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MAY 2017 Issue 232 £4.95


Taking surveying and inspections to new heights Sir Peter Hendy CBE ‘Dead keen’ on private money

Peninsula Rail Task Force Top of the agenda

The funding gap What’s stopping startups?

In the UK, SYSTRA Ltd provides Rail and Urban Transport engineering services and Transport Planning consultancy. SYSTRA is a global leader in public transport infrastructure. Its 5,400 employees specialising in engineering and consulting.

Mass Rapid Transit Crossrail

SYSTRA benefits from nearly 60 years of experience from its parent companies, SNCF and RATP. It employs state of the art engineering techniques and develops innovative solutions that meet the explosive growth in demand for public transport in and around the world’s largest cities, which are home to over half the world’s population. Active in 80 countries worldwide, SYSTRA is involved in project planning well before the start of the design stage and continues through to deployment.

High-Speed Rail HS1

Conventional Rail EGIP

Tram-Train Mulhouse, France

Light Rail Aarhus, Denmark For more information please contact: Tim Steiner: Images © SYSTRA and Crossrail 2017



MAY 2017 Issue 232 £4.95


Taking surveying and inspections to new heights Sir Peter Hendy CBE ‘Dead keen’ on private money

Peninsula Rail Task Force Top of the agenda

The funding gap What’s stopping startups?

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR LORNA SLADE BUSINESS PROFILE EDITOR SAM SHERWOOD-HALE DISPLAY ADVERTISING CHRISTIAN WILES HANNAH CARRATT ELLIOTT GATES KELVIN HOLT BEN WARING RECRUITMENT ADVERTISING DANIELLE BURWOOD SUBSCRIPTIONS AMY HUDSON ADMINISTRATION CHERIE NUGENT LISA ETHERINGTON GILLIAN DUNN 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 Professional will be taken as permission for it to be published in the magazine. 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.

editor’s note


elcome to this May issue, themed around Railtex, and therefore carrying a larger than usual number of business profiles – useful to the companies involved, hopefully, and representing a good workout for your arms as you carry the magazine around the exhibition. The editorial section contains two pieces which pinpoint with laser sharp accuracy where the focus of attention should be now for the industry – from Hack Partners’ River Tamoor-Baig and Atkins’ David Brewer. Both are an absolute must read. River starts his piece by telling us that of the ten ‘incredibly innovative’ start-ups that were brought to the industry via the HackTrain Accelerator – a programme that nurtures early-stage technology companies – ‘one year on, not a single one of them considers rail to be a viable major market opportunity for growth’. The length of rail’s procurement cycle is too long and they either can’t afford to keep waiting and/or their attentions are diverted to industries where it’s easier and faster to see a return. And, using wayfinding firm Pointr as an example, River points out, they took their technology to the airlines because it was simpler than trying to deal with Network Rail and Toc’s who were at odds on who should pay for the technology. It’s vital that rail invests in and really guides both firms with existing technology and innovators. To that end River announces in his piece ‘tweaks’ in how the hackathons are run, and the launch of a new venture capital fund for early stage start-ups. David Brewer looks at the Digital Railway and points out that it is charting new territory on many fronts. ‘Leveraging the benefits of the programme requires different relationships between technology developers, infrastructure owners and train operators,’ he says. The question is can rail adapt now that the opportunity is in place? My interview with Sir Peter Hendy CBE is long and wide-ranging, hence the Q&A format. Hendy is quite a character and charming with it. In informing him that a few of my questions were very long, he replied that he’s very practised at not answering questions, ‘yeah, I’m pretty good at that’ he joked. In the event while some of his answers might be perceived as fudged, they are very honest; but either way he is totally on board with where rail needs to go now, and he’s the right man in several respects for conveying and pushing that message. Don’t forget to visit us at stand F07. See you soon hopefully.

Lorna Slade Editor

— Sustainable technologies for rail transportation +44 (0) 333 999 9900 |

Rail Professional


| CONTENTS / ISSUE 232 / MAY 2017



Number of people risking their lives on railway hits ten year high; rail improvements top list of property development opportunities; HS2 launches hunt for stations designers and Euston development partner; West Midlands desperately underfunded for transport; regional strategies would improve transport services says ICE; rail planning too important to be left to the industry says new ITC report; rail industry gets boost from National Transport Design Centre; Forth Bridge to give visitors the climb of their life; Prince’s Trust youths offered jobs with Great Northern; Top Crossrail apprentice ‘an inspiration’

In the passenger seat


David Sidebottom looks at lessons learned from GWR’s former handling of passenger complaints

Delivering the goods


Chris MacRae looks at the external costs of rail freight and suggests the need for a campaign on reducing them

The funding gap – #RailTechIsRising


River Tamoor-Baig looks at the problems for start-ups wanting to enter the rail market and announces Hack Partners’ new approaches to driving forward innovation

The Cheek of it...


Quarterly numbers show the underlying strength of the rail product despite current traumas, says Chris Cheek

Operating more strategically


Chair of the British Transport Police Authority Esther McVey introduces its new chief executive, and discusses the new performance framework of threat, risk and harm

IRO News


News from the Institution of Railway Operators

Laying down the law


Rail Professional

Don’t lose track of your intellectual property, says Martin Fleetwood

CONTENTS / ISSUE 232 / MAY 2017 |


I regard quite a lot of the arguments about nationalisation/no nationalisation/ selling things off as being political froth INTERVIEW page 56

A head start in getting into rail


How can suppliers be more visible to buyers? RISQS scheme manager Richard Sharp explores and talks to four big players for their perspective

Women in Rail


Still with very few senior women in rail, Adeline Ginn, looks at how women can climb the career ladder to get to board level

Rail Professional interview


Sir Peter Hendy CBE, chairman of Network Rail spoke to Lorna Slade about devolution, working together, and why he’s ‘dead keen’ on having private money into the railway

Railtex 2017


A preview of the event, which will be the largest rail exhibition in the UK for more than 20 years

Rail Professional interview


Rail Professional spoke to Councillor Andrew Leadbetter, chair of the Peninsula Rail Task Force about keeping the issues that the South West rail network faces at the top of the government’s agenda

Don’t get sidetracked


Jonathan Kirsop and Emma White look at the impact of the EU General Data Protection Regulation for rail businesses

A different landscape


The Digital Railway is catalysing change in supplier relationships in the rail industry, says David Brewer

Rail Professional


| CONTENTS / ISSUE 232 / MAY 2017

People power


Marc Flinn looks at why it’s crucial to hire the right people in times of change

Evidence if any were needed


Michael Ireland describes the latest initiative to restore services on the Okehampton Line

