacks like a duck it must be a duck.’ Right? Not exactly


n this month’s viewpoint I will aim to explain why the Rail Alliance doesn’t sit under the usual description of a trade association as it is a question we are often asked. So what is a trade association? Collins English Dictionary defines a trade association as follows: ‘A trade association is a body representing organisations within the same trade. It aims to protect their collective interests, especially in negotiations with governments and trade unions.’ Unless you are a new entrant to the sector, most will be aware of the main trade bodies that support the rail sector – Rail Alliance, Railway Industry Association (RIA), Rail Forum Midlands (RFM) and the Rail Freight Group (RFG). RIA operates from its offices in London and is a trade association for UKbased suppliers to the railway industry and represents members’ interests to

government, regulators, Network Rail and others, offers a forum for dialogue between members, provides information to members, and promotes exports of members’ products and services ( Rail Forum Midlands (RFM) on the other hand is based in Derby and represents a regional area (as opposed to UK wide) with a concentrated number of rail focused businesses and works strategically with UK and regional governments, RDG/RSG and local LEPs as well as supporting members through specific events and inward and outward trade missions (www.midlandsrail. I also have to mention another very important trade body in the sector and that is the Rail Freight Group (RFG) – the representative body for rail freight in the UK with a primary purpose to increase the volume of goods moved by rail ( uk).

So where does the Rail Alliance fit in all of this? Well first of all I will make the bold statement to say that the Rail Alliance isn’t a trade association at all. It might look like one and behave like one, but it is different in that it sets itself out to provide grass roots rail business support services and acts as a facilitator and enabler rather than directly delivering technical information or getting involved in government lobbying activities; although we do still make it our business to ensure that we keep a firm handle on what is happening to ensure that members are kept fully informed on any strategic movements that could impact on the supply chain. The Rail Alliance does not differentiate on whether a company is UK based or located overseas or if they have a turnover that comes from rail business. The only criteria to be a member of the Rail Alliance is that the organisation must have a legitimate interest in the rail sector. As a result, the community is made up of a wide network of organisations from other sectors as well as on an international scale providing a rich pool of innovation, skills and capability as well as visibility of the opportunities outside of the UK for rail business. Now that the Rail Alliance holds a direct relationship with world class research facility Birmingham Centre for Rail Research and Education (BCRRE) and also the wider UKRRIN (UK Rail Research Innovation



Network) remit, the opportunity expands even further and completes the roadmap for companies looking to do more business in rail - not to mention the vast test and trial facilities available at Quinton Rail Technology Centre – a business hub for rail and also where the Rail Alliance offices are based (and Rail Live!). In a nutshell Business doesn’t stand still and as an industry the same applies to the railways. However, as we are all very well aware, the UK’s railway system is complex and although the romantic bygone era of the railway sits firmly in the hearts of so many, the reality is that as much as we respect and admire the engineering genius of the time, we are dealing with an infrastructure and system that in its current form will not enable growth in the economy at the level set out by government.

So many changes are taking place. As I write I am being made aware of the latest shake up in Network Rail under Andrew Haines command. The 100-day review is a new way forward for Network Rail with revisions to the regions which will now be consolidated into five and Route Directors appointed to each of the 13 routes and Managing Directors appointed to lead each of the Network Rail regions. The Rail Alliance has always traded on its innate ability to do what’s best for the industry and for members and this doesn’t change as a principle philosophy – it is at the very core and why the Rail Alliance continues to grow its community. We move with the industry and when things change, we are primed and ready to support as needed. Doing what is best for the industry I will return to my first point – doing what is best for industry and organisations in the supply chain. This is what the Rail Alliance vehemently stands for. We are not a trade association but sometimes we might look like one and splitting hairs isn’t what we are about. Helping business do more business in rail is the point. So, what do we say when we are asked about which trade association to join and how are they different? Our answer you might be surprised to hear is that we usually suggest

that it’s a case of working with more than one of the trade bodies to maximise the benefits offered by all – depending on the specific need and level of support. All are important entities in supporting the rail sector. It is about all the trade associations recognising competencies and skills within their own structures and combining a collective ability to deliver support to the industry via a mechanism that offers the best possible results. Eli Rees King, Marketing Director Rail Alliance

The Rail Alliance has recently signed a memorandum of understanding with BCRRE in a bid to strengthen links between the two organisations and build on connections with the wider railway sector. Not only will this ensure that research and teaching draws on real-world situations, it will further reinforce relationships with SMEs for the benefit of the railway supply chain. As the rail sector’s largest dedicated B2B rail community organisation, the Rail Alliance is all about bringing customers, suppliers and supply chain opportunities together. Its broad spectrum of members extends way beyond rail and positions the Rail Alliance as the go-to organisation for B2B diversity, ingenuity and innovation.

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Sector Deal in the bag The rail sector is one of only seven sectors in the UK to have obtained a Sector Deal under the auspices of the Industrial Strategy. What does this mean, and what are the benefits?


’ve been privileged to watch the rail industry coming together to deliver something amazing over the past 18 months. Thanks to the enthusiastic, determined leadership of Anna Delvecchio from Amey, Philip Hoare from Atkins, and other colleagues in the industry; and civil servants at the Departments for Transport (DfT) and Business, Energy and Industrial Strategy (BEIS), who have negotiated with the industry, the UK rail supply chain now has a Sector Deal. It was launched by both the Secretaries of State from DfT and BEIS on 6th December 2018. Despite everything that’s going on in the sector, it has beaten off competition from dozens of other sectors of the economy to become only the seventh sector to have a deal signed off by both industry and

The deal covers industry data-sharing to support the development of new customer-focused products; the development of an industry Education and People Strategy; enablers to support investment in Digital Railway interventions that lead to enhanced productivity; the doubling of UK rail exports by 2025; and a shared apprenticeship programme

Government. The deal features a series of agreed ‘asks’ of Government from the industry; and a balancing series of agreed ‘offers’ from the industry to Government. The deal covers industry data-sharing to support the development of new customerfocused products; the development of an industry Education and People Strategy; enablers to support investment in Digital Railway interventions that lead to enhanced productivity; the doubling of UK rail exports by 2025; and a shared apprenticeship programme. My company, Oxera, provided a series

of quantifications to demonstrate to Government the benefits of what the industry is committing to. By rolling out digital signalling at significantly lower cost (saving up to £4 billion) than what would otherwise be possible, we found large benefits from increased connectivity for passengers, of between £3.1 billion and £38 billion per annum, depending on the level of digital signalling installed. The investments in digital rail that can be unlocked by the Sector Deal will create jobs and economic value in and of themselves. Again, depending on the extent of investment, our analysis suggests that the



by creating an environment in which high-quality goods and services can be developed and implemented, growth in exports is likely to occur economic footprint of the investment lies between 1,800 and 8,400 jobs over 17 years, or £1.7 billion to £7.7 billion. And by creating an environment in which high-quality goods and services can be developed and implemented, growth in exports is likely to occur. If the industry’s target of doubling exports can be achieved, this can add £3.4 billion to UK exports, and potentially enable 44,000 jobs to be supported. The Sector Deal will not be affected by the ongoing Rail Review; indeed, the ambition is to ensure that its opportunities are embraced by the Review team and the White Paper that emerges later this year.

The prize is considerable – but there remains work to do. Both industry (through the Rail Supply Group and its partners) and Government need to deliver what they have committed to. Both sides will be held to account at quarterly meetings of a joint industry and government board, and there is a commitment to produce a review of the first year of the Deal this November.

The early excitement arising from this great achievement needs to lead to sustained momentum, so that the Deal doesn’t become a set of empty promises. However, as an exemplar of how to get the industry and Government to deliver something together over a remarkably short space of time, the Sector Deal is a great story, and is sure to be held up in future if anyone doubts the sector’s ability to deliver.

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Mobile connectivity offers potential rail industry boost Billy D’Arcy, BAI Communications UK CEO explains how consistent and quality wireless connectivity on trains could play a major role in boosting individual and collective productivity in the UK, not to mention passenger satisfaction


iving in an ever more connected society has led to heightened expectations when it comes to passenger perception of quality of service. Public transport is no longer just about traditional concerns of getting from A to B. With real-time connectivity allowing access to productivity tools and online entertainment on the move, it is now a central part of the passenger experience. That is of course, if consistent mobile signal is available. Digital connectivity has become the fourth utility and commuters and business passengers expect to be able to work during the whole of their rail journeys. But the quality of connectivity isn’t always reliable, resulting in an inconsistent user experience. A BAI Communications survey of one thousand UK rail users discovered that passengers only have ‘usable mobile signal’ for 56 per cent of their journey – less than ten per cent of passengers experience usable mobile signal for their entire journey. If passengers haven’t downloaded anything to read, watch or do in advance – just under half fall into this camp – it means they are left with a period of being unable to use their phone at all. Who stands to benefit from upgrading connectivity on the railways? Given the survey results, it should come as no surprise that improving mobile signal would increase satisfaction in the journey for 76 per cent of rail passengers, with the main benefits cited as improved productivity, being able to stay in touch with family and friends and reduced boredom through access to entertainment. In fact, 62 per cent of people said they’d have anywhere between 15 and 59 minutes extra per journey to access and use online services. For passengers, the provision of consistent mobile connectivity can have an impact on the quality of their rail

experience, not to mention their wellbeing. Almost all respondents said they would benefit from an improvement in mobile signal, with 61 per cent saying it would reduce their stress levels.

By doing so, connectivity ensures people enjoy their journeys more, make the most of their time while travelling, and arrive at their destination relaxed. The research also suggests there is a



access to dangerous and restricted locations, to maintaining a seamless connection during peak loads and through differing geographical terrains. Add to that the range of digital skillsets required, from understanding new technologies like 5G and the Internet of Things to Artificial Intelligence and automation, effective collaboration becomes essential for success.

significant business opportunity associated with improving connectivity, as almost half of rail passengers said they would make more rail journeys if the mobile signal was better. And while this would obviously increase ticket receipts, it could even help to ease the pressure on rush hour services by spreading more journeys throughout the day. This was backed up by the fact a third of passengers said being connected on the train would reduce the amount of time they needed to spend at their place of work, a trend that would see a shift in traditional office hours and increase the viability of remote working. Looking at the wider economy, Chris Grayling, Secretary of State for Transport, along with a host of businesses and regional bodies, agree that there is a direct correlation between railway connectivity and UK productivity. A recent assessment of UK rail usage statistics from the Department for Transport’s Rail Factsheet: 2017 suggested that with 1.7 billion annual train journeys and an average journey time of 76 minutes, two billion potential working hours are ‘lost’ each year. It follows that by increasing people’s usable time during their commute, we could contribute significantly towards tackling the productivity problem. The survey confirmed this, showing that 40 per cent would be more productive, getting work done or clearing their to-do list en route. Where does responsibility for addressing these needs lie? What is very clear from the results is that passengers are unsure who is ultimately responsible for improving mobile connectivity for them on the rail network. Mobile phone operators are seen as the biggest player, with 70 per cent believing them to be responsible for ensuring good connectivity. However, 42 per cent thought this responsibility was primarily owned or shared with Network Rail, and 34 per cent suggested rail companies. With major investment in technology and infrastructure required to significantly improve the reliability of signal, partnership between all of these stakeholders is required. There are a variety of challenges that come from trying to improve mobile signal along major transport routes: from Rail Professional

Embracing the possibilities There is a clear demand for better mobile connectivity from passengers, and their feedback also suggests that rail operators could benefit from this demand. But beyond national productivity and customer satisfaction, there are industry-specific benefits to be realised. Operating heavy vehicles travelling at high speeds, and transporting thousands of people every day, ensuring the safety of staff and passengers is the highest priority for rail operators across the UK. Increasingly, the application of innovative new digital technologies is helping to drive higher safety standards than ever before. Recently, a UK train operator shared the results of an initiative that has reduced assaults on staff by more than half in just six months. This was achieved by issuing 275 ‘bodycams’ – body-mounted video cameras – to staff to wear while on duty. Footage captured by the devices is uploaded to a cloud-based platform, allowing it to be shared with British Transport Police, providing both an effective deterrent, and a way to secure convictions. There are operational benefits for the sector too, as fast reliable mobile networks allow organisations to share and use anonymised data more effectively. Using wireless communications to centralise the real-time collection and analysis of data could be applied to improve scheduling and service management. It would also facilitate fully digitised

smart tickets and the opportunity to retire legacy ticketing systems. Ensuring that passengers have paid to use the service will remain a critical concern for rail operators, but since the birth of the railway the format of the rail ticket has remained largely unchanged. According to a report by the RSSB, ticketing costs the rail industry £500 million per year – expenditure that could be reduced with an effective digital solution. And as demonstrated by the success of technologies like Apple Pay, consumers are looking for more convenient ways to make purchases. Digital connectivity provides the opportunity to improve overall operations, adding new services and giving authorities, and service providers, a richer stream of data that can inform better investment decisions. It also allows operators to provide a better service to its customers, ensuring they stay connected across their lives and positions the UK as a technological leader. The solutions aren’t always simple, but the opportunity is a huge one and the demand is clear. When it comes to technological innovation, progress is rapid. There is no time to lose. Now is the time for the whole industry to realise the benefits together, working in partnership to both offer – and benefit from – an innovative and connected digital railway network. Billy D’Arcy is CEO of BAI Communications UK

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‘This is all about me’ I am a Northerner. From Doncaster. I have that innate Northern and Yorkshire pride. Not to the detriment or disregard for anywhere else, it’s just that where I come from is part of me, and what makes me tick. But I am guilty of over-optimism


am constantly extoling the virtues of the rail sector as a career and technology destination. Forever singing the praises of those whom I am lucky enough to come across through work… from amazing passengerfacing staff on trains or at ticket desks, to industry colleagues wreaking great change, quietly, unassumingly. People supporting all manner of STE(A)M activities (i.e. promoting science, technology, engineering, (sometimes, but not often enough: arts) and maths). Recruiters of all specialisms ensuring that new faces are placed appropriately in new roles. Collectively we are brilliant. Regionally we are challenged. Today some shocking statistics sank in that challenged my optimism and caused this viewpoint. I started writing this article long before it would get to print. I scrapped all of that prep and restarted it a week after my deadline because the North, its potential, and its problems have been highlighted to me over the course of the last few days more than ever before. On Thursday 7th February Transport for the North (TfN) held a board meeting. By the close of that meeting it was agreed that TfN would submit a Strategic Outline Business Case to Government; that it would submit proposals ‘to invest up to £39 billion in a modern rail network for the North … with one voice’ with the express purpose to call on Government to fully commit to Northern Powerhouse Rail; in some corridors still referred to as Crossrail for the North. That same night I attended a dinner at the Doncaster campus of the National College for High Speed Rail. Tim Wood, Director of Northern Powerhouse Rail at TfN was keynote. An ambition stated was for the North to have detailed, agreed

consent by 2020, with spades in the ground by 2024. Only five years away. My daughter will be 14 by then, selecting her options at school, starting to shape her own direction and careers choices (NB: plural, more on that some other time). That is the very nearfuture. The next Control Period. We should be two years into HS2 phase two by then. So why was my optimism challenged? Because fourteen hours before writing this article from scratch, the abstract facts I first read in the 2016 Northern Powerhouse Independent Economic Review were repositioned, updated, emphasised in my re-reading of TfN’s Strategic Transport Plan. How upsetting is this for a proud Northerner to read: the ‘Index of Multiple Deprivation (IMD) data shows that 14 of the 20 English towns and cities with the highest levels of deprivation are in the North… overall productivity in the North still trails behind the UK average. …. Most recent data reveals that gap has widened further

(than 15 per cent), with the economic value (GVA) per person in the North now 18 per cent below the UK average. The widening gap can be attributed to the North generally experiencing slower GVA growth rates over the last decade compared to the UK average’. Please carry on reading. This is not actually a tale of doom and gloom. This is a turning point, I believe, in the North’s prospects. I was re-reading the Strategic Transport Plan ahead of chairing a panel debate on how Northern Powerhouse Rail (NPR) will bring our biggest towns and cities together at TfN’s inaugural #OneNorth conference. Whilst the stark facts cited above are irrefutable, the conference was a demonstration of the North’s ambition. As stated by Dan Jarvis, Mayor of Sheffield City Region the conference was ‘the start of the North taking control of its own destiny’. The conference brought to life the ambition of the Strategic Transport Plan; business and political leaders genuinely



came together with one voice, proved the case for intra- and inter- city connectivity, that meaningful, devolved transport investment choices will have positive effect not only for the North, but for the entire country. Northern Powerhouse Rail will benefit our communities, whilst taking pressure off an ‘overheated’ City economy (ref: Steve Rotheram, Metro Mayor, Liverpool City Region). That we need NPR and HS2; that the two are not mutually exclusive, but intrinsically complementary. So why is this all about me? It is not. This is all about Gracie. Gracie wants to be the first female Prime Minister from the North. She knows to do that she will have to travel from her home in Sheffield to London. But Gracie also wants to be home in time for tea (aka dinner to you non-Northerners, which is actually lunch if you really want to go into it). Gracie epitomises #OneNorth, look her up on twitter, please. She knows that NPR, HS2, in fact transport in general is about her and her peers and their prospects. None of what we do should be about us. It should be about our respective Gracies. I sense Gracie is about the same age as my daughter. I do not want either Gracie

or my daughter to ever feel guilty of overoptimism. Hopefully by the time we have got spades in the ground for NPR the North/ South balance is beginning to be redressed, that the productivity gap is reversing, and that our collective, national, longer-term prospects are mutually improved thanks to proper investment in our transportation system. ‘This is all about me’: Gracie, Sheffield. Lucy Prior MBE is the Business Development Director of RTS Solutions, a specialist

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HS2 presents supply chain opportunities Mark Thurston, HS2’s Chief Executive, describes how the transformative infrastructure project will reshape and rebalance Britain


s the largest and most complex infrastructure project in modern British history, HS2 offers our industry a chance to innovate, to work collaboratively and to draw on the experience of some of the world’s leading infrastructure companies. It’s a unique opportunity for our supply chain to be part of delivering a legacy that this country will be proud of as we build Britain’s first new railway North of London in over a hundred years. We are already seeing how HS2 is delivering for Britain. There are over 7,000 jobs supported and around 2,000 businesses working on the project to date. Work is well underway across Phase One of the programme between the West Midlands and London, with 62 live sites, servicing over 250 work locations. Phase 2a, the route from the West Midlands to Crewe, is currently passing through Parliament with Royal Assent expected later this year. The Secretary of State confirmed the route for Phase 2b in 2017, from Crewe to Manchester, and Birmingham to Leeds via the East Midlands and South Yorkshire, and it’s already creating activity on regeneration for towns and cities years before the full high-speed network is set to open in 2033. To build HS2 we need the help of companies of all sizes, with a variety of suppliers and skills – not just those traditionally aligned to the rail, construction, or engineering sector. We are creating opportunities for archaeologists, ecologists, geologists, designers and architects to name but a few. Whether you’re a seasoned supplier to the sector or new to it, no company is too small to work with us. One of our ambitions at HS2 is for 60 per cent of our work to go to small and medium size businesses across the UK, and we are currently exceeding this. For those that want to join us on

this journey to make HS2 more than just a railway, you will need to share our commitment to innovation, safety, skills, and diversity. We estimate we will need some 30,000 men and women to design and build the railway at the peak of construction, with communities and businesses benefiting in every region of the UK. We need to start planning now to help young people develop the future skills and knowledge they need to play a role in the development, construction and ongoing operation of HS2 and other transport and infrastructure projects. That is why in 2018 we published our Skills, Employment and Education Strategy, which demonstrates how we will work with our partners to create a sustainable pipeline of jobs and skills for companies across the whole country, boosting regional economies and helping Britain to compete globally.