Business news


SNC-Lavalin; Highfield Qualifications; Scot-Train; Hoppecke; Renold Gears

Business profiles


Bridgeway Aerial; PCL Industrial Cleaning and Coating Ltd; O.L.D. Engineering; Elite Precast Concrete; Joseph Ash Galvanising; Ballyclare; Cairn Cross Civil Engineering; Cintec; CPM Group; Poundfield Products; Property Care Association; Cleshar; Dormer Pramet; Jabero; Harting; Glow Internet; Praezon; Rittal; Project 7; Street Crane; Stadler Rail; Socomec; Viper; York EMC; Dilax; Synectics; Hollingworth Bissell; Wago; Thornhill Rail and Heat Transfer; Zeta; Transport Design International; Transport Benevolent Fund; Star Fasteners; Corethree; Schaeffler; RSSB; s2a2s; Safeaid; Finance Birmingham

Rail Professional



David Tonkin; Joel Mitchell; Huw Lewis; Phil Dixon; Graham Whitehead

Time to upgrade your wipers? 7 NEWS |

... introducing PSV’s new replacement system Number of people risking their lives on the railway hits 10-year-high

News in brief... SME’s on the move The transport and distribution sector has seen a 22 per cent rise in the number of SME’s since 2010 according to a study from Hampshire Trust Bank, which attributes the growth to the ‘Final Mile’ trend and emergence of local distribution hubs around the country to meet increasing consumer demand for 24 hour delivery deadlines. 53 per cent of transport and distribution SME’s feel optimistic about the long-term economic prospects of the industry, just above the national average of 52 per cent. Steaming ahead A steam train has reached 100mph on the mainline rail network for the first time in 50 years. The Peppercorn class A1 locomotive Tornado clocked the speed during a test run on the East Coast tMain Line between Doncaster and Newcastle recently. The trip was part of a bid to raise Tornado’s speed limit for passenger trips from 75mph to 90mph by the end of the year. Tornado was the first steam locomotive to be built in the UK for almost half a century when it was completed in Darlington in 2008.

New figures from Network Rail and the British Transport Police have revealed that trespass incidents on the railway are at an all time high, with one person every hour doing so. The data, which looks at trends over the last ten years, shows that last year alone there were more than 8,000 incidents across the rail network, an 11 per cent increase on the previous year. Young people are also the most likely to take a risk, with just under half of those killed under the age of 25. The data also highlights some worrying seasonal peaks in the number of incidents, with spring and summer seeing more than double the number of young trespassers, compared to replacement system the winter months. Allan Spence, head of public and passenger safety at Network Rail, said: ‘Every April we see a huge rise in the number of people taking a risk on the rail network and it’s worrying that these numbers seem to be going up. Britain has the safest railway in Europe but still too many people lose their lives on the tracks.’

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72 per cent of all trespassers who died over the last 10 years were struck by a train a further 17 per cent were electrocuted the other 11 per cent were killed by a fatal fall on or near the railway most trespassers highlight taking a short cut (42 per cent) as their main motivation for committing the crime, followed by thrill-seeking (19 per cent).

A schools engagement programme has been launched where Network Rail community Making a merger? safety managers and BTP officers will teach thousands of children about railway safety. The Shares in manufacturers Bombardier Tackling Track Safety programme will involve more than 100 schools across Britain, using • Arms and Siemens jumped on reports they local sports clubs to help educate children about dangers. • Wiper blades are in talks about merging their train• Motors and 110v) making (24v businesses. Bombardier’s More prevalent in some areas • Linkage systems shares rose nearly 7 per cent last The new figures also highlight that youth trespass is more prevalent in areas where there • Control switches month while Siemens’ shares hit is socio-economic deprivation. To help tackle this Network Rail has also joined forces with • Components & spares a record high before easing back. the UK’ssnow largest of children’s charity As its charity partner up until March 2019, Whether your trains operate in the heavy We Barnardo’s. offer robustly engineered solutions for train Network Rail staff will be raising money for the charity and be encouraged to volunteer Analysts said a deal would help tackle thegrowing mountains, the heat of the desert, or the harsh builders, and system upgrades for operators and help deliver safety education at local Barnardo’s services. The two organisations are competition from China. for Safety those Week in September to raise awareness of theon The environment proposed merger would salty offirmly the coast... you currently need aplanning wiperjoint activities (especially experiencing a high LCC

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system you can rely on. original Officers from British Transport Policeequipment). will also be stepping-up patrols across the Looking to lower your Life Cycle Costs? PSV can help. country.

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We offer robustly engineered solutions for train At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a builders, and system upgrades for operators ... introducing PSV’s new replacement system quality wiper systems for over 35(especially yearsthose (with 20 a high LCC onhighly experienced team of in-house designers experiencing years experience working withinoriginal theequipment). rail industry). and engineers who will work alongside you At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a to meet your individual needs. quality wiper systems for over 35 years (with 20 highly experienced team of in-house designers Weexperience are a proud supplier to international OEM years working within the rail industry). and engineers who will work alongside you to meet your individual needs. train builders, fleet operators and fleet support If you’re looking to replace or upgrade your wiper We are a proud supplier to international OEM train builders, fleet operators and fleet support If you’re looking to replace or upgrade your wiper distributors. systems, we’re just a phone call away. distributors. systems, we’re just asystem phone call away. Introducing PSV’s new replacement Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on.

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PSV Wipers Ltd., Navigation Road, Diglis, Worcester WR5 3DE Tel. +44 (0)1905 350 500 • PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, United Kingdom Tel. +44 (0)1905 350 500 Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit:

Looking to lower your Life Cycle Costs? PSV can help.

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News in brief... establish the world’s second biggest train maker. The merged company would have joint sales £13bn, but the tie-up would face close scrutiny from competition regulators, Reuters reported. Get together fast Spanish national operator RENFE is front runner to join the Virgin Rail Group joint venture of Stagecoach and Virgin Holdings to bid for the upcoming West Coast Partnership franchise. The winner will take over the existing InterCity West Coast franchise and operate trains over the first phase of High Speed 2 in 2026 for a period of ‘3 to 5 years’. DfT stipulates the winning bidder must have experience of operating high speed services over purpose-built infrastructure, hence VRG’s need to find an international partner. Electric support VolkerRail and Unipart Rail have opened a third overhead electrification equipment preassembly facility, to support phase three of Network Rail’s 25 kV 50 Hz North West Electrification Programme. The facility is the first of its kind to use Unipart Rail’s UniTracePlus software to provide live status information for materials. ‘This is a fantastic example of our supply chain working together to help deliver electrification more efficiently,’ said NR’s major programme director, Chris Montgomery. House key A new train line between Plymouth and Tavistock could be in place within

Rail improvements top list of property development opportunities

Nearly two-thirds (63 per cent) of UK property investors rated new and upgraded rail and tram links as providing the most attractive real estate development opportunities from the government’s new £23 billion infrastructure programme over the next five years, according to a new study commissioned by Amicus Property Finance. An overwhelming majority (86 per cent) believe that their peers are increasingly looking to capitalise on opportunities generated by the programme. Analysis of the government-backed projects on an individual basis shows that three-quarters (77 per cent) of property developers ranked Crossrail and Crossrail 2 as offering the most potential for residential schemes, ahead of High Speed 2 (51 per cent), Thameslink (47 per cent) and superfast broadband (14 per cent). Crossrail and Crossrail 2 as the highest ranked government infrastructure schemes for commercial property development (71 per cent) followed by High Speed 2 (51 per cent), Thameslink (47 per cent) and Manchester Airport (24 per cent). Improved road transport links (55 per cent), local authority-sponsored urban regeneration schemes (48 per cent) and airport upgrades (43 per cent) were ranked second, third and fourth respectively among property investors in terms of the potential offered by developing adjacent sites. Keith Aldridge, founder and MD at Amicus Property Finance, said: ‘The government’s decision to invest in building new infrastructure and upgrading existing assets provides a tremendous opportunity for residential and commercial property developers and we can expect this to continue for many years to come. ‘The longer-term impact of this infrastructure programme on regenerating existing residential communities and creating new ones cannot be underestimated, particularly when combined with the government’s renewed commitment to addressing the country’s introducing PSV’s replacement system housing gap. ... We have already seen growing demandnew among developers seeking short-term finance to fund infrastructure-related residential and commercial schemes.’

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The search for world-class architects, designers and developers to deliver four new HS2 stations has begun with the publication of contract opportunities for stations design and a development partner for London Euston. The winning bidders will work with HS2 Ltd to develop and refine the detailed plans for three brand new stations, at Birmingham Curzon Street, Birmingham Interchange and London’s Old•Oak Common. Arms A separate•contest seeking a Master Development Partner to advise on, and later take Wiper isblades forward, development opportunities for new homes, offices and retail space above and • Motors (24v and 110v) around the revamped London Euston. The winner will work with HS2 Ltd, Network Rail, • Linkage systems the station design contract winner and local authorities to deliver a unified plan to unlock • Control switches the full potential of the area. • Components & spares HS2 Ltd said: ‘This comprehensive approach has the in potential to deliversnow up to 21of Whether your trains operate the heavy hectares of development space as well as improving accessibility and creating new public theacross mountains, the heat and green spaces the wider Euston site.’ of the desert, or the harsh Transportsalty minister Andrew Jones said: bidders willneed need toaensure the environment of‘The thewinning coast... you wiper stations provide the best possible customer experience.’ system youBeth canWest rely on. HS2 commercial director said: ‘We’re looking for Costs? the brightest andcan the best Looking to lower your Life Cycle PSV help. from across the industry to help us deliver one of the most tangible legacies of the HS2

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Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit:

PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, Un

Time to upgrade your wipers 9 NEWS |

... introducing PSV’s new replacement system

Time to upgrade your wipers? project – three brand stations and a major expansion of London Euston.’ Commenting on the development at Euston, Tom Venner, HS2’s commercial development director said: ‘Euston has been the gateway to the nation and the nation’s capital for more than a century. HS2 provides the opportunity for it to continue that role into the next century – and for the local community to be proud of that role.’ Bidders for both stations design and the Euston Master Development Partner are expected to be shortlisted in the summer, with contracts signed early next year. The stations design work will be split into four packages.

News in brief...

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five years, connecting up with a crosscity tram-style Metro system by 2024. Patrick Nicholson, deputy leader of Plymouth City Council, says housing developments in Tavistock are key to unlocking funding for a new station to be built in the town. ‘We will be looking at potential sites for a new station in Plympton over the next 12 months,’ he said.

Power to ScotRail Alliance The ScotRail Alliance is leading a drive to improve the availability of electric car charging points at stations by aiming to install 100 across its network of 359 by November. Programmes and transformation director, Ian McConnell, said: ‘As a low-carbon transport provider, we are always looking for new ways to encourage more environmentallyfriendly travel. Through the installation of these spaces, we hope to reduce our customers’ carbon footprint from door-to-door.’

• Arms Regional strategies would improve • Wiper blades • Arms • Motors (24v and 110v)transport services says ICE • Wiper blades • Linkage systems • Motors (24v and 110v) Adopting regional infrastructure strategies across the country would improve transport services and drive economic productivity, the Institution of Civil Engineers • Linkage systems (ICE) has said. • Control switches Responding to the Department for Business, Energy & Industrial Strategy’s • Control switches Track trace • and Components & sparesconsultation on the Industrial Strategy green paper, the ICE recommends devolving • Components & spares

Travellers in Wales will be the first decision-making powers and enabling regions to set their own infrastructure priorities and the skills agenda needed to deliver them. to try a new online networking site The ICE identified the weakness of transport infrastructure as a major issue, but designed to help reunite them with in addition to continued targeted investment to improve transport capacity and lost belongings. Arriva, supported frequency, it highlighted the need for digital transformation and a skilled workforce as by the RDG is running a two-month part of the solution, recognising the interdependent nature of infrastructure. The ICE’s trial of FindMyLost, a digital ‘lost recommendations to BEIS include: and found’ platform which lets • regional infrastructure strategies should be developed across the country, following anyone who finds, or loses, an item the example of the Midlands Engine Strategy, to determine the economic and social post a photo and details. Delphine infrastructure needed to drive sustainable growth Merlot, RDG head of innovation & • clear and committed pipelines of regional infrastructure projects, similar to the National partnerships, said: ‘Losing a personal Infrastructure and Construction Pipeline, should be used to enable government, Whether your trains operate in the heavy snow of institutions We offer robustly engineered solutions train industry and academic address local skills gaps and invest in solutions the for training item is stressful enough without Whether your trainsthe operate inthe the heavy snow of Wetooffer robustly engineered for tra the mountains, heat of desert, or the harsh builders, and system upgrades for operators needed having to go through a complicated the mountains, the heat of the desert, or the harsh builders, and system upgrades for operators • digital delivery and smart infrastructure solutions be embedded across all on salty environment of the coast... you need a wiper (especially those should experiencing a high LCC process to find it. Visit: www. economic social infrastructure salty environment ofrely theon. coast... you needand a wiper (especially those experiencing a high LCC on system you can original equipment).