It’s great that we have the National College for High Speed Rail with campuses in Doncaster and Birmingham to help support our skills programme. As someone who started out as an apprentice in the industry, I know first-hand the value of investing in technical skills and qualifications and the different career routes and opportunities that this can open up. I recently visited the WorldSkills UK shows in both Birmingham and London and was struck by the numbers of enthusiastic students who attended. It was fantastic to see their excitement about HS2 and our sector as a whole, and to talk to them about the potential that a career in our industry could bring. Now we need to make good on that undoubted potential. In order to truly innovate we also have to improve the diversity of our workforce. That means widening our talent pool and making our working practices truly inclusive in order Rail Professional



to give us the richness of knowledge and experience we need. We want to make sure the sector is equipped and ready to deliver on the diverse skill needs of HS2 as well as future projects. Through our inclusive procurement model, we aim to remove barriers and support our contractors to focus on their equality, diversity and inclusion practices. We’re already starting to see some of our contractors being recognised as leading employers when it comes to EDI. Safety is a core value at HS2 and at the heart of our approach to how we work with our partners to drive improvements in health, safety and well-being. We want the thousands of people who will be working on HS2 to make use of innovative technology in minimising health and safety risk during design and construction. Innovation isn’t just about technology though, but about process and people too. The experience, skills, professionalism and innovation our supply chain brings to health and safety is critical to the success of HS2 and will help us leave a legacy for future generations. We are challenging the industry and ourselves to apply ever greater levels of collaboration in order to deliver the railway in the safest and most cost-effective way.

Everyone has a role to play in achieving this and we need to create a joined-up approach to solving real challenges for both HS2 and the industry as a whole. Over the last year, I have visited businesses right across the country of all shapes and sizes who have won work with us. It has enabled me to see first-hand how companies are empowering their workforce, hiring staff from the local community, investing in state-of-the-art equipment and creating new opportunities for apprentices and trainees. It is a real highlight of my job to talk

to the people who are now working on the project; their passion and desire to see HS2 delivered and the pride in what they are part of is infectious. We are determined to deliver value for money for the taxpayer, and a project that will reshape the economic geography of the country. We look forward to working with more and more businesses as the project develops, helping to shape not just how we build HS2, but infrastructure projects for decades to come. Mark Thurston is Chief Executive of HS2

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If we are to indeed achieve the strategic ambition for the Heartland – realising our economic potential whilst achieving net environmental benefit – we need to map out a vision for the future of our transport system

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Programme Director at England’s Economic Heartland Sam Sherwood-Hale spoke to Martin Tugwell about East West Rail, the Williams Review and what he thinks things might look like in 20 years’ time The Rail Review will look at the franchising model – is this the most pressing issue for the UK’s rail industry in your opinion? EH believes that the key focus for the Williams Review needs to be how to best achieve the strategic outcomes sought from the rail industry: if we are to realise the ambition for the Heartland (that of realising its economic potential in a way that delivers a net environmental gain) then we need the rail network to play an even greater role in delivering our vision of connecting people and places with opportunities and services. This means the way we plan for and deliver investment in rail infrastructure and services must take place within the broader framework provided by our overarching Transport Strategy, one focused on achieving a genuinely integrated transport system that is user focused. It also means that we need to have an approach that allows investment in rail infrastructure and services to be made in ways that enable development – not after the event. And for the Heartland our approach to the future of the rail network needs to reflect the transformational nature of our ambition; travel patterns will change fundamentally as a consequence of the opening of East West Rail (indeed we’ve already seen some change as a result of the first stage of EWR). We cannot, must not, plan the future for our rail infrastructure and services on the basis of the historical pattern of routes centred on London. Consideration of these strategic issues


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will not be helped by overly focusing on the future of a particular delivery mechanism. What is the case for East West Rail’s ‘western section’ services to be handled by an existing operator? In the short term EEH believes that there is a strong case for the initial services to be introduced by an existing operator. As a new strategic rail link – one that will fundamentally change travel patterns – it is important to gain experience before determining how best to put in place an operator for the longer-term. Such an approach has the added attraction of enabling the opportunity to consider the case for incorporating changes to existing services on the rest of the national network: EWR services must not be isolated from the rest of the services on the network. As an example, we believe there is merit in considering whether there is a case to be made for running EWR services through to Didcot Parkway – providing a direct rail service from Science Vale UK to the rest of the Heartland could be significant in terms of developing the market for rail. That might require reallocating some of the existing paths on that busy section of the rail network but if one looks at how capacity is currently allocated that might be possible. Are these issues specific to East West Rail or are they applicable to other routes? It does feel like we have a once-in-ageneration opportunity to redefine the pattern of rail services in the Heartland. The opening of EWR, coupled with the re-

letting of franchises (such as Chiltern, Great Western, Cross-Country) combined with further opportunities created by the opening of HS2 (including the reallocation of capacity on the West Coast Main Line) offer an opportunity to fundamentally review the operation of the rail network in a part of the UK where the strategic ambition is to deliver a transformational level of growth. This is why it is so important that future planning of the rail infrastructure and services takes place within the framework of an overarching Transport Strategy – not just because of the need to align thinking on rail with other transport modes, but also with the long term economic and housing opportunities in the Heartland. Do you think bespoke arrangements with existing operator could be applied to other franchises? If we are to indeed achieve the strategic ambition for the Heartland – realising our economic potential whilst achieving net environmental benefit – we need to map out a vision for the future of our transport system. That vision is likely to require fundamental change to the scope and coverage of passenger services moving forward. We will use our overarching Transport Strategy to set out that vision and identify the implications for the rail network. We will then look to work with the Government and the rail industry to map out a delivery plan that takes us from where we are to where we need to be. What role can sub-national transport bodies, like EEH or Transport for



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the North, play in informing the Rail Review? England’s Economic Heartland is the Sub-national Transport Body for the Oxford – Milton Keynes – Cambridge Arc and surrounding areas: in parallel with our work to develop the overarching Transport Strategy for the Heartland we are developing our proposal for establishing it as a statutory body (TfN became a statutory body in April 2018). The Sub-national Transport Bodies already work collectively on issues of common interest – the Williams Review is one such example. We’ve already had an initial meeting with the Review team on a collective basis and we are looking forward to an ongoing dialogue with the Review team as they move forward with their work. At the same time, we are also engaging with the Office of Road and Rail to ensure that their work reflects the role of STBs moving forward. The role of STBs to provide strategic leadership on the realisation of an integrated transport system makes us key players in the work of the Williams Review. Our approach is evidence-led but shaped by an understanding of what is required of the rail network as part of the wider transport system. How can Government work better with these transport bodies? We already have a strong working relationship with Government. Government provides funding for a number of STBs – including England’s Economic Heartland: this allows us to develop the capability and capacity to provide professional and technical leadership on strategic transport issues, joining up thinking across the modes in ways that other organisations – both nationally and locally – struggle. We know that Government values the advice provided by the STBs and we are both committed to strengthening the working relationship further. Do you believe competition laws prevent franchise bidders which run local bus services from developing an integrated offer to the public? We believe that this is something that the Williams Review needs to look at. Our experience from being involved in rail franchises has highlighted how franchise bidders are not allowed to explicitly plan to integrate rail and local bus services to benefit the user. We know that a barrier to using public transport can be a concern that rail and bus services are not integrated: by extension and experience we know that seamless public transport can make it an attractive travel choice. And so whilst we appreciate the need to protect the public from potential monopolies our sense is that there is arguably a bigger benefit to be realised from making it as easy as possible for the user to choose public transport.

How successful do you think the Government and Network Rail’s policy of devolution has been? Devolution to the routes is an interesting proposal, albeit one that brings its own challenges. Firstly, devolution needs to be on the basis that the resulting approach to the planning and delivery of both infrastructure and services is linked with broader strategic objectives for each STB region – otherwise it is simply devolution that benefits the rail industry not the passenger. And secondly, devolution to the routes runs the risk of reinforcing the focus of the rail network on the historic pattern of main line routes, many of which are centred on London. Probably the biggest challenge facing the rail network serving England’s Economic Heartland is the need to recognise that a key driver for Government – both nationally and locally – is realising opportunities to deliver transformational levels of growth. For the Heartland this means improving eastwest connectivity and using opportunities created by investment in infrastructure to create a new north-south axis too (such as Northampton – Milton Keynes – Aylesbury – Wycombe – Old Oak Common). Devolution to the traditional Network Rail routes misses the need to look afresh at what patterns of movement we need to plan for and provide services in support of planned growth – both economic and housing. How do you think too much focus on the historic network of radial routes and services will perpetuate a Londoncentric system? EWR will intersect a number of the traditional main-line routes – including Great Western Main Line, Chilterns (Great Central), West Coast Main Line, Midland Main Line, East Coast Main Line and West Anglian Main Line. EWR is about exploiting the opportunity created by EWR to enable travel choices that did not previously exist, as well as providing options for some rail journeys that previously could only have been made by travelling via London. This is where the vision set out in our overarching Transport Strategy needs to be the framework within which the planning and development of individual transport networks takes place – it is further vindication as to why STBs are seen by the Government as key strategic partners: providing advice on matters of genuine strategic importance. At the same time, we mustn’t forget that there is also a need for a new approach to the planning and delivery of capacity for strategic rail freight services. These two issues come together at a strategic level in the Greater South East. The Mayor of London’s Transport Strategy has an ambition to remove through freight movements from London – the argument being that the capacity released should


be used for additional passenger services. England’s Economic Heartland supports the Mayor of London’s strategic ambition, however in order to realise this ambition there is a need to first of all invest in capacity elsewhere on the rail network – only then might a rail freight operator be prepared to give up their existing access rights. At the moment the mantra that investment in rail freight capacity has to be made on a commercial basis means we are potentially missing opportunities to deliver benefits that are in the wider public interest, as illustrated by the London example. One of the reasons why England’s Economic Heartland’s first technical pieces of work commissioned was to look at the future requirements of the freight and logistics sector. Too often transport planning leaves consideration of freight and logistics until the end and yet the driver for the Heartland is the focus on realising the economic potential of the region – which means understanding the needs of businesses and in particular their needs in terms of freight and logistics. And after all, wasn’t the original driver for railways the need to transport freight for industry? How can investment in the Oxford to Cambridge expressway ensure that it complements – rather than competes with – investment in rail and digital connectivity? The key here is to have a clear understanding of the wider strategic objectives that provide the context for any investment decision, and then having the tools that enable the implications of alternative policy scenarios to be assessed in relative (not absolute) terms. Also critical to any investment decision is the need to have an ability to understand how the sequencing of investment helps deliver the strategic objectives. So, in the case of Oxford to Cambridge, we know the section of East West Rail between Oxford and Milton Keynes will be opened at least ten years before the opening of the expressway: indeed, the whole route to Cambridge will be open some five years before the expressway was completed. And we are making the case for ensuring that when East West Rail is built it is with digital infrastructure as an integral component – not just to the benefit of rail passengers but the surrounding area. The delivery of East West Rail will transform travel patterns: it will also create opportunities for more sustainable travel choices for trips, choices that currently don’t exist. Given the scale of economic potential there will continue to be a need to invest in our road network alongside our rail network. However, having delivered East West Rail and having enabled travel patterns to be established using public transport, we must ensure that our choices when it comes to investment in the road network don’t Rail Professional

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inadvertently undermine the progress we’ve made on encouraging more sustainable travel. This is an example of where the strategic overview provided by England’s Economic Heartland as the STB is critical to shaping a pipeline of infrastructure investment – one that in combination delivers on the strategic ambition for the region. What does your role as Programme Director of the Strategic Alliance Programme Team entail? As the Programme Director I am responsible for the work of the EEH Business Unit – that supports the Political and Business leadership, and which has the capability and capacity to commission technical work on their behalf. In addition to ensuring that we prepare and publish our overarching Transport Strategy, I am responsible for preparing the proposal to establish the STB as a statutory body. Although strategic transport is a key focus for the EEH Business Unit we are also taking forward work on digital infrastructure, utilities including power, gas and water. The common link here is that all are of strategic importance and all require a strategic approach at scale to ensuring that the needs of the local partners are better

understood and reflected in decision making processes that operate at the national level. We’ve discussed sub-national transport bodies earlier, how many of these do you think there could or should be across the country? The driver for establishing Sub-national Transport Bodies needs to come from the local partners. However, the expectation is that they will be genuinely strategic, which means that they’ll be quite large. There are currently seven groupings across England, although whether there is scope for some rationalisation of that number time will show. You were described in an interview with Transport Network two years ago as being ‘the person most likely to put their hand up at a conference and ask what things might look like in 20 years’ time’ so I’ll turn this around on you and ask you what you think England’s Economic Heartland will look like in 20 years? In 20 years: the Sub-national Transport Body will planning its 25th Anniversary: the SofS for the Heartland is the guest speaker at a gala event held in Milton Keynes – with attendees in Milton Keynes being joined virtually by colleagues from right across


the Heartland (facilitated by the latest digital infrastructure) and our ‘business ambassadors’ based in our key global markets. At the event the Chairman of the Heartland is able to announce that the region is on track to achieve its zero-carbon transport target five years early thanks to the increase in walking, cycling and public transport – which was accelerated by the introduction of a Mobility as a Service scheme in the mid-2020s. The publication of the National Policy Statement had been fundamental to this – having given the Heartland leadership the confidence to be champions of change: the business community has seized the moment and developed new services and products. Passenger numbers on the rail network continue to climb, with the metro services that support the development of our larger cities shortly to switch to 24-hour operations. And in our cities and larger towns the rail station has become the focus for a new wave of development and regeneration as businesses and residents look to build on the unrivalled travel choices that they offer – made all the more attractive by the introduction of a mobility service that offers users the convenience of choice to all travel modes.







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Q&A |


Martin Brown, Managing Director at Keltbray Keltbray’s Managing Director Martin Brown has worked in the rail industry for 25 years and at Keltbray for the last five years. Here he describes the changes he has seen in that time and what he believes the future holds for the company and the industry Tell us about your career and background within the rail industry?


started in the rail and civil engineering industry over 25 years ago, working as a trainee engineer on a whole range of projects from tunnelling, electrification to track. I then progressed through many different rail and electrification engineering and management roles within the industry over a 20-year period, to where I am today,

five years later as a Managing Director at Keltbray. Throughout my career, I have witnessed many changes within the UK industry, including the start of the privatisation of the railways from British Rail to Railtrack and then the collapse of Railtrack which led to the now state-owned Network Rail. From my perspective I have always viewed these changes as necessary, resulting in many positive outcomes and more importantly an industry that is more focussed on safety

and one that is driven by continuous improvement. I spent much of the last 25 years working outside of the UK, which was and still is a great learning experience. As an industry, if we are to become more efficient and reduce costs, then we must explore other areas outside of the UK to seek more effective and efficient ways of working. What challenges do you see within the industry over the next 12 to 24 months?

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Ever since the start of Control Periods in 1996, it has always been a challenge when one control period ends and another one starts. This is because Keltbray and many other contractors have to look to reduce costs around this period to ensure we have sufficient funds to carry our business through a period where projects may get curtailed, deferred or suffer delay due to constraints on budgets. At the same time, as a specialist contractor which operates with a predominant in-house capability, we invest heavily in our people and equipment so that we are quite often left in the ‘chicken and egg scenario’. Do we stop investing and then take a hit on the capability and skill set? Or do we carry on investing to ensure we are ahead of the game in innovation? Do we continue to invest in health and wellbeing and safety programmes for our people to ensure we best protect our staff from harm or injury? Do we continue to invest and educate our people to ensure we can meet our clients every need? My option is always ‘yes’ to the latter and this is my biggest challenge. What is your role within Keltbray? I have two roles within Keltbray, one role is the Managing Director of the rail business which covers electrification, signalling, P-way, civils, design, piling and power distribution and my other role is a Group Board Director. As Managing Director of the rail business, it’s my responsibility to make it successful in terms of safety, profitability and sustainability, and over the last five years the business has grown significantly and we have ventured in to the international markets and in to other disciplines such as signalling and power distribution. My focus has been around ensuring this expansion in to these other disciplines and areas is controlled and at the same time ensuring that we still perform to the highest of standards for our clients. My role as a Group Board Director is predominantly focused on long term strategy for our business as a group and ensuring we share lessons learnt across the Keltbray operating companies. You mentioned that you have worked for Keltbray for the last five years, how has the business changed in this time? When I first joined the business it was a largely, specialist London based demolition contractor with a small rail business and a remediation business. Over the last five years, the business has grown significantly whilst still maintaining its status as one of the largest and most successful demolition contractors in London. The rail business has almost tripled in size from when I first joined but more importantly, we have invested heavily in training, health and safety, leadership and multiple health and wellbeing programmes

which support this growth. More recently the wider business has diversified in to distribution and transmission works on the main electricity Grid through the acquisition of the D&T side of SPIE and we have also diversified in to precast concrete structures to which we now precast and construct multiple high-rise buildings around the UK. As a group of businesses five years ago we pretty much used to work in silos but as we have grown under the guidance of our chairman Tony Douglas and CEO Brendan Kerr, the business and its people have matured which has resulted in a specialist business that shares information and ideas across the whole group and is now a business where learning is continuous.