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Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit:

Whether your trains operate in the heavy snow of PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, United Kingdom the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper

We offer robustly engineered solutions for t builders, and system upgrades for operators (especially those experiencing a high LCC on



West Midlands desperately underfunded for transport The West Midlands is desperately underfunded for transport – that was the overwhelming consensus of the mayoral candidates who met last month to debate the region’s transport needs. The five major parties were represented at a public debate organised by Railfuture and Friends of the Earth. ‘The lack of money is something that every candidate raised’, said Steve Wright, secretary of Railfuture (West Midlands), who organised the event. ‘There were many topics that came up, including buses, pollution, congestion and HS2, but the key issue was how does the West Midlands get its fair share of funding to make the transport improvements that the region desperately needs.’ Beverley Nielsen for the Lib Dems said that the West Midlands needs £1billion a year for transport. ‘It could manage with £700 million per year but it’s only getting £300 million, which is insufficient,’ she said, pointing out that the West Midlands economy is ‘the size of the Czech Republic and New Zealand’. Nielsen proposed offering free transport to all young people aged 16-25. ‘We must invest in getting them to use public transport so that they do not buy cars later on.’ James Burn for the Green Party said: ‘The funding pie is quite small. The UK is one of the most centralised countries in the world. Westminster decides how 91 per cent of all taxpayers’ money will be spent, but it’s a much lower proportion in other countries.’ Siôn Simon, the Labour candidate, said that he wanted to expand Birmingham International Airport, and that roads must work better, becoming more effective. ‘There are lots of projects in the pipeline already fully or partly funded.’ Additional funding relied upon the credibility of the case, not the credibility of the mayor. ‘The mayor needs to enable people to get things done.’ Pete Durnell, for UKIP, is the son of a founding member of Seven Valley Railway. He described HS2 as ‘not justifiable’, ‘but we must make it work to best effect’ he said. Andy Street for the Conservatives said: ‘The West Midlands needs to spend more than the funding it has been given by government. We need to think laterally about new funding models. The Mayor’s job is about how we do something more than what we do.’ The meeting was chaired by Lorna Slade, editor of Rail Professional magazine and a Railfuture vice president. Rail Professional

• smaller infrastructure schemes should be bundled together to attract financing from large institutional investors • investment should consider asset-to-asset connectivity rather than city-to-city as emphasised at present. Decision-makers need to focus on end-to-end journeys for both passengers and freight, linking key transport hubs, such as ports and airports, to population centres. Nick Baveystock, director general of the Institution of Civil Engineers said: ‘It’s clear that parts of the country are poorer connected and less productive than others, constraining the UK economy and negatively impacting people’s quality of life. Rather than trying to incorporate local infrastructure needs into national policy, it would be better to devolve such decision-making. Regional strategies would be efficient and effective at addressing our most pressing infrastructure issues: building a modern, effective transport system, securing sustainable energy and delivering quality, affordable housing.’

Rail planning too important to be left to the industry says new ITC report A new report by the Independent Transport Commission (ITC), Classic Rail and Connected Cities: Capturing the Benefits from Rail System Development, provides a template for maximising the long-term benefit from railway enhancements. The report examines the long-term effects of major infrastructure development – both positive and negative – and provides a guide for how the railway can create greater economic growth, employment and housing. The study recommends that decisions taken now over infrastructure development and rail services must reflect on the opportunities for future development beyond their immediate project or control period accountabilities. ‘Current rail industry infrastructure planning processes follow Network Rail’s five year funding cycle of control periods. They can often interface quite clumsily with national, regional and local planning processes and timescales and rail franchise re-letting timescales,’ said the report, which identifies the following principles for developing railway enhancements on the UK network: • being responsive to change – the classic rail has a long experience of adaptability and this will be just as important going forward if rail is to continue to thrive • the place as a catalyst for growth – a new rail station or service can successfully enable the growth or renewal of a place, but this requires an approach that considers the wider area that the rail station or service will serve • connected and accessible – good connectivity both with the existing rail service and with other forms of transport is essential for capturing the full value from rail infrastructure investment • make stations places of arrival and exchange – stations are more than a source of income; they act as gateways and meeting places for a city and its hinterland. Authorities should look and plan for their stations to support much wider social and economic renewal objectives • collaborate to succeed – benefits arise from collaboration between transport providers and local organisations in the classic rail and high speed rail development. On occasions, this collaboration needs to be aided through bodies that can set this process in action • improve rail planning processes – a long-term, collaborative approach is essential to ensure that decisions are taken for a 30 or 50-year life in order to allow adequately for future proofing, not just focus on the five year funding control periods. Sir Peter Hendy CBE, chair, Network Rail and patron of the ITC said: ‘This report is very timely as we move towards railway Control Period 6, and the determination by government and the Office of Rail and Road of how much resource should be put into which schemes for railway enhancement from 2019 to 2024. It should encourage everyone concerned to look for the wider economic benefits of proposed schemes, and seek out funding contributions to them.’ (see interview - page 56) Dr Matthew Niblett, ITC director, said: ‘We need to take a longer-term perspective to ensure the UK maximises the social and economic renewal potential of rail infrastructure investment. ‘During a period of major population growth and political devolution, Britain needs to make sure that rail-led development is shaped by the needs of local communities and businesses, with good integration with other transport modes to maximise the durability, social and economic potential of the asset. ‘Meaningful, early engagement of multiple organisations and local groups – not just on design issues, but through the build and delivery, as well as continuously managing and maintaining the assets after completion – is key to the success of the railway of tomorrow. ‘We regard rail system development as too important to just be left to the rail industry alone.’



Rail industry gets boost from National Transport Design Centre

The National Transport Design Centre (NTDC) recently met a major construction milestone as the roof of the £7 million design facility was lowered into place ahead of its opening next month. Coventry University’s vice-chancellor, Professor John Latham, and director of strategic initiatives, David Wright, as well as Coventry & Warwickshire Local Enterprise Partnership’s operations director, Paula Deas, and Kier’s contracts manager, Craig Garrood, were there to witness the event. Built by Coventry University as a dedicated transport design research centre, the NTDC will provide a state-of-theart environment for businesses, researchers and students to create and refine future transport solutions. The Centre will become a focal point for research-driven postgraduate education in rail, marine, aerospace and automotive disciplines. In addition, Coventry University will also be able to provide access to experts from across the various disciplines to feed into the NTDC. David Wright, director of strategic initiatives at Coventry University, said: ‘Design, and especially transport design, is a field in which the UK has world-leading firms, and yet the sector’s contribution to the UK economy is still not as wellrecognised as it should be. The Centre has been conceived to be a collaborative, creative environment, from which we will support the design sector with focused research and continue to grow the talent pool for the future, particularly at post-