Do we stop investing and then take a hit on the capability and skill set? Or do we carry on investing to ensure we are ahead of the game in innovation? Do we continue to invest in health and wellbeing and safety programmes for our people to ensure we best protect our staff from harm or What successes have you experienced in the last twelve months and how do you measure success? We invest heavily in our people and part of this investment is in apprenticeships and graduate programmes. Over the last four years within rail, we have successfully trained and retained over 40 apprentices and 13 graduates. This is my measure of success with retention being the key indicator. We pride ourselves on training our own staff and have recently seen a few of our budding apprentices being nominated for awards within the industry. What is your view on Health and Safety within Keltbray? Health and Safety within Keltbray is key and pivotal to everything we do. We run multiple initiatives alongside our clients and have developed our own safety training programmes that are tailor-made for our staff operating in high-risk environments.


These programmes range from TCUP ‘Thinking Clearly Under Pressure’ which help our staff identify high risk situations in high pressure environments and coach them how to reduce and manage this risk, to THRIVE which is all about health and wellbeing and the continuous monitoring of our staff for signs of fatigue, health issues and to advise on proactive and preventative actions which reduce the risk of future health issues. We have also invested heavily in driver training for all of our staff because driving remains a big risk to all of our employees due to the large geographical areas the industry operates over. This training better prepares the individual for driving in adverse conditions and educates the individuals on recognising and dealing with fatigue. Ultimately, we operate as a family business within Keltbray, so I take it personally to ensure the Health and Safety of all our staff at all times. You mentioned how the business has started to operate internationally, can you tell us more about this? Around two years ago we started to look at opportunities abroad and due to some of the uncertainty around BREXIT and the potential of infrastructure projects being deferred within the UK, we have now established an Overhead Line Electrification business in Canada which is still in its infancy but gaining momentum with a team from the UK who are now permanently based out there. More recently we have expanded our Overhead Line Electrification Design business, Wentworth House Rail Systems, in to Australia. Both the Canadian and Australian businesses are part of our longterm business strategy and we’ll continue to grow in these areas. Keltbray has been in existence for over 40 years, what are your plans going forward to ensure Keltbray’s rail services are still around for years to come? In order to be sustainable, we must always look to improve in all areas of our business and never let complacency become part of our daily routine. We must always seek to diversify within our rail business as we are known predominantly for our expertise in Overhead Line Electrification but more recently, we have established a Signalling Design and build business called Keltbray Rail Signalling Systems. It’s led by Steve O’Hare, Head of Signalling Systems, and supported by our Professional Head of Signalling, Mark James. With both having many years’ experience within the signalling industry, we recognise the huge investment within signalling in the next control period. Our aim is to organically grow and become a recognised reputable signalling specialist within CP6 and beyond.

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The troubles with train fares – part two The second article in Ivan Viehoff’s series on rail fares looks at rail fares in Europe and examines the role of ticket agents


n part one of this article, we identified expensive long-distance peak fares and the complexity of British rail fares as two key ‘troubles’. We also identified two key issues driving complexity in fares, namely the distinction between regulated and unregulated fares and the distinction between national (interavailable) and operator specific fares. We noted that British rail fares don’t add up, in the sense that less can cost more. But this is a feature of other transport industries which are not perceived to have these problems. So, this is not, on its own, a real problem. In this part two, we will first examine a ‘bestiary’ of more worrying problems with fares. We will consider rail fares on the continent and examine the role of ticket

The polar opposite of the complexity of Britain’s rail fares, among large sophisticated rail markets, lies in the Netherlands. The Netherlands has an entirely consistent and standardised fares system at a national level

agents. Finally, we will suggest some possible solutions. Purity in the Netherlands The polar opposite of the complexity of Britain’s rail fares, among large sophisticated rail markets, lies in the Netherlands. The Netherlands has an entirely consistent and standardised fares system at a national level. You can travel anywhere in the Netherlands with a stored value smartcard, the OV-Chipkaart, knowing you are paying the only possible fare for your trip, using it like a London Oystercard. We can also find a largely consistent fares system in London and surrounding area. The widespread use of the London Oystercard, and the option to use a contactless bankcard in London, can exist largely because of this consistent fares system. This consistent fares system largely extends to much of the commuter vicinity around London. But a few discount tickets are available on some major leisure routes in this area, like London to Gatwick Airport. Arguably such payment systems can still be workable with a somewhat less pure and consistent fare system than the Netherlands. For example, passengers

could buy a separate single-use ticket for occasional discount trips, and refrain from using their smartcard on such occasions, provided such trips had a sufficiently small share of all trips. That might work without completely undermining the present ticketing system. But it depends upon there being relatively few options for discounted tickets, whereas in Britain there are Rail Professional



Discounted advance fares are now widely sold on intercity trains in Germany, France, and many other continental countries. Some countries, notably Italy, The Czech Republic, Sweden and Germany, now have also open access operators on long distance routes numerous options. The Netherlands is increasingly an exception among the larger, more developed, railway markets in retaining such an unmodified uniform distance-based fares system. Maybe the Netherlands can resist the widespread use of discount pricing on intercity routes in other countries because it is relatively geographically compact. Moderate continental complexity Discounted advance fares are now widely sold on intercity trains in Germany, France, and many other continental countries. Some countries, notably Italy, The Czech Republic, Sweden and Germany, now have also open access operators on long distance routes. It is common to pay a premium to travel on better classes of train on the continent. It is not difficult to extend that idea to paying a different fare on a specific ticket to travelling on an open access service. These developments do not result in fares regimes as complicated as in Britain. Some reasons are: • Continental full fare intercity tickets are substantially less expensive than the British equivalent, so there is less space for so many differentiated fares below them • Continental train operators generally design fare systems that are consistent at least to the extent that if you are travelling on one train you can’t save by splitting tickets • It is common on the continent to charge a premium for travel on designated higher quality trains. This provides a natural and consistent kind of pricing distinction that reduces the need for other kinds of pricing distinction. Passengers are more used to buying separate tickets for different parts of their journey that will Rail Professional

be travelled under special conditions • Discount advance tickets are generally only sold for a relatively small number of designated intercity services • Inter-available fares allowing use of both open access operators and others generally don’t exist. Most continental countries do not have the purity of the Netherlands fares system. Nevertheless, their fares systems remain easier to navigate than in Britain and are not seen as problematic as in Britain. Why do so few passengers buy tickets from independent agents? Independent rail ticket agents do exist, but they typically have to sell railway companies’ tickets and charge an explicit commission, as rail tickets have to be sold at their face price. So often the customer would do better to go to the train company direct. Substantial savings are sometimes available by ticket splitting, and train companies rarely offer this. Some agents specialise in locating split ticket deals. But ticket rules make it difficult to profit from this. The first split ticket advice site, TicketySplit, closed down because it had no business model to monetise its service. Surviving agents typically operate on the basis of both selling the split tickets and a commission on top for locating the deal. You will only pay this if you complete the purchase through their agency. But they have to tell you what they will sell you first. So, you can get free advice and buy the tickets direct. Also, the split tickets are delivered as multiple tickets, they can’t be reconstructed as single ticket. There are at least three barriers to the widespread success of independent ticketing agencies:

1. Presence – the railway companies sell their tickets where the passengers are, at railway stations. The National Rail website collectively owned by the train companies is also a strong presence online. 2. Ticket selling restrictions – when you know just what you want, the ticket will never be cheaper than if you buy it direct from the train operator. There is no wholesale of rail tickets, or agent exclusive offers. 3. Customer engagement – as in energy and financial service markets, many customers go direct to a supplier and buy what they are advised by them, rather than looking around for better offers through agents. Advance purchase deals are cheaper. But many customers still expect to turn up at the station and buy a ticket on the spot, when it can be a lot more expensive. It could be that part of the solution to this lies in empowering independent ticket agents. If split tickets were made simple, and routinely bought through agents, railway companies might respond by taking the inconsistencies out of their tariffs and making fares simpler again. Summary of the origin of dissatisfaction We have seen many contributing reasons why fares in Britain are so different from fares on the continent, and from air fares, which result in customer dissatisfaction: • The high price of unrestricted intercity tickets, resulting in many underused peak intercity trains • A conflict of interest between maximising revenue and selling customers the best value ticket • The incentive train operators have to

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sell operator-specific tickets over interavailable tickets, and thus proliferate rail fares to no useful social purpose Multiple markets served by one line with different pricing systems for different markets, that interact badly Partial competition resulting in cheaper prices only where companies compete No routine system of selling different qualities of train at different prices, resulting in different prices on the same train Ticket machines offering only a selection of tickets A customer expectation of buying endto-end and walk-up tickets for all kinds of journeys Barriers to entry and insufficient freedom for independent ticket agents to act on behalf of the passenger.

What could we do about this? Even if we exclude making major institutional changes to the railway, there are substantial changes that can be made to the rail ticket system, which might potentially address some of these issues: • We could regulate long distance anytime fares to a lower (average) level. We have suggested that these fares are too high to maximise welfare and result in inefficient use of capacity. Fare initiatives are not treated equitably by Government in comparison to investment options that also offer capacity advantages. Few travellers actually pay these top-level fares with their own money. We are not saying that regulating these fares would be easy or a panacea and will cost Government some money in the short run. But, on the face of it, there is a plausible social case for it • Remove the advantage to the operator of selling operator-specific tickets. We do not propose ending operator-specific tickets, but rather that exclusivities associated with such tickets would end. This would reduce the incentive for the proliferation of operator-specific fares simply so rail companies can take advantage of that exclusivity. It would be a relatively small change and would Rail Professional

not change many of the issues above. The greater interest lies in its supporting role to some other potential changes • Unbundle fares with wholesale and repackaging. Unbundling, wholesale and repackaging for the customer has been an essential part of introducing greater competition into several other network industries. It has been very effective in telecommunications. It has also produced substantial improvements in energy, even if it has not solved all the problems there. Independent suppliers of tickets could offer stronger competition to incumbent ticket sellers if they could sell their own tickets at their own prices and terms. To achieve this, they would need to be able to buy tickets wholesale, and repackage them, thus unbundling the retail aspect. A split ticket could be repackaged into an endto-end ticket, giving the agent a valuable and valid own-label product to sell. It would be a difficult reform, as it has been in other industries. The nature of wholesaling, repackaging and the clearing and settlement of tickets would not be simple. But this has been solved in other industries. It will only work if clearing is sufficiently cheap and practical. Doubtless incumbents will argue against it. It won’t solve everything, but it could be a large step forward. If agent products are widely used, ultimately train companies will find it in their interest to remove the anomalies from their fares and make them fairer. Fourth, create a national ticket seller independent of the rail operating companies. In other regulated industries conflicts of interest may be addressed by institutional separation. We suggest transferring ticket offices and machines to an independent ticket seller, with the explicit objective of getting the best deal for railway passengers. Should train operators be completely banned from selling tickets retail, or could they still sell them on their websites? Arrangements on the train would need to be thought through also. Is there a role for independent agents to keep the monopoly seller honest? Probably, but a structure to

give them a business would be needed. This approach could also help integrate ticketing, as a single seller would have an interest in creating standardised smart ticketing and make the operation of ticket machines more uniform. Fifth, remove operators’ rights to set discount fares except on designated services. We could reintroduce a continental-style ticketing system by force. Only designated services, mainly intercity, open access, higher quality, etc, would have freedom to depart from a standard tariff. In other cases, the tariff would have a standard form, like in London or the Netherlands. This would remove a lot of cheaper fares but would be accompanied by a downward adjustment to maintain the average fare level. We would probably also require some consistency rules for the standard fares regime, so that split ticketing would not be an operable technique, except in cases where one was explicitly using a discount intercity ticket. This would take away some of the entrepreneurial aspects of the British railway. Maybe you won’t be able to go from London to Coventry for £6 on the slow train in this system. But perhaps that offer was never consistent with a fair fares system. Perhaps the benefits of ‘entrepreneurialism’ are outweighed by other social objectives on other parts of the system. Our continental friends seem to think so. Conclusions We have taken apart in detail the issues that lead to customers’ dissatisfaction with the British rail fares system. We have located a list of options, some radical, to address some of them in whole or part, without reorganising the rest of the railway. We cannot promise everyone a cheap ride, because the industry still has to make enough money. There would unfortunately be many losers as well as winners. Stakeholders would howl at some of these reforms. Some of these options are mutually exclusive. They are all complicated and would all require much more detailed study than we have been able to make here. We can control the price of long-distance full fares. We can, if we wish, reimpose a continental fares system. Then only specific services, mainly intercity, would have discount offers. The rest would have standard fares like London. We can transfer ticket selling into a separate organisation, whose objective is to find the best offers for customers. This will help fares integration and reduce the incentive for operators to set inconsistent fares. These are the kind of solutions that might be found on the continent. A more British solution would be, like in telecommunications, to empower independent ticket sellers by wholesaling and repackaging tickets. This could offer real value to customers that the train companies don’t offer, allowing a more tempting offer from the independent sellers. Rail Professional

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On the right track? In the second of a series of four articles on common areas of dispute and how to avoid them, Charlotte Heywood and Darren Fodey of Stephenson Harwood LLP provide their tips on dealing with disputes under track access contracts (TACs)


message we have seen emerging from the Secretary of State in recent years is bringing the operation of track and train closer together. Legal requirements on the separation of track from train currently place limits on how far the integration can go. There are also practical reasons why full integration may not be realistic: Network Rail (NR) (and not the train operator (TOC)) is responsible for the management of the infrastructure; the TOC (and not NR) is responsible for service operations. Signalling is outside of the control of the TOC. Train maintenance is outside of the control of NR. Alliances aside, the interface between those organisations is principally set out in the TAC. This is a regulated agreement and must be approved by the ORR before it is entered into, otherwise it has no legal effect. Based on a model form, the TAC sets out the rights the TOC has to use NR’s infrastructure. It incorporates the Network Code, describing many of the pan-industry arrangements, such as timetabling and network change. The Network Code also brings in the Timetable Planning Rules, Engineering Access Statement, Delay Attribution Principles and Rules (DAPR) and Access Dispute Resolution Rules (ADRR), which impact how the TAC operates (the names of those documents well-describing their contents). Disputes under various different parts of the TAC are common. TACs are complex documents and it is easy to make procedural errors when dealing with claims, particularly as different notice provisions apply depending upon which part of the TAC you are making a claim under. We set out below some of the most common areas of dispute and our tips for managing claims. Each of the topics covered is worth an article of its own, so we have covered only the key points. While this article refers to NR, many of the principles will apply equally to railways operated by others. Indemnities One of the most common types of claim under the TAC is under the indemnities.

They are relatively broad, going both ways and encompassing: • Failures to comply with safety obligations • Environmental damage • Damage caused to the network/trains arising from the other party’s negligence. In our experience, the third tends to be the most relevant – for example, greater wear and tear may be found on parts of a train due to the network not being fully aligned. In order to successfully bring a claim under this indemnity, it needs to be shown that the other party was negligent – either in something it did or in something it failed to do – and the negligence needs to have caused the loss. In the example above, it would need to be shown that the misaligned network caused the greater wear and tear and was as a result of NR being negligent. This can be difficult to demonstrate and may need involvement from experts to show the link between the negligence and the loss, the extent of the ‘greater wear and tear’ and the financial impact. A successful claim under the indemnity results in ‘Relevant Losses’ being recoverable. This is defined widely and includes all costs, expenses and losses caused by the breach, including loss of profit and loss of revenue. That said, there are some limitations to bringing claims: • Notice must be given as soon as reasonably practicable after first becoming aware of the relevant circumstances and in any event within 365 days. It is therefore vital to bring a claim promptly, otherwise the right to bring the claim could be lost • There is a requirement to mitigate the circumstances and the amount of losses suffered. Therefore, evidence of steps taken to mitigate should be recorded in writing and retained • In the case of NR only – payments made under access agreements to third parties – other than for property damage – and loss of track access revenue are excluded • In the case of the TOC – ‘Relevant Losses’ resulting from delays or cancellations to trains are excluded, except where the ‘Sustained Poor Performance’ mechanism

has been activated • ‘Relevant Losses’ that result from a party’s own negligence or breach of contract are excluded. The normal rules on recovery of damages apply in that: • Any losses need to arise naturally from the breach in ‘the usual course of things’. Rail Professional



These are referred to as direct losses, the test for which is what a reasonable person would consider to be the ‘usual course of things’ • Any losses that do not arise naturally will only be recoverable if they were, or were reasonably supposed to have been, within the contemplation of the parties as the probable result of the breach, referred to as indirect or consequential losses. This means that exceptional or unusual losses outside of the contemplation of the parties may not be recoverable. There is also a cap on the amount which can be recovered for certain types of losses in any contract year. If, however, there are continuing breaches of contract which continue for more than twelve months, or ‘beyond a period within which it might reasonably be expected to have been remedied’, the injured party is entitled to make a new indemnity claim. Possessions and performance Schedules 4 and 8 of the TAC deal with planned engineering work reducing the availability of the railway (possessions) and ‘on-the-day’ performance, respectively. In relation to possessions, think about the following: • What type of possession it is: type 3 (120 hours or more), type 2 (60-119 hours) or type 1 (less than 60 hours). This has an impact on revenue compensation, i.e. people not using the railway as a result of the work, and costs recovery, i.e. additional costs incurred, such as for replacement buses • Type 1 payments are modelled for both revenue and costs. Type 2 payments are modelled, save that where there is a costs (but not revenue) difference of more than £10,000, a negotiation takes place for full recovery of costs with referral to the ADRR if required. Type 3 payments work in the same way as Type 2, except that both revenue and costs are assessed in considering whether the £10,000 threshold is met • In order to trigger the negotiation process, an ‘RoU Claim Notice’ must be served on NR within 56 days of the issue of the ‘Day 42 Statement’, for the period in which the possession took place, i.e. the possessions statement issued by NR within 14 days of the end of the period. It is critical to make sure that this notice is served at the right time and in compliance with the notice provisions. In relation to ‘on-the-day’ performance (Schedule 8), particular points to bear in mind are: • The key area for disagreement is likely to be who is allocated responsibility for particular incidents, whether NR, the TOC, joint responsibility or an unidentified incident. Allocation takes place under the DAPR and allocations are set out in a statement provided by NR on Rail Professional

the following working day. It is important for the TOC to verify the information set out in the statement and, in particular, whether they agree with the attributions, as this then feeds into the money mechanism in the TAC • If there is any disagreement, this must be raised by the TOC within two working days; otherwise the statement is deemed to have been accepted and there is no further opportunity to challenge. Therefore, it is essential to remain on top of these timescales • Any disputes on allocation are firstly escalated. There is then a further resolution process – both for allocation disputes and other disputes as to amounts payable – including preparing written position summaries, further escalation and, ultimately, reference to the ADRR for determination • Importantly, there are separate provisions for providing notices under Schedule 8 – make sure to comply to the letter with these. Timetable planning Timetable planning is another common area of dispute. In simple terms, the TAC sets out the TOC’s rights on various matters, such as the number of passenger train slots, service intervals, platform rights and journey time protection. These must be taken into account by NR when preparing and revising the timetable. NR does this twice a year after a consultation and revision process and following the applicable Timetable Planning Rules and Engineering Access Statement, which are also revised bi-annually and together are known as the ‘Rules’. Important things to bear in mind are: • The strict timescales for making variation requests and access proposals must be followed • The principles NR must follow when varying the working timetable and the Rules and considering variation requests are set out in the Network Code. When reviewing any decision of NR, make sure to check these principles • Appeals against NR’s decisions must be made within strict time limits; otherwise the right to appeal will be lost. These time limits vary, but can be as short as five working days • Appeals should be referred for a determination by a Timetabling Panel under the ADRR. If the TOC is dissatisfied by the decision of the Timetabling Panel, then an appeal can be made to the ORR, again within strict time limits • If a TOC is successful in overturning a decision of NR, then NR is only liable to pay damages where the decision was made in bad faith or was unreasonable. Quantifying losses Claims under TACs can be notoriously difficult to quantify. In simple terms,

you need to prove: (i) that loss has been incurred; and (ii) the amount of that loss. In addition, it needs to be demonstrated that the loss is linked to the breach. We sometimes find that TOCs have claims that they cannot quantify because they do not have clear and specific records or cannot link the losses to the breach. A common issue is that the quantification of the claim is often not thought about until well after the losses have been incurred. As soon as a claim is notified, think about the types of loss and damage that might have arisen, or are likely to arise, and how best to capture those costs. Put systems in place to ensure that costs incurred are clearly recorded contemporaneously and records are retained and updated as required. For example, if you are dealing with issues like damage to rolling stock or wear and tear, keep photographic records or other contemporaneous evidence. If you are dealing with a possessions claim, ensure that full details of the incident and any costs incurred as a result are recorded on the day by the appropriate people, so that they can be properly checked. Equally, the amount of potential future revenue losses can be very difficult to demonstrate. TOCs will need to have robust evidence – perhaps with a supporting revenue model – to show the future impact on revenue. Top tips for avoiding disputes After a quick look through some of the issues, here are our top tips for avoiding disputes under TACs: • Be clear about what provisions of the TAC you are making a claim under and ensure that everyone who deals with such claims is familiar with the applicable provisions • Get your notice in on time, within any prescribed time periods and making sure it goes to the right address or email address as specified under the TAC • If you have a claim, think about what will be required to quantify that claim as soon as it arises. Keep specific records of the losses suffered and how such losses have been caused by the breach • Put everything in writing, including assessments of damage caused, how that damage may have arisen and steps taken to mitigate the damage and losses caused by that damage • Review decisions of NR carefully against the requirements set out in the Network Code • If a dispute does arise, ensure that the dispute is properly notified under the relevant part of the ADRR.

Charlotte Heywood and Darren Fodey are senior associates in the rail dispute resolution team at law firm Stephenson Harwood LLP

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Redeveloping London Bridge Station and building the HMS Queen Elizabeth Toby Ashong, Director at operational change experts Newton, compares two of the most complex engineering programmes in their respective fields and looks at whether they are really as different as one might first assume


n January 2018, Network Rail opened a new concourse the size of Wembley Stadium at London Bridge Station which will accommodate far higher numbers of passengers. Just two months earlier, The Royal Navy launched its new £3 billion flagship aircraft carrier, The HMS Queen Elizabeth, a programme that Newton delivered operational improvement on. Although Newton wasn’t directly involved in the upgrade of London Bridge Station, there are some striking similarities in how the two programmes were delivered if we compare them side-by-side. London Bridge Station has always been a cornerstone of the capital’s public transport system. Its recent refurbishment, which started in 2012, was critical in bringing London’s fourth busiest train station into the modern era. London Bridge Station was first built in 1836, with the last major update carried out in 1978 and by 2011, with around 56 million passengers a year passing through the station, it was deemed no longer fit for purpose. By unlocking what had become a key bottleneck on the network, a transformational increase in passenger capacity and services could be enabled. To deliver this, Network Rail embarked on an ambitious four-year project to make the station bigger, more functional and more accessible. The brief was clear: to transform the existing station and make it suitable for one of the UK’s landmark infrastructure interchanges for decades to come; and to do this whilst maintaining a degree of heritage to complement its status as the longest continually-serving railway station in the capital and minimising the disruption to passengers. The project was carried out as part of the wider £7 billion Government-funded Thameslink Programme, the first phase of Rail Professional



which was completed in 2012 included new stations at Farringdon and Blackfriars, a new viaduct at Borough Market, and longer platforms and station improvements across the route. Best laid plans As with any project of this scale, it’s important to get the plans right from the outset and to ensure that the biggest challenges are in the sightline of the programme management leaders from the get-go. ‘In the initial stages of any complex engineering programme, the biggest challenges are generally the same, whether you are dealing with the redesign of a major rail engineering project or the delivery of a large-scale defence programme like the Queen Elizabeth aircraft carriers’ said Stephan Smith, Director at Newton. ‘Breaking down complexity and solving problems through the planning, design and implementation stages are best carried out before a builder walks on site or a single foundation stone is laid. That usually involves making sure the best and brightest people are involved who are able to focus on finding safer, quicker, more effective and more sustainable ways of getting things done.’ Following a competitive tender process, Costain was awarded the contract for the work. Costain’s previous experience on the Reading Station project was put to immediate good use with an ambitious timeline of work drawn up. In addition to the redevelopment of the station itself, extensive track and signalling work formed a major part of the project, all of which needed significant input from Costain’s complex engineering specialists. Ian Parker, Sector Director for Rail at Costain said: ‘What we knew from Reading was that success for our client meant keeping their customers on the move: no disruption, no inconvenience – and certainly no hazards – on their route through the station.’ Costain and Balfour Beatty, who had been awarded the track remodelling contract, worked closely with Network Rail as part of the London Bridge Area Partnership. Key to success here was the engagement of partners at an early stage. This allowed the project to benefit from their expertise when carrying out the design and Rail Professional

construction work, so it could be delivered with maximum efficiency and offer best value for money. ‘Our role included providing a range of key services from programme management right through to maintenance support’ said Ian. ‘An agreed plan with clear milestones is essential when working in complex operational environments, such as when juggling the three train operators based at London Bridge and their 56 million-strong customer base. The coordination of 17,000 individuals involved in the 27 million working hours it took to deliver such a project was no mean feat but crucial for the success of the project.’ Planning for success With engineering programmes of significant scale, a key challenge can often be maintaining attention to detail. This can be a big enough challenge in a non-operational, closed-site environment, but where live operations and public access must be accommodated alongside major works, this creates an incredibly complex environment which takes great skill and experience to manage effectively. Here, the most important thing is to develop a plan that is sufficiently detailed to maintain progress on the critical path of the project, but also allows flexibility to accommodate unexpected developments. This was certainly the case for the London Bridge project. Great attention to detail was required in order to manage the impact of the refurbishment work on the thousands of passengers who continued to use the station every day. To minimise the impact, the new railway infrastructure from the south to the north of the station was completed in phases, allowing the station to remain open throughout the project’s delivery and to maintain the bulk of its capacity throughout delivery.

‘A vital ingredient for the success of the London Bridge programme was the ability for parties to manage what we call ‘collaborative engineering’, the essential sharing of information between the parties contracted to deliver and the smooth handover of work between them’ added Ian. Despite the challenges of the project, the redevelopment work on London Bridge went largely to plan. Work began in the winter of 2012 with preparation work on the station, followed by complete development of the station beginning the following spring. Within 12 months the first new platform opened and, following a two-year period whereby Charing Cross, Cannon Street services and Cross-London Thameslink trains by-passed London Bridge, by the winter of 2017, the Bermondsey Dive


Under was completed, untangling the tracks surrounding London Bridge. This was followed in January 2018 by the opening of the new station concourse, a new entrance in Tooley Street and the return of Cannon Street trains to London Bridge. Thameslink trains and services between London Bridge and Blackfriars followed in May 2018 and new shops and cafes continued to open in the new station throughout the year. As of January 2018, a new concourse was catering for the large increase in passenger footfall, all of whom will enjoy better connections from across 15 upgraded platforms. The achievements by the Thameslink Programme’s London Bridge team were marked with a 2017 Greatest Contribution to London Award from the Institution of Civil Engineers, with particular praise from London Mayor Sadiq Khan. With the realignment of nine throughplatforms and six terminating-platforms, capacity in passengers and routes have been increased by 50 per cent whilst simultaneously reducing service delays. The long-term vision to expand the Thameslink routes to multiple new destinations to the north and south of London has now also been realised as a result.

The art of engineering With extensive experience working on complex UK engineering programmes, Newton believes that the ability to unlock significant potential across operations and supply chains is one that can be applied to any industry. The company has significant experience in the defence world working with major prime contractors such as BAE Systems, Babcock International and QinetiQ. One of Newton’s greatest recent successes was its work with the Aircraft Carrier Alliance on the Queen Elizabeth aircraft carriers. As part of its work to improve performance and efficiency, tackling cost and schedule overruns over a two-year period, the company introduced initiatives which accelerated the programme plan by removing six months of risk to the build schedule, enhancing productivity by over 50 per cent and boosting workforce engagement in the build programme by 167 per cent. Similarly, its work in the defence domain has seen Newton work across the government/industry boundary for a technical and engineering services supplier to the UK Ministry of Defence, setting up the service provision for the long-term and delivering over £100 million in forecasted



net savings. So, what is the link between these two flagship programmes? ‘Although large complex engineering projects are implemented across a range of strikingly different environments, the recipe for their success is remarkably similar’ Stephan suggests. ‘It might seem obvious, but it’s critical for all stakeholders to have a shared focus, otherwise it’s ultimately impossible to coordinate efficiently. And by understanding the programme enablers – what is needed to complete the job – we show what management and the workforce should do to coordinate tools and resources onsite effectively. Finally, we should never underestimate the importance of finding smarter ways of working by implementing more efficient and tech-savvy methods.’ Newton and Costain have produced a report comparing the lessons from London Bridge Station and the Queen Elizabeth aircraft carriers. To read more, visit www.

Toby Ashong is Director at operational change experts Newton, one of the companies involved in delivering operational improvement on the build programme of The HMS Queen Elizabeth

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ScotRail stations on the up New figures reveal that ScotRail’s station and train facilities have improved to their best level for two years – and with recent investment in stations facilities, it’s not hard to see why


he Service Quality Incentive Regime (SQUIRE) released by Transport Scotland published in January 2019 show that ScotRail’s train and station facilities for Period 9 (11th November 2018 – 8th December 2018) had the best results for any period since the same time in 2016. Additionally, results improved by 52 per cent from Period 8 (14th October 2018 – 10th November 2018) to Period 9 (£346,303 to £164,055) and is 60 per cent better than the equivalent period in 2017 (£407,125). The improvements come following a series of station upgrades and redevelopments over the past year, with more due to be completed in the next couple of years. Edinburgh – Glasgow Improvement Programme Prior to the introduction of its brand-new fleet of electric Class 385 trains, the ScotRail Alliance – a partnership between ScotRail and Network Rail Scotland – upgraded stations along the Edinburgh to Glasgow mainline. Former waiting areas at Croy, Falkirk High, Polmont, Linlithgow and Haymarket have been transformed into new ScotRail lounges, with customers benefiting from a refurbished area with padded benches, new flooring, and softer lighting – making the stations a more pleasant and relaxing place

to catch a train. The new lounges at Linlithgow and Haymarket offer a place to relax or work in comfort, with a mix of sofas and padded chairs, as well as space to work with additional power sockets for charging personal devices. As part of the investment, eleven new self-service ticket machines have been installed across Croy, Falkirk High, Polmont, and Linlithgow. New 24-inch and 46-inch digital customer information screens are also being installed, along with additional platform seats. This refurbishment programme is a clear sign of what’s to come as work progresses on the redevelopment of Glasgow Queen Street station due to complete next year. The redevelopment of Queen Street will

create a modern contemporary building both internally and externally with improved entrances and new station facilities including accessible toilets, lost property and travel shop, as well as space for new retail outlets. Longer platforms will also accommodate eight carriage trains. Dundee waterfront Creating welcoming, efficient stations for passengers is key to making destinations more attractive and improving overall experiences. The new-look facilities for customers installed at Dundee station – which form part of the significant investment to regenerate the city’s waterfont – certainly achieve that. Customers now benefit from a refurbished lounge area, with a similar look Rail Professional



and feel to those between Glasgow and Edinburgh – a mix of sofas and chairs, softer lighting, bookshelves and a series of images highlighting local attractions and points of historical interest. The concourse area between platforms one and four has seen its flooring and lighting replaced. As well as a new ceiling, modern glazing and automatic doors to the platform have been fitted. A new changing place accessible toilet is also due to be installed in the Spring, along with further enhancements to the station’s retail facilities. The ScotRail Alliance is responsible for

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the redevelopment of Dundee station on the platform level, with the brand-new station building at street level constructed by Dundee City Council. The new station includes a ticket office and hotel, as well as new lifts and escalators down to the platform level. Funding for these improvements has been provided by the Scottish Government’s Scottish Stations Fund. The project shapes a gateway to the city and is an excellent example of how the industry can work in partnership with public and private sector partners to deliver to wider regeneration goals.

The ScotRail Alliance is responsible for the redevelopment of Dundee station on the platform level, with the brand-new station building at street level constructed by Dundee City Council. The new station includes a ticket office and hotel, as well as new lifts and escalators down to the platform level


New retail opportunities It’s not just new-look lounges that are improving at stations in Scotland, as ScotRail recently announced a host of new retail opportunities at stations across the country. Local business Flahute Coffee opened at Markinch station last year offering artisanal coffee, luxury Belgian hot chocolate, speciality teas and nutritious snacks to the 315,000 people travelling to and from the station each year. And ScotRail is now looking for other local and national retail partners to improve the range and quality of facilities at stations – from coffee and food outlets to other services that would benefit the local community. Over 20 stations from Aviemore to Bathgate have been made available for new ventures, with many locations offering significant footfall in the centre of towns and cities. Available space and properties range from vacant station buildings and existing retail outlets to the opportunity for stand-alone kiosks in the station. As well as providing a regular income for Flahute Coffee, which has allowed the business to both establish itself and grow, the business is also feeding into the local



community and providing a valuable service to the commuters and locals. Still to come The investment in stations across Scotland will continue over the next few years, with redevelopments of Aberdeen, Inverness, Motherwell, Stirling and Perth stations. Aberdeen will benefit from a significant enhancement in retail at the station alongside a new ticket office and new firstclass lounge, with work on the project due to begin later this year. A year-long programme of work to redevelop Inverness station is also scheduled to start in 2019. The work will improve links from the station to the city by transforming the station entrances, which includes a new frontage on Station Square, more retail opportunities and a new ticket office. At Motherwell, a new transport interchange will be created which is combined with a wider public realm programme being delivered by North Lanarkshire Council. This work will include extending street level concourse buildings to provide new retail facilities, ticket gates and ticket retail environment. There will also be an enhancement of the environment at platform level. Work is planned to begin in 2020.