Forth Bridge to give visitors the climb of their life Network Rail is progressing plans to take visitors onto the Forth Bridge for the first time, focusing on delivery of a ‘bridge climb’ experience in South Queensferry. The plans are expected to attract 80,000 visitors a year to climb the 127-year-old structure. Access will be provided via an existing walkway under the south approach span and a new steel walkway positioned discreetly within the top member of the southern suspended span. Visitors will be pulsed in groups of up to 15 from a new hub building near Hawes Brae and will be hooked on to the bridge using a harness and continuous safety line. The plans are a revised version of proposals first developed in 2013 which had included a visitor centre and viewing platform in North Queensferry as well as a facility at the southern side. Funding considerations have encouraged initially taking forward a leaner, more focused bridge walk project with the potential to develop the business further in the future. David Dickson, infrastructure director of the ScotRail Alliance, which includes Network Rail, said: ‘We have explored numerous options over the last two years to Rail Professional

graduate level.’ The Centre has received investment from the Coventry and Warwickshire Local Enterprise Partnership as part of the government’s Local Growth Deal. Research projects associated with the NTDC are already underway with the centre open for business from June. Visit:

take forward our visitor proposals, however, after reviewing the business case we have chosen to focus, at least initially, on the bridge walk option. This requires a lower up front capital investment and offers a quicker rate of return.’ A public consultation on the proposed development is expected to begin in summer 2017. Planning permission will be sought following the conclusion of the consultation. Listed building consent will be required as well as close consultation with heritage experts and world heritage officials. Dickson continued: ‘The Forth Bridge is one of Scotland’s most loved structures and our plans reflect that. The access gantry

we are proposing will be almost invisible from the shore and fully reversible should we wish to remove it in the future. What we must not forget is that the Forth Bridge is a working structure which has always required maintenance and that will continue. What we’re proposing will simply allow us to invite visitors to learn about the history of a structure that, in the past, has only ever been accessible by a lucky few railway workers.’ The bridge walk is expected to be operated under a management contract on behalf of Network Rail. The costs of developing that walkway, building and access construction are estimated at £10 million.

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Prince’s Trust youths offered jobs with Great Northern Five young people struggling to get a foothold on the employment ladder have been given a job by Great Northern after graduating from a scheme the Toc runs with the Prince of Wales’ charity, The Prince’s Trust. The five have now graduated from a fourweek course in customer service and are set to start working at stations across Great Northern. Lee, from St Neots, did his work experience at Stevenage and now has a job at Finsbury Park station. ‘Before the course I didn’t know what I wanted to do and felt like I was living under a dark cloud. The station team made me smile as they were so open and friendly. I feel so much more confident and feel ready to push myself further in the future,’ he said. Daniel, from Stevenage, did his work experience at Finsbury Park and King’s Cross, where he now has a job on the ticket gate. ‘I’ve been a single dad for the last three years and I wanted a chance to challenge myself. I was really grateful to be accepted by the station team I worked with. I’m so pleased to have the chance to wear this uniform again to make a good life for me and my son.’ Oliver, from Cambridge, did his work experience at King’s Cross and Finsbury Park and now has a job at Stevenage station after applying for many jobs and not gaining an interview. ‘All the staff throughout the programme were very welcoming. This has given me so much confidence,’ he said. James, from Hertford North, did his work experience at Stevenage and has a job at Gordon Hill. ‘Before this course I was on a dead end road and was scared of meeting new people. I’ve made a whole new group

of friends and want to say thank you to everyone at the station. I really enjoyed the four weeks and had an amazing time,’ he said. Charlie, from Potters Bar, did his work experience at King’s Cross and Finsbury Park, where he now has a job. ‘I loved this course and learnt so much. I can’t fault the team for how wonderful they were. I’ve finally found a place where I feel I belong,’ he said. The Get Into Railways programme gives young people aged 16-25 vital learning and skills to help them find work in any industry, with a specific focus on the railway.

Top apprentice ‘an inspiration’ Ben Cox, a 22 year-old civil engineering apprentice from Medway in Kent has been named Crossrail Apprentice of the Year. Cox received the award for his ‘unwavering enthusiasm and total commitment to quality assurance and safety’. He is undertaking a Level 3 Infrastructure and Civil Engineering apprenticeship at Crossrail’s Stepney Green site with contractor Costain Skanska Joint Venture and has been described as an ‘inspiration to the whole team’. Said Cox: ‘I’m surprised and very grateful to have been given this award – there are a number of people I work with every day who all deserve to be recognised for their passion and hard work. I’d encourage anyone thinking about an apprenticeship to go for it.’ Sir Terry Morgan, Crossrail chairman, said: ‘I am continually impressed by the drive and commitment of our apprentices and would like to congratulate each of them on their fantastic achievements.’ Crossrail has surpassed its target of creating 400 apprenticeships during the lifetime of the project, with over 657 recruited so far. Rail Professional

Great Northern’s HR director, Andy Bindon, said: ‘Listening to what the youngsters said at the end of the programme, I feel so humble and proud of all the people across our business who have worked so hard to support them on this course. ‘We are very proud of our long association with The Prince’s Trust and I thank everyone from across both companies who have helped make such a different to the lives of disadvantaged youngsters. I also thank the group for their own efforts and wish them the best for the future.’

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In the passenger seat David Sidebottom

Broader implications David Sidebottom looks at lessons learned from GWR’s former handling of passenger complaints


assengers tell us that they feel alienated from the franchise process – sometimes the first thing passengers know about a new operator is when a different colour train rolls in one morning. While commuters may have little choice in terms of operator, a more positive, trusting relationship with an operator can help to move rail travel from being a ‘distress purchase’ and towards a more conventional

Rail Professional

customer/supplier relationship. It is even more important when things go wrong on the railway that passengers’ complaints are dealt with effectively by train operators and they get the compensation they are entitled to. Over the last few months, disappointingly, thousands of rail passengers who have raised complaints and made compensation claims have had to wait months before getting a response from

Great Western Railway (GWR). Following interventions by Transport Focus, GWR is restoring improved levels of service for passengers. As we intervene in complaints when passengers are not happy with the way train companies deal with their complaints, we also saw a major surge in our post bag. Critical in shaping views But why should all of this matter so much? Our research tell us that the interactions






If you want to know how



train companies have with passengers when they are delayed are critical in shaping their views. Ultimately when you buy a rail ticket you are putting your care in the hands of the industry, however it seems that on this occasion many GWR passengers have been let down. So what lessons can be learnt from this experience? In spring 2016, First Group, who currently runs the Great Western franchise, awarded a contract to Capita to run its new customer contact centre. The combination of some major incidents on the network, along with some significant operational and staffing challenges at the centre, resulted in many thousands of GWR passengers having to contact the operator. Transport Focus has heard from hundreds of frustrated passengers who had to wait for several months for a response. We tackled the issue directly with GWR, along with the rail regulator, the Office of Rail and Road. The promised improvements were initially slow to appear. So our board invited Mark Hopwood, the company’s managing director, to its meeting in public to explain why the backlog occurred, and what GWR has been doing to try and resolve it. Transport Focus asked for progress updates from GWR to reassure that its recovery plan got back on track. Broader implications GWR has now managed to clear its backlog and there is light at the end of the tunnel for passengers. But there are broader

Macrete NCE 1-2 page March 2016-paths.indd 1 Rail Professional

implications of how a train company moves from one customer service supplier to another and how recovery plans are formulated, managed and communicated. This should be useful for other companies and also when franchises change from one company to another. We will be reporting on these learning points in future. With the South West franchise having been recently awarded to First Group and Hong Kong’s MTR it should be alert to the issue and ensure this does not happen in future, whoever provides the complaints service. GWR and other franchises must now learn the lessons from this backlog. Where passengers have experienced significant delays in getting a response to their complaint has the train operator offered an additional gesture of goodwill? And when things do go wrong will communication be honest to maintain levels of trust with passengers? All of these questions are vital to consider if passengers are to feel that train companies are on their side. To build greater trust with passengers, it is important not only to deliver a punctual and reliable service, but also to build a stronger relationship with passengers, based on communicating openly and honestly and turning a bad experience into a good one. We’re asking operators to take note of this feedback from passengers and learn from it. David Sidebottom is passenger director at Transport Focus

With the South West franchise having been recently awarded to First Group and Hong Kong’s MTR it should be alert to the issue and ensure this does not happen in future, whoever provides the complaints service. GWR and other franchises must now learn the lessons from this backlog

17/03/2016 11:11

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Chris MacRae

Time to crack open the campaign Chris MacRae looks at the external costs of rail freight and suggests the need for a campaign on reducing them


o enable competitiveness with road, rail freight costs need to reduce, and the infrastructure of the network needs to be enhanced to optimise it for freight. Three key issues currently exist in rail freight against the background of the pressures of the carbon reduction and air quality agenda: freight track access charges, grants, and infrastructure funding. Rail freight track access charges As part of the 2018 periodic review (PR18), ORR is reviewing the structure of charges levied for use of the network for Network Rail and train operators. ORR is now seeking views on a series of proposals that it recommends implementing for Control Period 6 (2019 – 2024) and on the

...this is not about rail gaining a percentage market share change with road freight or coastal feeder shipping, but about preserving and enhancing the inland transport connectivity to major ports necessary to maintain Britain’s global market connectivity and the supply chain efficiency of doing business in Britain...

options for the capacity charge as well as on improving the incentives for Network Rail and train operators to work together1. At the last Periodic Review that set the charges for the current Control Period 5 (2014 – 2019) there were fundamental structural changes in both the extent and level of network access charges for freight companies. These caused shock-waves in the industry and particularly damaged end customer confidence in rail freight thereby hurting investment and supply chain decisions to commit volume to rail as opposed to other modes. This time the real scare is a potentially big change to the cost base as Network Rail has not achieved the 30 per cent cost efficiencies target it was set for CP5. Therefore as Track Access Charges have to reflect the costs directly incurred then this potentially means that they have to increase in line, thereby putting up costs for Foc’s that get passed to the end customer

(the shipper) using rail freight. There is obviously a chronic need to get Network Rail costs down, but in the seeming absence of the ability to do so this causes the potential for an acute problem as described above. Rail freight grants Each freight train can, on average, remove 48 lorries from the road network. Mode Shift Revenue Support grant (MSRS) assists companies with the operating costs associated with running rail freight transport instead of road, where rail transport is more expensive. It is designed to facilitate and support modal shift, generating environmental and wider social benefits from reduced lorry journeys on Britain’s roads. The scheme operates MSRS (Intermodal) for the purchase of intermodal container movements by rail2. MSRS (Intermodal) is available to all traffic carried in standard intermodal units Rail Professional



(containers, swapbodies or piggyback trailers) on railway infrastructure as defined in the Railways Infrastructure (Access and Management) Regulations 2005. A current concern is the cut in funding for such a grant in England following the announcement in this year’s Budget to reduce the MSRS Grants by circa £4 million per annum (the budget devolved to Scotland has actually slightly increased) and the reported potential for loss of retailer rail freight traffic back to road as a result. Given the pressures on the carbon and air quality agenda it is important that unintended consequences from budget cuts do not force traffic currently on rail back on to road freight. Infrastructure funding Network Rail has a specific funding stream in the current regulatory Control Period to deliver network infrastructure enhancements for rail freight. This builds upon a similar fund in the previous control period of £200 million that delivered loading gauge clearance schemes to allow increasingly common 9’6” shipping containers to be carried on rail to and from the major UK container ports. The importance of this is not about rail gaining a percentage market share change with

road freight or coastal feeder shipping, but about preserving and enhancing the inland transport connectivity to major ports necessary to maintain Britain’s global market connectivity as well as the supply chain efficiency of doing business in Britain, especially as world shipping lines seek to use larger vessels making more selective port calls in northern Europe. The current Control Period sees Network Rail funded to deliver £250 million of infrastructure enhancements to optimise the mixed use rail network for freight. Freight schemes in the current Control Period (2014-2019) are about increasing freight train length and capacity on key strategic corridors, as well as providing diversionary capability for 9’6” shipping containers on standard wagons when main routes are closed for maintenance or other reasons. These corridors include Southampton Port to West Midlands and Felixstowe Port (UK’s largest container port) to West Midlands. The infrastructure enhancements in this Control Period are designed to build upon those in the previous, enhancing Britain’s supply chain connectivity. It is important that such specific freight scheme funding by government continue in the next regulatory Control Period so as to

continue to meet the objective of enhanced supply chain connectivity that these schemes are being funded to deliver. Policy lobbying opportunities/campaign proposal This all points toward the need for a campaign on reducing the external costs of rail freight – to lobby ORR, DfT and Transport Scotland, UK and Scottish governments, and UK and Scottish Parliaments on these issues.

1. The ORR consultation is available at: 2. uploads/system/uploads/attachment_data/ file/410553/MSRS_Guide_2015_16.pdf For further information on FTA’s rail freight policy work contact: Chris MacRae, head of policy – rail freight and Scotland Tel: 07818 450353 Email: Visit:


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The funding gap – #RailTechIsRising River Tamoor-Baig looks at the problems for start-ups wanting to enter the rail market and announces Hack Partners’ new approaches to driving forward innovation


hen we first started the HackTrain initiative, we had a concrete plan. Get a dozen challenges from the rail industry, run a hackathon, help implement the best ideas via the accelerator and celebrate with a bottle of shandy. We did the first three, but couldn’t bring ourselves to open the shandy. The accelerator brought 10 incredibly innovative startups to the industry, but, one year on, not a single one of them considers rail to be a viable major market opportunity for growth. Though three of the companies won contracts with Toc’s and have deployed