Stirling station will see a new public space in front of the station, with associated reconfiguration of the access, drop off and taxi arrangements to the station. Work will enhance links to the city and the heritage of the station environment and is due to begin later this year. The scope of work at Perth is still under development but will be informed by a comprehensive masterplan for the station and surrounding area which is being led by Network Rail in partnership with Perth & Kinross Council. A programme of works to resurface car parks across the network also recently completed in February. Service Quality Incentive Regime (SQUIRE) SQUIRE is used by Transport Scotland to assess facilities on ScotRail trains and at stations. If something is found during routine SQUIRE inspections that does not meet the expected high standard, ScotRail contributes to the SQUIRE investment fund. All money raised through the SQUIRE investment fund is reinvested into projects across Scotland’s railway – including funding which has been allocated to improve broadband at multiple stations throughout the country, and is helping to improve the service provided by ticket vending machines and customer information screens. The figures of improvement in SQUIRE contributions are encouraging and show the hard work of everyone at ScotRail to give customers the best possible experience when travelling by rail. There is still more work to do, but the investment ScotRail has made in station upgrades and refurbishments, frontline staff and on new trains is delivering significant improvements for customers. Rail Professional

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ITSO-enabled Swift on Mobile launches on West Midlands Metro James Webster, Swift Development Lead at Transport for West Midlands explains how mobile ticketing can aid seamless travel


n our ever-increasingly digitalised world, technology is central to everything we do. Smartphones are so much more than a means of communication; they have become essential tools for everyday life. Now they are our alarm clocks, diaries, route planners and wallets all rolled into one and there is an expectation for everything to be available to us within a few taps. For example, the retail industry has firmly established itself in the digital realm, with most well-known retailers creating mobile-compatible websites and apps that allow customers to look up product information and purchase products effortlessly. Customers therefore expect the same developments within the transport industry. Public transport passengers want to be able to plan journeys, buy tickets and access their chosen mode of transport all from their smartphones – as they can in almost every other aspect of daily life. The rise of mobile payments in the UK Our ITSO-based smartcard, Swift, has been successfully circulated across the Transport for West Midlands (TfWM) network since 2012, but we now recognise the implementation of mobile ticketing as the key to keeping up with the widespread demand for seamless travel. Today, more and more people are switching to mobile wallets to pay for goods and services. According to data released by Barclaycard, the UK saw a growth of around 365 per cent in mobile payments between 2017 and 2018. It’s realistic, then, to predict that within five years, Britons will use smartphones in place of smartcards or contactless bank cards, and this will also apply to the way we purchase transport.   To keep up to date with passenger Rail Professional



expectations, we brought mobile ticketing to West Midlands Metro for the first time in November 2018. Initially rolling out the technology as a pilot project for 500 users, we recognised the demand for passengers to be able to buy and keep their tickets all in one place, without needing to carry a physical smartcard or paper ticket with them when they travel. With the launch of our Swift on Mobile app passengers can now buy tickets, which are immediately downloaded onto their smartphone, tap their phone on the ticket reader and easily access the tram. Passengers have the option to buy one day, one week or four week passes for the Metro using the Swift on Mobile app. ‘Tap and go’ technology To bring Swift on Mobile to life and implement it successfully on the tram network, we worked with ITSO Transit Hub, a subsidiary company of ITSO Ltd, that develops, delivers into service and then operates ITSO-enabled mobile ticketing technology, including fulfilling mobile tickets. The secure ticket is delivered over the air by ITSO Transit Hub’s cloud-based ticket fulfilment service, which is integrated with West Midlands Metro’s back office system and with Google Pay. Swift on Mobile securely delivers purchased tickets, within seconds, directly to the Google Pay digital wallet on the smartphone.  The ticket on the handset emulates a Swift ITSO-based smartcard and is instantly recognised by ticket validator machines or gates as an ITSO ticket. All passengers need to do is tap the smartphone on the ticket reader and start their journey. The smartphone serves as both ticket machine and ticket to provide a modern, end-to-end mobile ticketing solution. Integrating a mobile ticketing solution can often be costly and complicated to operators, because of the disruption caused Rail Professional

to the existing back office system. However, since we already have ITSO infrastructure in place across the Transport for West Midlands’ network, the implementation of the mobile ticketing technology onto West Midlands Metro was relatively easy, with minimal disruption caused to the network. How mobile ticketing benefits us as the operator As well as creating a seamless ticketing solution for passengers, there are several benefits to us as an operator from implementing this technology. The most immediate advantage of mobile ticketing for operators is the significant reduction in costs associated with issuing physical smartcards. Moreover, before mobile ticketing, customer opinions about our network had to be collected through costly and time-consuming surveys. We are now able to more easily collect and analyse data, allowing us to better understand customer trends and helping

us to plan future routes to meet our passengers’ demands. We see this analytical side of mobile ticketing as a critical starting point in working towards creating smart cities in the UK. By having access to new and more accurate data, we will be able to identify popular journeys and work to adapt our network to make travel as seamless as possible for our passengers. Increased security is another benefit of implementing ITSO’s mobile solution. In the past there have been security challenges with mobile ticketing. Tickets displayed on a mobile phone screen, but not tapped on any kind of reader, can easily be fraudulently replicated. Mobile technology that acts like a smartcard solves this issue, with specialised readers making ticket fraud much more difficult. The reduced risk of fraud will further improve our data collection and analysis as we will be able to more accurately record passenger numbers. The security of mobile ticketing also has the added benefit of protecting us against financial losses due to smart ticket forgery, meaning we will be able to invest more in developing our network and meeting passenger demands. How mobile ticketing benefits the passenger For passengers, a mobile ticketing solution also provides peace of mind. Fears around the security of open networks on a mobile device and data safety have been one of the chief barriers to wider adoption of mobile ticketing by the public transport industry. But they don’t need to be. We want to reassure our passengers that purchasing and using mobile tickets is just as safe as using cash or smart tickets and that there is a security ecosystem in place that ensures the safety of transaction data. The message needs to be clear for passengers to accept and adopt this technology. Using the wellknown and trusted digital wallet provider, Google Pay, we have the added advantage

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of giving our passengers a stronger sense of security and confidence when purchasing and storing tickets. Implementing Swift on Mobile on the tram also means passengers no longer have to waste valuable time searching for the right cash for their ticket or a payment card. Mobile ticketing also eliminates the need to stand in line at a ticket machine, resulting in a quicker and less stressful journey. They are now able to buy their ticket in advance or at the last minute and quickly tap their phone on the payment terminal, allowing them to board the tram faster. This is reducing the time spent at each stop, ultimately making the journey more efficient. Mobile ticketing is all about ease, timesaving and providing passengers with a seamless travel experience. Feedback from our passengers has been entirely positive and there is significant demand for Swift on Mobile to be made available on other modes of transport around the West Midlands. Our plans for Swift on Mobile In the near future, we plan to expand Swift on Mobile across the West Midlands’ bus and rail networks. We want to put the interoperability and scalability of ITSO’s mobile ticketing solution to use and position the West Midlands as an area where passengers can travel seamlessly between


different modes of transport all on one ticket using only their smartphone. There is huge potential to expand the technology to other parts of the Midlands as well. Sub-national Transport Body, Midlands Connect, helped fund the Swift on Mobile trial, and is working with other local authorities in the region on plans to replicate the model elsewhere. Nottingham will have smart device payments on trams and buses from 2020. The provision of smart transport services is a core function of strategic importance for cities and regions in the UK, as we grapple with ever-increasing urban congestion and a growing consciousness of our increasing carbon footprint. Consequently, it has become more and more necessary for the Government and operators to invest in the technology that will make integrated services a reality and meet the expectations

of the tech-savvy consumer. We need to see tap and go technology become more widely available across the UK to create a transport system that meets the demands of today’s passenger and allows us to keep up with European countries that are taking significant steps towards developing smart cities. Adopting mobile ticketing will ultimately lead us to a fully integrated transport system, making seamless travel available to all. James Webster is Swift Development Lead at Transport for West Midlands


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Eldapoint specialise in the manufacture of Re-Locatable Equipment Building’s (REB’s) all manufactured to the BR1615D specification or bespoke to meet your specific requirements. We also manufacture Specialist Housings, Fire Rated Cabins, Blast Resistant Units, Welfare Units, Shower Blocks, Toilet Blocks, Canteen/Mess Units, Secure Stores, Changing Rooms, Sleeper Units and Portable Accommodation, all the above can be manufactured to our standard specification or your own corporate specifications. We are an accredited ISO 9001;2015 company and RISQS approved for the supply of REB’s to the Rail Sector. Charley Wood Road, Knowsley Industrial Park North, Knowsley, L33 7SG Tel: 44 (0)151 548 9838

Eldapoint, specialise in the manufacture of Re-Locatable Equipment Building’s (REB’s) all manufactured to the BR1615D specification or bespoke to meet your specific equirements. Kilborn Consulting Limited is an independent railway

We also manufacture Modular Equipment Housings (MEH’s) Specialist Fire engineeringHousings, consultancy and design business. We specialise in the design of railway signalling and telecommunication Rated Cabins, Blast Resistant Units, Welfare Units, Shower Blocks, Toilet Blocks, systems for the UK and Ireland railway infrastructure. Canteen/Mess Units, Secure Stores, Changing Rooms, Modular Buildings, Sleeper Units Our core services cover technical advice, consultancy and Portable Accommodation, all the above can be manufactured to our standard services, feasibility studies and concept, outline (AiP) specification or your own corporate specifications. and detailed design (AfC) of both signalling and telecommunication systems.

We are an accredited ISO 9001;2008 company and RISQS approved for the supply of We can provide all Signal Sighting activities and signalling REB’s & MEH’s to the Rail Sector.

risk assessments, including SORA and Suitable and Sufficient Risk Assessments for Level Crossings. We also provide EMC and E&B studies to complement our core services. We very much look forward to working with you.

Tel: +44 (0)1933 279909 Email:



The future is mobile for UK rail travel Ashley Murdoch, CEO of Corethree, explains the benefits of m-tickets and what mobile technology means for operators and passengers


ot long ago, when rail travellers wanted to purchase a ticket, their choices were to queue up at machines in the train station or buy online and print their ticket at home. To get information about train times, which platform to go to, as well as updates on delays, travellers had to look at the train timetable in the station. Luckily, much has changed in the way we travel. Today, smart city technology includes AI, machine learning and the Internet of Things, which increase automation and operational efficiency to enhance mobility for citizens. Smart parking meters allow drivers to easily find a free parking spot using an app and so avoid having to search one out, while smart traffic management monitors traffic flows to optimise traffic lights and minimise congestion. At the same time, the public is benefiting from shared mobility transport such as Uber. The UK’s rail industry can benefit from similar smart city technology. With rail passengers’ growing demand for more connected journeys, innovative ticketing technology will help transform the industry. Mobile ticketing (m-ticketing) will play an important part, as it provides both rail operators and travellers with several benefits. Passengers gain improved customer services, including real time countdown to arrival and departures, enabling them to plan their journey. M-tickets can be bought flexibly via a mobile app, the web, a kiosk or cash point and the ticket is housed on the account holder’s smartphone. Whether customers want to check which type of ticket to purchase or when their next train arrives, the information can be accessed right at their fingertips. In turn, when rail travellers are provided with a simple, easy-to-use mobile

solution to purchase tickets and access relevant travel information, rail operators experience smoother ticket management with a reduction in ticket hall queues, faster onboarding, more rapid ticket sales and the opportunity to communicate directly with each individual passenger. Security and optimisation When choosing an m-ticketing solution, it is crucial to ensure that the technology safeguards revenue whilst guaranteeing security for payment transaction data. Webbased solutions with URLs that can easily be copied and shared, allow anyone to get a free train ride. More secure are m-tickets that are natively generated and encrypted within the account holder’s mobile iOS or Android operating system, as these are locked to the

individual’s smartphone. This calibre of m-ticketing prevents duplication and reselling, and also provides rail managers with more control through having full visibility over the whole ticket lifecycle from purchase and distribution to when passengers need to activate the ticket for rail staff to validate on the train. The usage data generated by m-tickets can also provide rail operators with valuable information. By collaborating with an m-ticketing solution provider which is also a data analysis specialist, like Corethree, rail managers can access insights into the way passengers move and travel around the UK. Knowing when and where passengers are travelling makes it easier for rail managers to plan their services. They can shift resources based on the Rail Professional



knowledge that more or fewer train carriages or staff are needed on a specific route at a specific time. This way, railway services can be optimised based on usage, which reduces costs and helps to limit pollution levels. Adding value to train journeys In addition to optimising train services and revenue protection, m-ticketing solutions can add significant value to rail operators’ services by providing travellers with timely information relevant to their journey. For example, if passengers receive a notification on their smartphone that a scheduled train is delayed before they get to the station, they are able to plan their time or organise to take another means of transport to their desired destination. In

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addition, m-ticketing solutions can provide passengers with information on alternative routes or connections to buses or trams in order to continue their journey. Imagine a passenger arriving at a station and being notified by a real-time update on their smartphone as to which buses are currently going to their final destination. This extra layer of service is only possible if the rail operator has access to the passenger’s full journey through the data collection and analysis that m-ticketing solutions enable. Personalised travel promotions M-ticketing solutions are not limited to getting people from A to B with improved customer services. They can also act as

an additional user engagement channel delivering powerful data-driven insights to offer more tailored services and personalised promotions. When rail operators know more about their customers, they can offer deals for drinks or entertainment on the journey, push tailored promotions for upcoming journeys that travellers have booked as well as suggest new destinations based on travel history. By extending the promotional opportunities to third-parties, there is the potential to drive additional revenue for both the rail operator and a third-party retailer. User data can map and influence consumer behaviour – for example, if a coffee shop in, or near, a train station would like to offer a discount voucher for a cup of coffee or a snack, the promotion can be distributed via the m-ticketing app to commuters that use that departure point in time to be collected before boarding the train. Alternatively, the m-ticket could carry the offer of a discount to a restaurant, museum or an event at the passenger’s end destination. The possibilities for creating a unified experience for rail passengers are unlimited because the data-driven insights are a powerful tool to push relevant marketing initiatives at the right time. Technology partners In addition to providing a granular view of app-usage enabling insight into passenger preferences, the leading m-ticketing app providers enable a high degree of flexibility and scalability so that the app can be constantly refined over its lifetime to remain relevant and retain consumer interest. This means being able to add, edit and retire products or promotions quickly and easily so that operators can respond to local market trends or changes in service. A good example of this is when Transport for Greater Manchester (TfGM) decided to change its Metrolink pricing system from set-pricing based on travelling from one tram stop to another, to a zonal system. The technology partner behind Metrolink’s get me there mobile ticketing app was able to undertake a complete redesign in just a few months, replacing all the original data sets, to ensure the apps readiness for the launch of the new pricing. Malcolm Lowe, TfGM’s Head of Smart Ticketing, said: ‘We wanted the transition to be as seamless as possible for the customer and the work we did with Corethree ensured Greater Manchester was able wake-up to a new and fully functioning ticketing system on 13th January.’ M-ticketing delivers significant benefits all round. Partnerships can boost the sale of rail tickets and, if combined into relevant and timely offers on retail items, potentially help lure shoppers back to the high street. With the right technology partner, m-ticketing can take you all the way.

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CCL Universal Rail CCL Universal Rail is known for delivering its products and services successfully, consistently, and reliably to the industry in the UK and internationally for well over 20 years


CL is a member of Railway Safety and Standards Board (RSSB) and it is additionally a Verified Supplier of Rail Industry Supplier Qualification Scheme (RISQs) for all our offerings. CCL Universal Rail is wholly owned by Clive Jackson (CCL Training Limited) and Robert Thrower (Universal Leader Limited). The senior management team of Operators, Engineers, Safety Experts and Customer Service Specialist have worked at Director Level in many companies and in high-profile rail projects. This includes but is not restricted to the following types of guided systems: Heavy Rail, Light Rail, High Speed, Automated People Movers, Monorail and Freight. We are experienced in Fixed Block, Moving Block, CTBC and ETCS Signalling systems. CCL Universal Rail Operations CCL offers the experience of its team and support in the following areas: • Operations requirements setting • Operational concept design • Operational concept design review • Factory acceptance, Inspection & Testing • Development of OEM Operating Manuals • Development of Maintenance Manuals • Task Analysis • Design of competence standards • Gap analysis • Risk based training needs analysis • Design of training material for Operations Managers, Drivers, On-train and Station Staff Train the Trainers (for roll out training) • Initial Assessment of competence of the lead roll out group • Rolling stock testing and commissioning • Demonstration of operational readiness • Emergency services liaison and initial training • Preparation and delivery of test case scenarios • New traction and rolling stock introduction • Development of key stakeholder groups • Shadow Operations. CCL Universal Rail has a demonstrated and proven history of delivering projects of all sizes both on time and on budget. It has examples in the UK and throughout the world most notably Clive and Robert played a major and pivotal role in the mobilisation and Rail Professional

readiness for service of the world’s longest automated railway system – the Dubai Metro. Working with the client Roads and Transport Authority (RTA) the train manufacturer Kinki Sharyo and the Operator and Maintainer of the system Serco. CCL Universal carried out many activities during the mobilisation of Dubai Metro including but not restricted to: • Development of Operational Rules and Procedures for Operations and Maintenance Staff • Development of the Train Operations Manual • Development and delivery of the initial ‘Train-the-Trainer’ training in the Kinki Sharyo train. • Test Case Management • Demonstration of Operational Readiness • Certification of Operational and Maintenance Staff Competencies. During their time in the Middle East and Asia, Clive and Robert fulfilled Managing Director and Duty Holder roles for the Palm Jumeirah Monorail System, and Airport People Mover, these projects are vertically integrated railways where Clive and Robert were responsible for: • Train Operations • Stations • Control Room • Maintenance from level one to five including overhaul • Infrastructure including, Track, Signalling, Communications, Buildings, Civils, AFC, Power Supply & distribution

• Security (Static Guards, On-Train Staff, Mobile Patrols, Crowd Control Special Events) • Advertising • Marketing. CCL is proud to have recently worked closely with the Department for Transport (DfT) Hitachi, Siemens, Network Rail, HS2 Heathrow Express (HEx) HAL Rail, Devon & Cornwall Railways (DCR), Serco Rail, Saudi Arabian Railways (SAR) and Malaysia Rapid Transit. In addition to previous success stories CCL Universal Rail has also successfully delivered the following products and services to over 75 per cent of UK operators and maintainers as well as Internationally in Dubai, Kingdom of Saudi Arabia, Qatar, Kuala Lumpur, Australia: • SMS, DMS & CMS development • Reduction of operational incidents • Independent accident and incident investigation using root cause analysis techniques • Safety certificate application, design and production • Franchise and concession bid preparation support and mobilisation • Accident and incident investigation root cause analysis training • Interim cover of Director, Senior Management and Middle Management roles • Independent audit of SMS, DMS & SMS Systems • TOLO training • SIO training


• Customer Service Training • Managing Change • Programme and Project Management of complex multi-stakeholder projects • Training and Development • Management Consultancy in Operations and Maintenance • New Train Introduction.

Coaching & Mentoring in the workplace Risk Assessment Train Operating Liaison Officer (TOLO) Station Incident Officer (SIO) Managing Customer Service Incident Response and Evidence Gathering • On Call.