Startups don’t have the luxury to wait around, they simply don’t have the money to survive an 18-month procurement cycle. So, as a result, they go where they’re able to grow the fastest. It sucks for us as an industry. We have market opportunity and demand…but in terms of speed, we’re not there yet

their technology in live environments they are still focusing their efforts on other industries such as aviation, roads and even construction. Why? Because at the end of the day, market opportunity and demand are what drive startups the most and as a result they will go where these are largest and fastest to achieve. Startups don’t have the luxury to wait around, they simply don’t have the money to survive an 18-month procurement cycle. So, as a result, they go where they’re able to grow the fastest. It sucks for us as an industry. We have market opportunity and demand…but in terms of speed, we’re not there yet. One of the industry’s fastest growing technology companies – SilverRail raised $9million within its first year. They spent a lot of that on product development, but I’m willing to bet Aaron Gowell, their CEO, a successful serial entrepreneur knew his new venture would need a large amount of capital to survive the lengthy procurement cycles rail would put them through. Other startups that could have a massive impact in rail simply focus their efforts elsewhere. Vivacity, which ran trials for four Toc’s during our accelerator has seen a lot of demand from Toc’s and Network Rail. But, while they were waiting to hear back from the industry, a compelling opportunity for roads opened up, and the team shifted their focus there. One could argue that the team are merely attracted by shiny pots of cash – but, a typical startup’s cash reserves only last them three to six months, thus founders do whatever it takes to stay afloat. Sometimes that means

pivoting and going after a market that’s easier to enter. Vivacity’s founders are now closing off a £1m round of investment so that they are able to further develop their technology and also take a more long-term view on entering into markets. Pointr, whose wayfinding technology was procured by Virgin have left the rail market doubling down on their efforts in aviation, as dealing with airlines and airports was much simpler than trying to deal with Network Rail and Toc’s who were at odds on who should pay for the technology. Both of these companies can really help transform customer experience and operational efficiency, but simply saying we’re interested isn’t enough to convince them to invest their time and efforts; we, the rail industry, need to invest in companies to show that we are not only interested in procuring innovative solutions, but are also willing to help develop them from the bottom up. Otherwise, we’ll keep losing the best startups to other markets. Preventing young innovators This gap doesn’t just exist in with existing companies wanting to enter the rail

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industry, it also prevents young innovators who attend hackathons, like ours, from transitioning their prototype into a fullyfledged solution deployed in the market. We hypothesised that the £25,000 investment would be enough for these newly formed teams to develop their prototype into a fully working solution – that, we got right, with the team who came from the hackathon building out a working product. What we didn’t take into consideration was the time it would take the industry to procure these solutions. £25,000 suddenly seems dauntingly small through the lens of a six to18 month procurement cycle. Many tell me and the startups that they should apply for the numerous innovation funds ran by industry’s various trade bodies. But the funds themselves take six to18 months of applications, presentations and business cases before they release any money to the startup. By the time money hits a young entrepreneurs account, they’ll have already went through a birthday, Christmas, Eid and Hanukkah! New venture capital fund To address both of these gaps we are innovating our own approaches to driving forward innovation in rail. Moving forward we’ll be tweaking how we run our hackathons and also launching a new

venture capital fund. Firstly, we’ll be setting aside a posthackathon investment fund, where participants will be able to receive quick bursts of small amountS of money to help them carry their idea forward. We’re already exploring how we do this with the Department for Transport after running their first ever external hackathon, DfT Hacks. By the time HackTrain 4.0 rolls around, we’ll have the necessary structure in place to easily fund the most promising ideas. Secondly, we as HackTrain, are launching a new RailTech Investment Fund, specifically geared towards investing £100,000 – £500,000 in early stage startups whose technology can have a massive impact in rail. The fund will be run by technology professionals and venture capitalists with experience in investing in high-growth companies. We’ll be working with Toc’s, Rosco’s, OEM’s and government to ensure we invest in the right startups have that are solving industry problems and can potentially be procured by them. What this means for the industry is that we’ll now have a funnel from start to finish that attracts young innovators with new fresh thinking ideas, gives them the platform to turn these ideas into prototypes, provides guidance and financial support

...we as HackTrain, are launching a new RailTech Investment Fund, specifically geared towards investing £100,000 – £500,000 in early stage startups whose technology can have a massive impact in rail to develop these prototypes into working products and then venture capital funding to help these products be commercialised and procured. This approach will address the various gaps a startup must jump across before their technology lands in the hands of passengers or rail staff. River Tamoor Baig is chief executive and founder , Hack Partners

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The Cheek of it... Chris Cheek

Rail demand still has a spring in its step – just Quarterly numbers show underlying strength of the rail product despite current traumas, says Chris Cheek


here has been much talk of late about the prospects for UK passenger rail. Since the turn of the year we’ve had National Express Group (NEG) quitting the market altogether, selling its last remaining franchise to the Italian state railway operator, Trenitalia. This was accompanied by the controversial ‘I wouldn’t put my own money into it’ statement from NEG’s CEO Dean Finch. As I write, there are persistent rumours about the future of the InterCity East Coast franchise. The word is that the curse of the East Coast has worked its magic once again, and the franchise-winning business case is busy going wrong. This is a big worry in Stagecoach’s Perth HQ, especially in the light of the group’s loss of the South Western contract after more than 20 years and therefore of the profit cushion which that provided. Meanwhile, FirstGroup’s victory on the Waterloo routes was overshadowed by the fact that it was in joint venture with Hong Kong-based MTR Corporation. What seemed to matter to the media about this,

apparently, was not that MTR happens to run one of the most admired urban railways in the world, or that it made a great success of its joint venture with Deutsche Bahn on the London Overground franchise, but that it was foreign. As so often with the media, we had the classic ‘have it both ways’ stories – on the one hand British companies were not investing in the railways any more because growth was slowing down and there was insufficient profit; on the other hand, all these foreigners were coming in and taking all this money out of the pockets of the poor British taxpayer. Both cannot be true: the railways cannot both be insufficiently profitable and lining the pockets of wicked foreigners at one and the same time. More post-Brexit xenophobia, possibly – or, more likely, the usual ‘any story to knock the railways’ syndrome that affects the British media – with a little help from Mick Cash at RMT who can always be relied upon for a suitable anti-management quote. So what is happening on the ground? There are some clues in the latest quarterly

statistics on patronage and revenue from the Office of Rail and Road (ORR) – but as always it is important to get behind the headlines. These showed that there was no growth in the number of passenger journeys during the fourth quarter of 2016, ending on 31 December: 442 million passenger journeys were made during the period, unchanged from the previous year. The journeys covered 16.5 billion passenger kilometres, 1.4 per cent ahead, and cost a total of £2,384 million in fares, 1.2 per cent more than in 2015. Over a rolling year, the national totals for the twelve months ended 31 December 2016 show the number of passenger journeys rising by 1.9 per cent to 1,732 million. Passenger kilometres travelled rose by 2.3 per cent to 65.0 billion, while passenger revenue was 2.2 per cent higher at £9,356 million. The lack of growth was unsurprising, in the light of the ongoing dispute at Govia Thameslink Railway (GTR), which reached its nadir during the quarter with the ASLEF strikes bringing the Southern network pretty much to a complete halt. GTR was

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not alone in seeing a fall, either: there was a hefty fall at South West Trains as well – this for the second quarter in a row. This time, the fall was 2.4 million journeys (3.9 per cent). There were small falls as well on routes out of Liverpool Street (both Greater Anglia and TfL Rail), but still strong growth elsewhere. Chiltern led the way with a 7 per cent increase, followed by c2c on 5.9 per cent. In the rest of the country, InterCity routes saw passenger journeys rise by 2.9 per cent. Virgin West Coast led the growth with 3.6 per cent, followed by its colleagues on the East Coast route on 3 per cent. Cross Country patronage was 2.9 per cent ahead.