CCL is a rail industry specialist which has been successfully providing its services to satisfied customers in the UK and internationally for over 20 years. Its work has included from concept design and operations development to client and regulator acceptance including mobilisation and transition. CCL provides innovative and cost-effective solutions by offering and sharing the many years of experience contained within its team. CCL Universal Rail has three distinct offerings. CCL Universal Rail Operations (see above), CCL Universal Rail Training and CCL Universal Rail Security. CCL Universal Rail Training includes Management Training and Front Line Staff Training. Its Management Training programme includes: • Core Management Skills (Modules one, two and three) • Accident & Incident Investigation root cause analysis • Train the Trainer • Assessor

CCL’s Front Line Staff Training includes: • Train Driver European Driving License (Part 1). • Traction Training/Conversions • Depot Driver. • Shunter. • Train Dispatcher. • Fire • First Aid • Manual Handling • COSHH (Including dealing with Biohazards) • Customer Service.

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  Courses   February  2019  

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  Accident  Incident  Investigation   Spaces  Available   Root  Cause  Analysis         Core  Management  Skills   Spaces  Available   (Modules  one,  two  and  three)         Train  the  Trainer   Spaces  Available         Assessor   Spaces  Available         Coaching  &  Mentoring  in  the   Spaces  Available   workplace         Risk  Assessment   Spaces  Available         Train  Operating  Liaison  Officer   Spaces  Available   (TOLO)         Station  Incident  Officer  (SIO)   Spaces  Available         Incident  Response  and   Spaces  Available   Evidence  Gathering         On  Call   Spaces  Available         Fire   Spaces  Available         First  Aid   Spaces  Available         Manual  Handling   Spaces  Available         COSHH  (Including  dealing  with   Spaces  Available   Bio-­hazards)    

• • • •

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Concierge/Reception Site access/exit control CCTV Installation. Un-fenced Depot perimeter beam protection systems.

As previously stated, CCL is delighted to be a member of the RSSB and Verified suppliers of all the above products and services as part of the Railway Industry Supplier Qualification Scheme RISQS. Clive and Robert will be delighted to hear from if you are a long-standing customer, a new customer a potential customer or you would like a chat with regards to how CCL can help you in the future. The courses (shown in the chart, above left) are available in the following locations, London, Birmingham, Manchester and Glasgow. Additionally, these courses can be bespoke to your company needs and delivered on your site.

All CCL Security personnel are SIA Licensed, First Aid qualified and trained in Customer service. CCL Universal Rail Security includes: • Static Guarding • On-Station Staff • On-Train Staff • Mobile Patrols • Dog Handler • Rapid Response • Key Holding

*terms & conditions apply Clive Jackson Tel: 07810 645107 Email: Robert Thrower Tel: 07467 9550670 Email: Office address: Room 104A Rail House, Gresty Road, Crewe, Cheshire CW2 6EA Email: Tel: +44 (0)1270 583508

March  2019  

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We offer you our expertise and support in the following areas:

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Operations requirements setting Operational concept design   Operational conceptSpaces  Available   design review Spaces  Available   Factory acceptance, inspection & testing Development of OEM     Operating Manuals Spaces  Available   Spaces  Available   Development of Maintenance Manuals Task Analysis Design of competence standards     Gap analysis Spaces  Available   Spaces  Available   Risk based training needs analysis Design of training materials for Operations     Managers, Drivers, On-train and Station Staff Spaces  Available   Spaces  Available   Train the Trainers (for roll out training) Initial Assessment of competence of the lead     roll out group Spaces  Available   Rolling stock testingSpaces  Available   and commissioning Demonstration of operational readiness     Emergency services liaison and initial Spaces  Available   Spaces  Available   training Preparation and delivery of test case     scenarios Spaces  Available   Spaces  Available   New traction & rolling stock introduction   Development of key   stakeholder groups Spaces  Available   Shadow OperationsSpaces  Available  

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We have successfully delivered the following products and services to over 75% of UK operators and maintainers as well as Internationally in Dubai, Kingdom of Saudi Arabia, Qatar, Kuala Lumpur, Australia... SMS, DMS & CMS and development Reduction of operational incidents Independent accident & incident investigation using root cause analysis techniques Safety certificate application, design and production Franchise and concession bid preparation support and mobilisation Accident & incident investigation root cause analysis training Interim cover of Director and Senior Management roles Independent audit of SMS, DMS and SMS Systems TOLO training (course dates available on request) SIO training (course dates available on request) Customer Service training (course dates available on request) Train/Depot Driver, Dispatcher and Shunter Training (course dates available on request) Fire Safety Training (course dates available on request) Emergency First Aid Training (course dates available on request) First Aid at Work Training (course dates available on request) We provide innovative solutions by offering and sharing the many years of experience contained within our team. For further information please contact: Robert Thrower Tel: +44 (0)74 679 506 70 Email: Clive Jackson Tel: +44 (0)78 106 451 07 Email:

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A wide range of health, welfare and financial benefits available to you, your partner and dependent children if you work in the public transport industry. Join TBF today!

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0300 333 2000 Transport Benevolent Fund CIO, known as TBF, is a registered charity in England and Wales, 1160901, and Scotland, SC047016.



Safety innovation from Bollé Safety Bollé Safety, a leader in the design and manufacture of protective and sports eyewear, has developed the Tryon trilogy to provide the wearer with the highest levels of protection, style and comfort


new brand signature, the TRYON model comes in three versions: safety glasses, OTG and prescription glasses. Sporty design, maximum protection, non-slip adjustable bridge, PLATINUM® double sided anti-fog and anti-scratch K and N coating, co-injected sports temples and 160° Flex technology. The TRYON trilogy is the perfect combination of style, innovation and absolute protection. The new unique and exclusive EN166 K and N permanent double-sided anti-fog and anti-scratch Platinum coating is now available on Tryon, Baxter, Rush+, Silium+, Slam+, Contour, Cobra, IRI-s B808 plus 180, Atom, Backdraft, Cobra, Coverall, Tracker, Pilot and Ultim8 goggles. It also guarantees greater safety, reliability and comfort. This permanent coating on both sides of the lens gives them a high resistance to scratching, to the most aggressive chemicals and delays the onset of fogging. In all circumstances and at all times the platinum lens innovation guarantees your eyes improved protection. Bollé Safety is also the first company in the world to supply all its polycarbonate prescription lenses with Platinum anti-scratch and anti-fog coating as standard and at no extra charge. The Tryon safety spectacle is available in four lens options – clear, smoke, CSP and blue flash, which offers the ultimate protection for whatever environment you are working in. Comfort Sensory Perception (CSP) is a revolutionary new lens coating that provides 99.9 per cent protection against UVA and UVB rays and blue light. This innovative coating is an effective solution for all activities that alternate exposure to bright light and low light, while also being suitable for extreme hot and cold temperature environments. CSP is also combined with the exclusive Platinum double sided K and N anti-scratch and anti-fog coating that sustainably combats fogging. The over-the glasses (OTG) provides maximum cover and has soft upper brow

around safety eye shield with FreeForm Digital HD safety lens technology. Based on the market leading contour eye shield, the prescription version gives the wearer sports styling combined with safety and protection and still meets the highest European Standard EN 1661F. All this without the complication and distractions of an insert.

protection, co-injected adjustable and extendable temples to allow for precise adjustment and compatibility with all prescription glasses. The OTG is available in clear and smoke lens options. The Tryon prescription version offers prescription wearers a stylish Base 7 wraparound sports frame with the latest lens technology providing optimum vision. Bollé Safety is also the only company to offer a double-sided anti-scratch and anti-fog K and N coating on its polycarbonate prescription lenses as standard at no extra charge. With a range of over 20 styles to choose from and Platinum polycarbonate doublesided anti-scratch and anti-fog lenses this is the perfect solution for your prescription wearers. Also unique to Bollé Safety is the world’s first base eight prescription wrap

A truly unique product All versions of the Tryon trilogy are fully approved to the highest European safety standards and also incorporates the unique Bollé Safety Platinum lens expertise guaranteeing class one optical performance and quality. The lens design ensures an exceptional field of view of over 180º combined with integrated side shields and the high performance platinum double-sided antiscratch and anti-fog coating as standard. It is Bollé’s shared commitment to providing the highest quality protection for its users which is why the Bollé brand is a strong brand. Ultra-innovative, materials, lenses and accessories of the all Bollé Safety and Tactical ranges have a simple goal: to provide maximum comfort to users with design and performance. Tel: 0208 391 3194 Email: Visit: Rail Professional

Quality precast concrete manufacturers... for a great range and even greater value Elite Precast Concrete are one of the UK’s leading precast concrete manufacturers combining the highest levels of customer service with always being the best value option. Our focus is on driving down the cost base and then passing these savings onto our customers. This enables us to provide constant and predictable price structures which in turn underpin our ethos of developing customer relationships over the long term. Every product we make is cast from the same premium quality, high strength (50N/mm2) concrete. We were also the first and by far the largest manufacturer of interlocking blocks for various temporary works; fire breaks; retaining, blast and push walls and also, by offering three block types, you can be certain that we have the solution you are looking for.

For more information on Elite quality concrete products phone 01952 588 885 or browse



Cost effective coastal erosion prevention When sections of cliff face along the Cornwall coastline were under threat from sea erosion, Elite Precast stepped in to stem the tide


n December 2018 Elite Precast Concrete was contacted by Richard Roseveare, owner of specialist groundwork and civil engineering company C-Shore to discuss what might be the quickest, easiest and most costeffective method of stopping further coastal erosion at a site in Cornwall. A 45 metre stretch of the coastline was gradually being eroded by the sea which was in turn threatening to wash away sections of three back gardens above the cliff line. The base of the cliff was only accessible from the beach at low tide so a solution that was both quick to install as well as being incredibly durable and able to withstand the harshest of stormy Cornish winter weather was needed.

foundation slab using ‘no-fines’ concrete Richard set about installing the blocks. Working quickly to avoid the incoming tides C-Shore was able to lay the blocks in a matter of days and of course without the need for shuttering, formwork, steel fixers and pumping large volumes of ready mixed concrete.

Richard chose Elite’s largest range of high strength interlocking blocks (which have a design life of over a hundred years) for the job and, having settled on the design, he and Elite set about planning the work. Such was the remote nature of the construction site the blocks had to be delivered to a nearby holding area from where Richard could take them one by one to the foot of the cliff. So, having cast the steel reinforced

The result is three very relieved and happy home owners who are safe in the knowledge that their gardens have been protected for many years to come by Richard’s ingenuity and Elite’s high strength Legato blocks. For more information on C-shore’s specialist coastal erosion prevention services email Richard at Tel: 01952 588885 Email: Visit: Rail Professional

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Rail Business Awards 2019 Almost 700 senior representatives from across the UK rail sector, from operators to suppliers and consultants, packed the Hilton Park Lane Hotel in London on 21st February for the 21st annual Rail Business Awards


fter what had been a difficult year for the UK’s railways, with problems with new timetables and a dip in performance which attracted significant mainstream media coverage it was a chance to remember that the industry continues to innovate, to respond to the demands of its customers and to learn the difficult lessons in order to deliver improvements going forward. In the words of Railway Gazette Editorin-Chief Chris Jackson: ‘The awards give us a chance to recognise the hard work and dedication of all the people behind the headlines.’ Hosted by leading UK broadcaster Jeremy Vine the evening reflected the continued drive to operate a safe railway led by highly skilled professionals working collaboratively, using the best advances in technology to deliver the ongoing programme of investment to create the railway of the future. This was reflected in the award to the London Bridge Area Partnership of Network Rail, Siemens Mobility, Costain and Balfour Beatty for the delivery of the new station at London Bridge which involved ensuring that 54 million passenger journeys per year were not disrupted, despite the station being completely demolished and rebuilt from the ground up. Work also involved extensive changes to track and signalling in the surrounding area; a task described as ‘like performing open heart surgery on someone running a marathon’. Balfour Beatty also received the Sustainability & Environmental Excellence award for ensuring that significant ‘Sustainable and Environmental’ milestones were met during the Key Output 2 stage of the £6 billion Thameslink Programme. The creation of a dedicated bulk materials rail terminal at the Port of Tilbury to achieve the loading of ten trains per week resulted in the Port receiving the Rail Freight & Logistics Excellence award. The freight sector also featured in the Asset Management & Maintenance Excellence category where Davis Wagon Services was recognised for its work to refurbish and adapt the former DB Cargo depot at Ferrybridge to maintain the Drax Power biomass wagon fleet, minimising the carbon footprint of the operation, while increasing fleet availability to ensure that Drax achieves its required objectives.

Leading fright operator GB Railfreight received the Digital Technology Excellence award for its work in collaboration with 3Squared to develop the RailSmart Remote Data Download and Rostering System which provides the engineering and operations teams with access to real-time locomotive data, whilst taking a new approach to the rostering of train drivers, train crews and ground staff. People and passengers The importance of providing a good service for passengers as well as encouraging more people to travel by rail was reflected in a series of awards led by Tyne and Wear Metro which took the award for Accessibility & Integrated Transport Excellence. This recognised the work the company did to support a packed programme of summer events in 2018 in Northeast England. Thousands of additional hours were worked with hundreds of extra trains generating more than 500,000 extra journeys and excellent passenger feedback. ScotRail’s Customer Information Team received the Customer Service Excellence award for its Customer Information Transformation Project, which brought together the largest estate of networked CCTV cameras and help points within the UK at one location in Paisley. This enables ScotRail to minimise anti-social behaviour, vandalism and suicide prevention and provides improved service and greater

customer information during disruption. Great Western Railway serves some of the most beautiful parts of the UK, and the decision to use the Famous Five, created by children’s author Enid Blyton in the 1940s and the epitome of the spirit of adventure,

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as the basis of the Famous Five Go on a GWR Adventure marketing campaign saw the company presented with the award for Marketing and Communications Excellence. The initial campaign, which showed The Famous Five setting off on an adventure via GWR, brought a significant return on investment and subsequent waves showed even greater success. Along with Network Rail GWR also received the Rail Team of the Year award for the establishment of a ‘track and train’ Alliance which focuses on putting the customer at the heart of decision making. Its objectives are to deliver the ongoing investment programme on time so customers benefit from new trains and additional capacity, improve the customer experience and reduce industry costs. Rolling stock A number of rolling stock projects which have led to significant improvement in reliability and safety across existing rolling stock fleets received awards with Greater Anglia wining in the Rolling Stock Excellent category for the project to fit its Class 156 Diesel Multiple Units with wheel slip protection, a national ‘first’, resulted in markedly improved service delivery for passengers and delivered a significant reduction in cancellations, better punctuality and reduced short formations through the difficult Autumn ‘low-adhesion’ season. Elsewhere AB Hoses and Fittings took the award in the Technical Innovation Excellence category for its project to create a new automatic sanding system for the Bombardier Class 221 Diesel Electric Multiple units. This replaced the trains’ existing twin shot manual system and, in conjunction with the manufacturer, was developed and delivered in just 16 weeks from the order being placed. The Safety and Security Excellence category saw RSS Infrastructure being recognised for its work to develop bespoke solutions for clients that deliver increased levels of safety and productivity. These include systems to monitor fatigue and road vehicle driver performance and to ensure safe practices such as alerting track workers of approaching trains automatically, enabling close calls to be reported and safety concerns raised and warning track workers when slow speed rail vehicles are approaching. In the Supplier and Contractor Excellence category Camlin’s ‘Pantobot 3D’ system was recognised for its ability to offer 3D analysis of damage to a pantograph on every axis with incredible precision. Another ‘first’ in the UK, it is able to recognise and monitor a variety of different pantographs operating on the same network and record wear and tear in order to anticipate any issues that may arise in future, as well as providing instant alerts for damaged equipment. It offers real time three-dimensional

monitoring of two tracks in any direction up to 300kph with an accuracy of ±1mm. Education and training Work to prepare the next generation of rail industry leaders was recognised when the National College for High Speed Rail was presented with the Education and Training Excellence award. NCHSR is an educational institution, developed with the industry, to pioneer technical excellence. It provides specialised facilities to meet the demand for high-level technical and engineering skills needed for HS2, rail in general and the wider economy. Four people were recognised for their individual contributions the UK rail industry with Director of SNC-Lavalin Atkins Transport Consulting & Advisory Marianne Kilpatrick receiving the Women in Rail award for her work across a range of sectors in a number of leading roles. Director of Rail, Transport Scotland, Bill Reeve received the Industry Leader award for his key role in driving Transport Scotland’s continuing support for railway development which has provided a stable climate for investment initiatives such as the Borders Railway, Edinburgh - Glasgow Improvement Project and a number of electrification schemes, arguably seeing Scotland lead the way compared with England and Wales. He also facilitated the relaunch of Caledonian Sleeper as a separate franchise. Stephen Head of South Western Railway was named as Young Professional of the Year, with the judges recognising his willingness to go ‘above and beyond’ whilst demonstrating an eagle-eyed attention to detail, a calm and gathered approach in high pressure situations and an approachability to employees at every level of SWR. Finally, another SWR employee, 80-year old Don Buckley, was presented with the

Lifetime Achievement award for his 65 years’ service at Waterloo Station. After joining the station team in 1953 when he was just 14 years of age, Don spends his three shifts per week at Waterloo helping visually impaired and disabled people make their way around the station, as well as providing his unmatched knowledge of the station to passengers needing directions or assistance. With no plans to retire Don said: ‘Waterloo’s a part of my life and I’m happy.’ The last awards of the evening saw KeolisAmey Docklands recognised as Train Operator of the Year for its management of London’s Docklands Light Railway, the busiest light railway in the UK. Despite the challenge of carrying over 130 million passengers in 2017-18 it delivered 46 days of one hundred per cent performance in the year with 99.09 per cent of departures on time whilst, on average, passengers have to wait no more than six seconds beyond the scheduled times for their trains. Lastly, Siemens Mobility UK was named as Rail Business of the Year after a strong showing across several categories in the 2019 awards, including a ‘highly commended’ for its North Wales resignalling project; just one of several signalling projects in the running this year. Most significantly Siemens played a key role in the award-winning Thameslink Programme, with its world-first implementation of ATO over ETCS and the commissioning of the Class 700 train fleet which operates services on the route. Siemens has also delivered most of the Class 717s for Great Northern and been awarded the London Underground Deep Tube fleet renewal contract, providing work for its planned UK factory in Goole. Tel: 0 208 652 5214 Email: Visit: Rail Professional

Choose TXM TXM Projects offer high-quality engineering, consultancy and project managed solutions to the Rail Industry. Our solutions encompass all areas of onsite installation and rail vehicle care that enable rail vehicle operators, maintainers and owners to complete their projects safely, on budget and on time. TXM Projects are currently delivering major Rail Projects to LNER, Siemens & Hitachi and other Train Operating Companies.

Why choose TXM Projects? Knowledge TXM Projects has the strength and depth of knowledge to deliver your rail project on time and to the budget. Skills Our management and team of highly skilled tradesmen have the expertise and knowledge to deliver true turnkey. Strength Although a standalone business, TXM Projects is part of the TXM Group of companies. Integrity Inevitably during project the life cycle problems arise. Our mission is to deliver the project on time and to the budget.

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The power to deliver operation and maintenance The rail industry has turned its attention to the UK’s next major tranche of high-speed rail infrastructure investment


ow is the time to ensure that the long-term management of assets are considered during initial design to emulate the success of High Speed 1. In order for the next generation of highspeed rail in the UK to achieve the success the public will demand, the assets cannot be designed and built in isolation of future operation and maintenance. To achieve significant performance improvements and considerable cost savings in a capitalintensive industry such as railways, wholeof-life asset stewardship must be placed at the heart of the design phase. UK Power Networks Services is the asset steward for the traction and nontraction electrical assets on High Speed 1. The company designed, financed, built and commissioned the original assets and now owns, operates, maintains, renews and replaces the assets as steward for the next 50 years. UK Power Networks Services’ expert high voltage engineers undertake routine and reactive maintenance of its clients’ electrical distribution networks across the UK. It is responsible for ensuring that the networks of some of the UK’s most crucial infrastructure, such as railways, airports, defence facilities, and power generation plants, are safely operated, maintained and fit for purpose. The challenge set at the beginning of the High Speed 1 project was to incorporate a whole-of-life approach to design, operation

and maintenance of the power systems. This approach enabled scenarios for the power systems to be tested, allowing design reviews of the original specifications. The best approach The value of this approach was proven early, with an examination of possible changes to the original specifications. This led to a reduction in the number of National Grid independent feeder stations from four to three, which contributed not only a significant reduction in the initial capital cost, but also in the whole-of-life cost of the network. This approach also delivered significant taxpayer savings. The design reconfiguration effectively saved the total cost of a fourth feeder and subsequent maintenance costs. There have also been savings across land-purchase and planning, staffing, insurance and asset replacement. Testing and improving the design, specification and quality has led to reduced maintenance, inspections and servicing once the power systems were commissioned. This has meant fewer component failures, replacements and renewals and has lowered the costs of delays, rebates and penalties. UK Power Networks Services believe asset stewardship standards and processes are necessary to ensure the integrity, performance, reliability and management of the assets’ condition, which drives optimum use of the asset in a whole-of-life context. As an ISO 55001 accredited business, clients trust that UK Power Networks Services conduct this work to the industry’s highest

standards for asset management. For High Speed 1’s power assets, the result has been a considerable costsaving whilst still providing network availability over 99.99 per cent for ten years continuously, and an outstanding safety performance of eight years without a Lost Time Injury. This has made a significant contribution to the success of High Speed 1’s reputation as the most reliable railway in Europe. A resilient electricity network is crucial to a business’ operation, but this doesn’t mean it should be the sole focus. Trusting an experienced industry expert to operate and maintain energy infrastructure assets allows the owner to concentrate on your core business and deliver a great experience for its own customers. Whether it’s looking after an established network or advising on a new network, UK Power Networks Services’ operation and maintenance capability will help unlock the potential of your energy infrastructure. Email: Visit:

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It’s time for working practices to grow up and come of age Sherman G. Havens, Director of TenBroeke Engineering, explains why collaboration and consortium are the two critical approaches needed to transform transport infrastructure project delivery


ith almost 20 per cent of the 21st Century completed, it’s time to challenge the advancements terrestrial public transportation has made in comparison to the other infrastructure sectors. Look at the aerospace industry that only began in North Carolina, USA in 1903 with the Wright Brothers when we already had steel wheels running on steel rails. Over a hundred years later apparently this is still Britain’s best idea for a new highspeed railway (HS2). Really? When I asked ‘Cortina™’ how far it is from London to Glasgow I was informed it was 350 miles and would take eight hours by public transport (coach). Flying by private airlines takes about one hour and 20 minutes (LCY – GLA). Therein lies the challenge, and it is threefold; first to provide terrestrial transport that is faster. Second, deliver a zero-carbon footprint for the trip and not by carbon off-sets, but be truly carbon free. And third, build smart connectivity between Smart Cities. To help understand how we got to where we are now as a society, we need to understand the history of the industrial revolutions that have changed the world.

Each industrial revolution has been a game-changer for society The First Industrial Revolution, also known as ‘Industrialisation’, started in the UK in the 18th Century with mechanisation of the textile industry to replace hand labour with machines. The Second Industrial Revolution, the Technological Revolution, was a phase of rapid industrialization in the final third of the 19th Century and the beginning of the 20th. Automation was the catalyst to productivity growth in the manufacturing and agricultural industries. This is when Henry Ford developed the assembly line that made affordable automobiles and the combine harvester transformed the way Rail Professional

farming feeds the population. These innovations changed employment throughout the world. The Third Industrial Revolution was the age of energy and communications becoming global. This era was driven by fossil fuels, and is marked by the distribution of energy, oil and electricity to homes and businesses, mostly by a physical infrastructure of cables and pipes. Transportation moved to roads, sea and air with a marked decline in the railway industry. The advances in sea and air transport in conjunction with the rapid development of communications was coupled with the beginning of the digital era, the introduction of computing and the early days of the internet. The Fourth Industrial Revolution, the Age of Digitalisation, differs from the third in the form of connectivity and the scale of automation – everything from smartphones to autonomous vehicles, to renewable energy. In many ways it is focused on providing personalisation and sustainability to the way we as a society function today, and how we improve our relationship with the natural environment of the earth. An interesting development in this revolution is the recognition of two key terms, Collaboration and Consortium. The future lies in being smarter together As this latest (and surely not the last) industrial revolution gains momentum we are slowly getting to grips with a new way of thinking and

new descriptors such as Smart Buildings and Smart Cities, and I would say we as an industry need to understand how we supply Smart Transportation, especially terrestrial. I believe that in the UK we must embrace these concepts of ‘Smart’ working through Collaboration and Consortiums to develop a modern strategy that can meet the growing transportation needs of a country that is 83 per cent urban. This will not be done with a one trick pony, the need to collaborate with multiple interested parties and foster open and honest communications will be required to deliver the future transportation systems which will by necessity be multimodal. London has always been a force in the modern world, but recent developments will decide if we can move to the forefront of Smart Urban Development or become followers of others’ work. After the decline of the British Empire, London re-emerged as a global economy. Although a large portion of the city’s landmarks and architecture are historical, recent additions of big shiny skyscrapers have been well incorporated into the old city.



It is indisputable that the Elizabeth Line will go a long way to addressing the overcrowding on the TfL network namely, Jubilee Line, Central Line, Docklands Light Railway, etc. However, the current development has been focused on shortterm needs and will only alleviate current over-crowding. With an urban growth rate of circa 1.5 per cent forecast as a minimum through to 2040, will it be enough? Equally, to improve the quality of urban life, especially when we look at air quality and carbon dependency, greater strides need to be made in relation to urban lifestyles. Metro level transportation has to be used to foster environmentally sustainable growth of not only London but other urban areas of the UK. Across the European continent urban transport (trams, metros, local rail) joined with cross-border intercity highspeed rail has grown quicker than within the United Kingdom. The question I would raise is whether the UK’s method of development is fit for purpose? The current method employed under systems such as Network Rail’s Governance for Railway Investment Projects (GRIP) or the Department for Transport (DfT) implementation of the Royal Institute of British Architects (RIBA Process) has resulted in major transportation projects taking well over a decade to deliver. Is this the best we can do? As the UK attempts to address its housing shortage, perhaps industry would be better placed to form the required consortiums to collaborate in designing and building the new infrastructure the country needs. Building in a better way will require an open mind from those who approve such projects. We need to raise our vision to look at how we advance an urban area and then allow the relevant consortium to take ownership with the responsibility and opportunity to own the concession for a long period of time i.e. 30 – 50 years. This, I would suggest, is the best route to change the way the nation will grow. There is no such thing as the ‘Status Quo’ – we will either move forward, or, the world will pass us by. Now is our opportunity to change the way we build the future. Then we will lead the world again!

This has further increased the population density of those who live and work within the capital. Unfortunately, many areas that have experienced recent rapid urban growth have not made the exponential improvements in metropolitan and intercity connectivity needed to support high productivity and a

good work/life balance. The projects that have been completed, e.g. the London Bridge Quarter with London Bridge Station as a key cornerstone is an excellent example of modern terrestrial transportation that has facilitated outstanding regeneration, as have Canary Wharf and Kings Cross St. Pancras.

Sherman G. Havens is a founding partner of TenBroeke Engineering. He has worked on major infrastructure projects globally including KAUST, multiple Crossrail projects, London Bridge Station and other major infrastructure projects. Sherman started his career in the U.S. Navy Submarine force and became a Senior System Engineer at Space and Naval Warfare Center (SPAWAR) before dedicating himself to the improvement of Transportation and infrastructure.

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DITA : an assembly of innovation A resilient signalling power supply is fundamental to the safe, reliable and cost-efficiency of any railway management system


ven a brief signalling failure can have a significant impact on railway traffic, costing time and money, causing disruption and damaging the network’s performance. As part of a wider initiative to improve power supply integrity and, particularly, electrical safety, Network Rail is installing new Class II aluminium and copper infrastructure across the network where, previously, power distribution safety was being compromised by poor earth continuity. A key principal of this strategy of managing electrical risk is feeder subdivision, where the network is divided into smaller, more manageable and maintainable sub-networks, reducing network capacitance and helping asset managers to pinpoint emerging faults more easily, isolate the problem and restore power more quickly. One of the key challenges this presents is the ability to provide safe and secure interface between new Class II-rated signalling and power distribution systems being introduced across the principal network, and adjoining power systems on sub-networks – branch lines, freight yards and other track – which are connected

by functional supply points. These legacy systems add up to thousands of miles of cable, much of which may be in excess of 50 years old. Then came the Distribution Interface Transformer Assembly, or DITA, an innovation in power connection which preserves the integrity of a Class II installation when it is interfaced with a Class I feeder. The DITA effectively separates a signalling power system into two isolated sections. This is critical where the Class I system has been installed for a number of years and may not be compliant with the requirements of BS7671. DITA was a concept born out of Class

II-rated switchgear assembly developed by Henry Williams and working in conjunction with Alstom. Already being hailed by industry experts as a game-changer, the principal components of a DITA are an isolating transformer and a power control unit, combined with appropriate alarm monitoring and switchgear. The DITA protection and control unit contains two feeder channels with dedicated insulating monitoring equipment, distribution feeder soft-start equipment and alarm facilities. DITA has been developed to meet all the system design requirements required by Network Rail, including constraints, Rail Professional

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• DITA transformer and Protection Control unit designed to fit on standard rails • M10 stud terminals can accept copper or aluminium cables (via fused lugs) • Soft-start facility to inhibit tripping upon energisation with legacy load transformers • Main DITA items pluggable for simple, fast changeover/maintenance. In recent years, Darlington-based Henry Williams has dedicated significant resources to support and complement Network Rail’s Class II product and system standards, helping to deliver a new generation of signalling power supply products. The distribution interface transformer assembly it developed with Alstom was the first to gain product approval to Network Rail’s new specification (NR/L2/SIGELP/27419). Steve Cotton, Managing Director at Henry Williams, says: ‘The DITA is a groundbreaking technology that means new signalling projects can have a legacy interface without the costly replacement of existing assets. ‘It is a safe and cost-effective solution in situations where upgraded supply feeders need to continue to connect with associated feeders, but without the need for the same level of upgrade investment. It effectively buys the industry time as it concentrates on upgrading main lines by keeping the rest of the network connected.’ Henry Williams has already supplied thousands of its Class II-rated SafeBox Switchgear, to provide safe electrical isolation and supply in original location cases, on improvement schemes including the East Coast and West Coast main lines, GNGE, Scottish 650V cable renewals and Thames Link projects.

protection, cable sizing strategy, earthing and bonding arrangements. It also includes installation and testing requirements for a Class II-based signalling power distribution system. They can be used in signalling power distribution systems, where the nominal supply voltage is up to and including 650VAC, and where the electrical systems are either TN or IT, for power ratings up to and including 10.5 kVA. The incoming power section of the DITA contains a Class II switching arrangement feeding a Hybrid isolating transformer with a fully insulating Class II primary winding. This is a key component that allows the network to be segregated, thus reducing dangerous first fault touch voltage potentials in each section by reducing leakage capacitance. DITAs can also be used to boost network voltages where required, for instance where smaller cable sizes have been used to achieve value engineering or where aluminium cables are favoured to reduce the likelihood

of theft or to drive efficiencies. The DITA Integral electronic protection also provides safety benefits by enabling Class I legacy systems to be enhanced with disconnection times in accordance with the requirements of BSEN 50122-1.

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Principal characteristics of DITA • Class I/Class II interface and demarcation • Segregation of distribution feeders (supporting FFCR – first fault current reduction) • Two feeder outputs • Efficient, low-inrush, isolation transformer • 3.5 to 10kVA options • DMT (definite minimum time) load feeder protection • Insulation monitoring of load feeder cables with alarm levels • Standard Network Rail base mounting • Alarm reporting via relays or datalogging device • Class II insulated feeder cable connection enclosures for input cables to 120mm² Rail Professional

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New DC/DC converters with 400 W In recent years, the Thuringian power supply manufacturer MTM Power® has increasingly developed into one of the leading power supply manufacturers for railway applications in Europe


he decisive factor is the quality of the company’s innovative products and the flexibility and reliability of the base business. Resistant to mechanical stress like shock and vibration as well as to environmental influences such as condensation, humidity and conductive dusts – the MTM Power DC/DC converters series has been designed in accordance with EN 50 155, EN 45 545-2 and is suitable for sophisticated use in trains, for mounting in containers in the roof or underneath the floor, as well as in driver’s cabs, engine compartments and in the wagon. MTM Power® GmbH has developed the new DC/DC converter series PCMDS400 for universal applications in railway and vehicle technology. The PCMDS400 series is based on a revision of the well-proven PCMD400 converter series after more than ten years of successful market presence. The aim of the development was a further increase in efficiency and reliability and the integration of various features such as ‘Power Good’ signalling and standby operation. The converters with an output voltage of 24 VDC deliver an output power of 400 W. The design of the output voltage with U/I (constant voltage/constant current) characteristic allows the supply of critical loads and charging of batteries (optional Uout=27,6 VDC). Two input voltage ranges according to EN 50155 are available: 72 VDC (43,2...100,8 VDC) and 110 VDC (66...154 VDC) which allow the operation of the DC/DC converters on common battery or onboard networks

in Europe, in trackside applications and in stationary railway systems. The devices have got an ‘Output Voltage OK’ signal as potential-free contact as well as remote control to place the converter in a standby mode with the lowest power consumption. An undervoltage shutdown protects the converter as well as the application from damage during ‘brownout’ effects of the supply voltage. Using a primary-related control input RC (Remote Control), they can be put in a stand-by mode with lowest power consumption; thus, contributing to a longer availability of the supplied systems, especially during battery operation. The DC/ DC converters are now connected via pushin cage clamp connectors with lever, which

are designed for wire cross sections up to 4 mm². Designed for an operating temperature range of -40 to + 70 °C (class TX according to EN 50 155) the cooling is guaranteed either by the integrated heat sink (option WK) or by mounting the base plate on a heat dissipating surface. Due to their compact design, the converters are suitable for applications where only little space is available. Furthermore, they are robust against mechanical stress such as shock and vibration. The maintenance free converters are vacuum potted (EP 1 987 708, U.S. Patent No. 8,821,778 B2) and offer reliable protection against condensation, conductive dust and other environmental conditions. A version with protection degree IP67 is possible on customer request. The compact dimensions of 170mm long, 110mm wide and 38mm high and the high packing density allow an efficient, cost-saving solution for different power supply tasks. Besides these rail converters, the product range includes transformers, filters and multi-power supply systems up to 2 kW. At the same time, custom-made products or modifications of existing products can be realised also in relatively small volumes and in a short period of time.

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Get on track with LED lighting A quiet but highly visible revolution is taking place in railway lighting. LED lights are slowly but surely displacing fluorescent and other antiquated technologies in stations, maintenance depots and other railway buildings


s pioneers in LED lighting since 2006, Goodlight provides a comprehensive range of LED solutions for commercial, industrial, amenity, leisure and hospitality environments. Its LED lights switch on instantly at full brightness and use much less power than traditional lighting technologies and are maintenance free. The Goodlight range has proved popular with design, engineering and sustainability professionals. Rail clients include; Network Rail, HS1, Siemens Mobility, Cleashar, Arriva Rail and Transport for London, who have added Goodlight to its Approved Product Register. Huge savings Adam Thackeray, Works Delivery Manager for Network Rail, commented: ‘We decided to move to LED lighting to reduce our carbon output, reduce costs in terms of power consumption and to improve the lighting level and quality in public areas of the station. The opportunity to reduce costs for lamp replacement by moving from a two year to a five year cycle was also a significant consideration.’ Safety and security Passenger safety and security is a high priority at any railway station and lighting has a crucial role to play. A smart lighting system can mirror natural daylight during hours of darkness to fit with the 24/7 nature of many busy station terminals and on platforms. It can also illuminate accessed areas, for example walkways and car parks. Eliminating pockets of darkness with a robust LED lighting system will give passengers greater peace of mind and a better overall customer journey. Conclusion Upgrading to LED lighting has seen many railway stations reap the rewards of immediate energy savings of up to 85 per cent and eliminate maintenance overheads. Working conditions are improved and passengers enjoy a safer environment whilst travelling. Tel: 01276 691230 Email: Visit: Rail Professional



Safe and secure cabinets Cannon Technologies is a premier supplier to the rail industry, with over four decades of manufacture, design, integration and research and development


annon offers a large range of cabinets and enclosures that comply with transportation, communications, security and surveillance requirements. Cannon validates its rail technology experience by having worked within the sector for over 30 years and having gained PADS approval for many of its products. Products are used actively within the GSM-R, FTN, FTNx, SISS/CIS applications and help to provide a safer, secure and more reliable mode of transport for the future. The key to its strength comes from excellent customer service and the distinct guidance that Cannon provides to its customers. Advice and guidance are always the foundation of an enquiry: Cannon acquaints itself with an understanding of a customer’s situations, environments and works with them to produce a quality, costeffective individualised solution to meet or exceed client’s project requirements. With the UK’s rail network increasingly reliant on Smart Information Technology (S-IT – Wifi, 5G, Edge, IoT etc.) for its dayto-day activities, it needs to be protected by robust and reliable active cabinets, cabins and modular data centres. Although anything that improves the passenger experience and overall efficiency

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Rail franchise operators are also aware that issuing a physical key to every engineer or subcontractor who needs access to a cabinet is both impractical and a security threat, if it is lost or stolen. Therefore, remote keyless locking and unlocking is the answer. By integrating each cabinet into the network personnel can call the relevant ROC once on-site to unlock the unit and then lock it again once work is completed. For those requiring even higher levels of physical security, locking systems can be used in conjunction with a personal identification number (PIN), a radio frequency identification (RFID) device or even biometric fingerprint identification.

of the rail network should be welcomed, this reliance on Smart IT means that downtime must be avoided at all costs. Put simply, with so much technology running over the network infrastructure, any interruption to its performance could throw the whole railway system into chaos. A key part of maintaining the integrity of a network is the use of high-quality active cabinets that protect the sensitive electronic equipment that keeps the information flowing. The attitude that ‘it’s just a cabinet and they’re all the same’ creates issues that could be avoided both initially and in the future. It might come as a surprise to some to find out that leading manufacturers are designing products that not only enhance functionality but also offer greater flexibility and have features that can save time and money. Active Cabinets are used in a wide variety of outdoor locations both station-side and platform-side and are often the first line of defence. They must be as difficult as possible to move or infiltrate and are therefore usually installed using Network Rail’s standard LOC (Location Cases) bases or a ‘transformer root’ mounting system for attachment to either a steel platform or concrete pad. Exposed to the elements, cabinets are designed to resist the effects of sun, rain, dust and other debris, and must be able to withstand the potential for damage as a result of vandalism. That’s why leading manufacturers such as Cannon Technologies construct cabinets from 2mm thick Z600 pre-galvanised steel sheet. Z600 denotes a total of 600gm/m² of zinc applied in an oxygen free atmosphere to the steel substrate. The zinc weight equates to a thickness of 42μm (micrometre)

per side, from which a life expectancy of 28 years can be expected without additional treatment. According to trials conducted by the Galvanisers Association, the average consumption of zinc from externally exposed galvanised products in the UK is 1.5μm per year. Adding another layer of protection is powder coating, which can meet specific colour requirements and has the additional advantage with light colours of reflecting solar light and being UV resistant, so directing heat away from the active components contained within and minimises solar heat gain. This is vital, as ensuring that the environmental conditions within a cabinet are kept within defined parameters maintains the correct operation of the equipment housed inside. Thermo Electric Devices are used to provide active cabinets an IP65 rating, with no ventilation or change of air between outside ambient and internally circulating air. Lock up Thwarting the efforts of those who want to access the equipment inside cabinets requires special measures and only the use of sophisticated locking and access control technology can adequately protect them. Cabinet locking systems can be approved to one of The Loss Prevention Certification Board’s (LPCB) LPS1175 Security Ratings to provide the necessary delay and means of detection required to protect against methods of intrusion, including the use of a wide variety of power tools.

Bigger picture Although securing individual cabinets is crucial, such is the need to keep an IT infrastructure up and running that a back-up data centre facility is increasingly considered necessary as part of a disaster recovery strategy. Transportable modular data centre (TMDC) systems offer all the functionality of a conventional data centre, as well as being energy efficient with low power usage effectiveness (PUE) ratings. They come with full size 19-inch or electrical control cabinets, and each unit comes pre-fabricated with power, cabling, hot/cold aisle containment and cable management. Other key features include pre-installed servers, switches, uninterruptible power supply (UPS) and fire suppression systems, LED lighting, and power distribution units (PDUs). Maximum layout flexibility facilitates a data centre solution that is easy to configure, fast to install and minimises disruption, while making sure that downtime is avoided. On track As the public’s reliance on rail infrastructure increases, Smart IT will continue to deliver a leaner, more efficient and reliable system that also provides greater value to its customers. Active cabinets, cabins and modular data centres are at the forefront in providing a temperature controlled and secure environment for the valuable and sensitive active equipment that will allow this to happen and are the first line of defence in maintaining an ‘always on’ communications, control and IT network. Above is just a snapshot of the technology and applications that Cannon Technologies has to offer the Rail Industry. The company exists to help the rail industry take the strain, whilst helping the passenger to gain.

Tel: 01425 632600 Email: Visit: Rail Professional


Invictus Security Solutions Ltd are fully supported by their technical knowledge, subject matter expertise and intelligence gathering network. From strategic advice to practical, on-the-ground services, they provide integrated security solutions to meet all their clients’ security risk management challenges. They help clients to: • • • • •

Create strategies, policies and solutions to protect assets and reduce the likelihood of losses from operational risks Develop crisis and resilience plans to reduce the impact of an event to acceptable levels and safeguard reputations in times of crisis Review , audit and benchmark existing arrangements to identify gaps or misaligned resources Provide security services and training to help implement and manage security from the local to global level Provide immediate assistance to help clients respond to crisis events

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Invictus Security Solutions consulting solutions are delivered to the very best practices and standards. Their consultants have extensive experience in both security and the rail industries. Backgrounds include the military, police, business consultancy, security services and intelligence. They work closely with the in-house risk consultants, investigators and a vast network of partners on the ground. Invictus Security Solutions services include: • • • • • •

Security Consultancy Security Audits/ Surveys (Land and Maritime) Surveillance/ Counter Surveillance planning and Operating Technical Surveillance/ Intelligence gathering / Vehicle and asset tracking 24 Hour CCTV monitoring 24 hour Manned Guarding

Tel: 01270 875393 Email Website



Integrating trackbed inspection data Integrating trackbed inspection data for improved condition-based maintenance planning and hazard identification


he routine measurement and integration of track condition data provides track engineers with tools to conduct more effective and predictive maintenance. Traditionally, regular measurement of track geometry (TG), a functional condition of the track, has provided key insight into the deterioration of track performance.

The addition of ground penetrating radar (GPR) for the continuous measurement of trackbed parameters such as ballast fouling and layer thicknesses provides a quantitative structural measure of the trackbed condition that allows track engineers to detect the early signs of failure of ballast and substructure components. Maintenance recommendations can be derived from customised decision criteria utilising GPR survey metrics (Figure 1, above) combined with track geometry. This results in more effective utilisation of high output ballast maintenance machinery, leading to a direct savings in maintenance costs and time on track and improved asset reliability. The ability to also address the root cause of track failures through improved knowledge of trackbed condition reduces the number of repeat track geometry faults, resulting in improved track availability and thereby traffic velocities.

RASC® Survey The RASC® concept involves integrated data capture of a suite of complementary track inspection technologies (including GPR), which together allow a comprehensive assessment of both the above and below ground condition of the trackbed. Zetica Rail’s RASC® systems are used to undertake over 30,000 kilometres of trackbed surveys worldwide each year, utilising inspection train and hi-rail vehicle platforms. GPR is a well-established non-invasive inspection method utilised by railways around the world to determine the condition of ballasted trackbed, both in terms of ballast condition and the trackbed profile. Surveys typically utilise both high and low frequency ultra-wideband antennas to obtain sufficient resolution and depth of investigation for the analysis of both ballast condition and for mapping formation and subgrade layer depths. The primary aim of GPR surveys is to provide metrics for use in planning conditionbased trackbed maintenance (ballast cleaning/ undercutting, shoulder cleaning, surfacing/ tamping) and to provide information on the anomalous condition of sub-ballast and formation layers for helping to determine the root cause of more localised trackbed problems. The metrics are designed to provide a standardised means of quantifying the information contained within the often complex GPR datasets. Typical GPR trackbed condition metrics include: • Ballast Fouling Index • Fouling Depth Layer Index

• Layer (Interface) Roughness Index • Moisture Likelihood Index • Ballast Pocket Index. Data integration examples Making better use of track inspection data is key to the continuing efforts to drive down maintenance costs. The integration of GPR and other track measurements, such as track geometry (TG), ballast surface profiling, and surface water runoff gradients, has the potential to significantly improve the effectiveness of condition based trackbed maintenance and of identifying potential hazard locations. Identify areas most prone to a deterioration in trackbed quality GPR can help assess the nature and severity of underlying trackbed defects at the early stages of a developing geometry fault. Repeat surveys enable the progression of the defect to be monitored in detail (often revealing the effects of seasonal influences on trackbed stability), information which can be fed into predictive track deterioration models. Areas were the GPR-derived metrics are stable over time may be considered less likely to undergo rapid or catastrophic failure. In the example illustrated in Figure 2 (below) short wavelength trackbed defects (due to settlement and ballast pumping) are associated with deteriorating track geometry condition. None of the TG anomalies represented an actionable exception at the time of the survey.

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index (BFI) and track geometry roughness the residual ballast life (RBL) can be determined. Using a threshold of less than 250 MGT and clustering provides a tool for ballast renewals and planning (Figure 6). The BFI data were combined with a track geometry Track Quality Index (TQI), to generate a ballast cleaning Work Order Recommendation (WOR). The WOR identified locations where either the shoulders or centre BFI was higher than a specified threshold and where the TQI was poor. The high resolution (15-ft) WOR results were clustered in order to identify minimum quarter-mile work sites, with sites constrained by road crossings, under-bridges and turnouts (switches).

GPR integrated with 3D terrain models High density point cloud data captured by Zetica’s ZRL200 mobile terrestrial laser scanner (MTLS) integrated with GPR metrics provide tools for assessing track drainage. Merging the terrain and GPR derived metrics such as moisture likelihood index (MLI) and fouling depth layer (FDL) track substructure features can be assessed in a single platform (Figure 3). The data can further be used for the assessment of drainage potential, side drain levels and determining whether enough fall exist between formation surface and cess drains. Predict possible sleeper/tie condition deterioration Poor trackbed condition does not only affect the functional condition of the track through track geometry deterioration, but can also lead to sleeper deterioration and breakages. Correlating typical trackbed conditions to sleeper condition can assist in predicting situations that lead to poor sleeper condition (Figure 4). Assess the cause of a track geometry fault As well as determining the extent of the problem, having a detailed picture of the Rail Professional

state of the trackbed down to subgrade, can assist in determining the underlying cause of a fault (e.g. ballast pocket, subgrade failure, moisture). Figure 5 presents an example of a Trackbed Inspection Report (TBIR). Where GPR data is collected in conjunction with geometry on track inspection vehicles the RASC® system can be configured to generate outputs in response to specific track geometry faults, enabling track engineers to quickly diagnose the potential cause of the fault. Residual ballast life prediction GPR derived metrics and track geometry data can be used to predict remaining ballast life and help plan ballast maintenance. Utilising the GPR-derived ballast fouling

Updating hazard locations register RASC® surveys are effective at highlighting problem areas such as poor drainage, failed formation, poor sleeper support, slope instability, fixed structure clearances, vegetation encroachment and floodwater runoffs. These can be used to update a hazard location register.

Tel: 01993-886682 Email:  Visit:



Appointment to the Getlink Executive Committee Laurent Fourtune, Chief Operating Officer for Eurotunnel, Channel Tunnel operator, has been appointed to the Group Executive Committee.

Appointments boost UK tram team Three key appointments are set to strengthen UK Tram’s position as the driving force behind the promotion of light rail in the country. Craig O’Brien joins as Engineering Manager, Steve Duckering joins as Operations Manager and Jamie Swift joins as Commercial & Marketing Manager.

First Non-Executive Directors appointed by East West Railway Company East West Railway Company has appointed its first Non-Executive Directors to guide and advise the organisation as it drives forward work to deliver a new rail line between Oxford and Cambridge. The three Non-Executive Directors are Anne Baldock who was previously partner at international law firm Allen & Overy LLP, Dyan Crowther who is currently Chief Executive Officer at High Speed 1 and Simon Murray who currently sits on the Highways Agency Board.

Andy Joy named Sector Director for Amey Rail Amey has appointed Andy Joy as Sector Director for its Rail business. Andy joined Amey in 2018 as a Business Director when it acquired the majority of Carillion’s rail business where he played a key role in ensuring the smooth transition of 600 employees and several major contracts into Amey and the safe delivery of critical milestones on Midland Mainline, Crossrail and the North-West Electrification programme.

New Transport for Wales Director appointed for North Wales Transport for Wales have appointed Lee Robinson as Development Director for North Wales, a key role in transforming transport across the country.

BTP Chief Constable reappointed until 2021 Chief Constable Paul Crowther OBE will stay at the British Transport Police until 2021, following a decision by the British Transport Police Authority (BTPA) to extend his contract. The Department for Transport has this week approved the BTPA’s decision to extend the contract of Chief Constable Crowther until February 2021. Mr Crowther joined the BTP in 1980 and has been Chief Constable for five years.

Hull Trains brings in new Head of Safety and Environment Hull Trains has appointed Mark Shepherd as the company’s new Head of Safety and Environment. Mark brings more than 25 years’ worth of experience in the industry to his new role, after replacing Phil Green.

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WE ARE RECRUITING The East West Rail Alliance is a ‘pure’ alliance consisting of VolkerRail, Atkins Global, Laing O’Rourke and Network Rail.

We have a number of fantastic opportunities within the East West Rail Alliance and we are welcoming CVs from interested candidates for: • • • • •

Commercial staff at all levels Engineers at all levels – civil or rail discipline Procurement Project management Administration

Long-term positions will be based at either Bletchley or Bicester, however, successful applicants may need to spend a short time at the Alliance’s offices in Birmingham whilst the project office mobilises to site.

East West Rail phase 2 is a £1 billion programme and one of the most prestigious projects in the UK infrastructure pipeline - to provide a strategic route linking key centres of economic activity between Oxford, Milton Keynes, Aylesbury and Bedford.

To apply please submit your up to date CV to: All appointments are subject to East West Rail Alliance approval.

Looking to fill a key management vacancy? A recruitment advertisement in Rail Professional is the most direct route to the biggest pool of quality rail talent in the country. If you’ve got a key post to fill, Rail Professional is the magazine read by the professionals – 59 per cent of readers are managers or board-level executives.

Call 01268 711811 or email


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Problem solvers wanted

At Frazer-Nash, our clients come to us because our experts provide the very best in teamwork, technical expertise and customer service. So, if you’ve always sought challenging, complex projects and prefer to focus on solutions, not obstacles, we want to hear from you.

At Frazer-Nash, our experts are renowned for their work in the transport, aerospace, nuclear, marine, defence, power and energy sectors and their security, resilience, cyber and information technology expertise. Our offices UK: Basingstoke • Bristol • Burton • Dorchester • Dorking • Glasgow • Gloucester • Middlesbrough • Plymouth • Warrington Australia: Adelaide • Canberra • Melbourne


Freightliner is hiring! We’re recruiting qualified Train Drivers and experienced Rail Managers


Freightliner Group Ltd

Freightliner Group Ltd

+44 (0) 207 200 3974

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Driver Standards Manager Circa £63,500 on achieving competency Paddington, Reading & Oxford Join our team of Great Westerners and you’ll help to provide a great service to 100 million customers every year. You’ll also help us make history as we transform one of the world’s most prestigious rail networks and create a 21st century service to be proud of. Working as a Driver Standards Manager you will become a key part of our diverse Driver team. It’s an exciting time at GWR as we transition to one of the UK’s most modern traction fleets. You will be a role model and lead your Drivers through this major transformation whilst simultaneously ensuring that we operate a safe and reliable railway. We are looking for adaptable and dynamic individuals with the ability to prioritise in a fast moving and changeable environment. Whilst you will have a minimum of 3 years mainline driving experience for this technical role, the rest is down to your personal skills and passion for the job. You’ll be rewarded with all kinds of benefits, including a final salary pension scheme, free rail travel across the GWR network for you and your family, a company-sponsored health care plan and childcare vouchers. We’re unable to accept paper applications or applications via email. Please complete the online application. To apply please visit

Driver Learning Manager, Training £64k Reading & Bristol Join our team of Great Westerners and you’ll help provide a great service to 100 million customers every year. You’ll also help us make history as we transform one of the world’s most prestigious rail networks and create a 21st Century service to be proud of. You’ll play an important role in our busy and vibrant Driver Training and Development team as you develop and deliver training and assessment to drivers and other colleagues across the business. You’ll also ensure that we continue to meet the highest standards, promote and demonstrate good safety behaviour, maintain training records, and give great feedback. Enthusiastic and flexible, you’ll be passionate about development, open to new ideas, and able to inspire your team. Training or coaching experience is essential, and you’ll already have spent at least 3 years as a main line train driver. You’ll be rewarded with all kinds of benefits, including a final salary pension scheme, free rail travel across the GWR network for you and your family, a company-sponsored healthcare plan and childcare vouchers. We’re unable to accept paper applications or applications via email. Please complete the online application. To apply please visit

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Wanted! Qualified Train Drivers An opportunity to help us make Scotland’s Railway better and see some of Scotland’s most beautiful scenery along the way.

If you are: ü A qualified train driver ü Customer-driven ü Collaborative

ü Encouraging ü Honest ü Bold

Apply at £47,180 per annum – Shifts over a 35 hour week.

There’s never been a more exciting time to join our railway.

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The power to deliver operation and maintenance You’re empowered to focus on your core business while we expertly operate and maintain your electrical assets.

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