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Other long distance routes are operated by East Midlands Trains, which saw overall growth 2.1 per cent. Great Western, also very much a mixed franchise, saw an overall fall of 0.5 per cent. In the regional sector, demand was 5.4 per cent up on the previous year, with the growth headed by Northern on 18.9 per cent, aided by some remapping between the new Northern and TransPennine agreements. Merseyrail saw growth of 4.3 per cent in the quarter and Arriva Trains Wales 2.1 per cent. However, ScotRail and TransPennine saw small falls. Exciting times Thus, the picture is by no means universally gloomy, and it is too soon to call the end of the long bull market in rail patronage. The compound annual growth rates (CAGR) still look healthy and the trend seems to be rising. The graph shown illustrates the overall national trend for passenger journeys, looking at five-year CAGR rates since 1999. It is an interesting chart – showing clearly the effect of the post-Hatfield trauma, the recession and the slowdown

since 2013. Recalling these traumas perhaps illustrates the underlying strength of the market: Hatfield, the biggest recession since the War and now some of the most disruptive infrastructure works for more than a decade and the worst industrial relations problems since the early 1980’s. Despite all these, patronage is still growing and the trend line indicates that it may even still be accelerating. However, the recent sharp slowdown in growth could indicate that there are other forces at work, and the recent sudden fall in demand in London for all modes of public transport could be a straw in the wind. As so many other industries have found in recent years, there is no escape from massive social and behavioural change. The next two years or so should be fascinating. A whole raft of improvement projects is due for completion, all of which should have an enormously positive effect on the numbers – Thameslink, Crossrail, InterCity Express, Great Western electrification, North West electrification are all big projects currently underway, while capacity expansion at Northern, ScotRail and TransPennine should all start to come on stream as well. These are exciting times indeed for the rail industry: let us hope that the industry is able to take advantage of them.

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Operating more strategically Chair of the British Transport Police Authority Esther McVey introduces its new chief executive, and discusses the new performance framework of threat, risk and harm


’m delighted to be able to announce the new chief executive of the British Transport Police Authority (BTPA) is Charlotte Vitty. Many of you will know her; she has been the deputy chief executive for the last three years and acted as interim chief executive when Andrew Figgures retired. Charlotte has plenty of experience of the British Transport Police (BTP) and brings excellent financial experience to the Authority, having been a senior manager at PricewaterhouseCoopers, and has experience of the private sector too.

Charlotte has hit the ground running appearing before the Transport Select Committee in Westminster and giving evidence at the Justice Committee hearing in the Scottish Parliament. This year has started at a pace and is set to continue that way now the Scottish government has brought forward its Railway Policing (Scotland) Bill and, BTP moves towards a new police strategy that will allow for a more agile force able to cover the ever-increasing demands put on it. >>> The challenges for policing the railways are well-rehearsed, some of you may have already heard me, members of the Authority or senior BTP officers talk about them, but they bear repeating, especially as they are growing and evolving at such a rapid rate. Last year there were 3.2 billion passenger journeys recorded on rail and tube, and this is forecast to continue growing at a rate equivalent to a city the size of Coventry

every year. Crossrail alone is expected to add an extra 200 million passenger journeys a year. The station environment is changing rapidly too. No longer a quick canter through a desolate station, single sandwich bar and ticket hall, instead large hub stations, such as London St Pancras and Birmingham New Street, are fast becoming leisure destinations in their own right, attracting many more people for a longer period of time who wish to shop, have a meal or greet people at the end of a journey.  Such destination hubs place extra demands on policing particularly at a time when police need to be alert to the changing terrorist threat, so starkly demonstrated by the Westminster attack on 22 March. Alongside this, safeguarding the vulnerable and combating sexual offences continue to be hot topics that require attention and resources. 

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As a result of the challenges and changes I have highlighted there is a risk that continuing to focus on 20:20:10 would encourage the wrong sort of behaviours, taking police away from where they are needed most, in order to pursue numerical but lower level crime targets, often associated with the leisure hubs rather than the railway New performance framework As the day-to-day work and longer-term strategy of BTP and the Authority continue to evolve, the need to deliver cost-effective, high quality policing remains, and scoping has already begun on a new long-term BTPA Strategic Plan that will run from 2018. Since 2013, BTP’s core strategy has included targets to reduce crime on the railways by 20 per cent, cut police-related disruption by 20 per cent and increase passenger and staff confidence by 10 per cent. Known as ‘20:20:10’, this approach has achieved much of what it set out to do, changing behaviours

and driving the right actions across the Force to tackle crime, reduce disruption and boost passenger confidence. As a result of the challenges and changes I have highlighted there is a risk that continuing to focus on 20:20:10 would encourage the wrong sort of behaviours, taking police away from where they are needed most, in order to pursue numerical but lower level crime targets, often associated with the leisure hubs rather than the railway. The decision has been made that in 2017-18 the Authority will transition to a new performance framework of threat, risk

and harm – still to be measured by the same granular information used for the 20:20:10 targets – but operate more strategically. This move will give the Authority and BTP the agility required to meet the demands of the environment in which we operate and thus be more effective in pursuing our agreed goals with the rail industry. This threat, risk and harm model reflects a similar move being undertaken by Home Office forces, and the Authority and BTP have been in consultation with Kent Police, which has transformed its own approach to evaluating performance, to share best practice. With all this challenging and interesting work ahead it was no surprise that the role of chief executive of the BTPA attracted a strong group of applicants. Charlotte’s experience and skills as a qualified accountant, with over 15 years experience in a range of industries, alongside her awareness of the issues facing BTP and the Authority, meant she was able to showcase her suitability for the role and set herself apart from the other candidates. I have no doubt Charlotte will have a positive impact in this role, bringing her enthusiasm, energy and outlook to it and I very much look forward to working closely with her.

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Laying down the law


Martin Fleetwood

Yours or mine? Don’t lose track of your intellectual property, says Martin Fleetwood


any companies working in the rail sector are developing their own intellectual property (IP) to help enhance the products or services that they provide. Some of it is created by the company’s employees but some is created by the consultants who are employed to work on a specific project. Who owns the rights to that IP and therefore has the right to exploit it is an important issue for the business. Creation by an employee Various Acts of Parliament and EU Regulations have been developed over the past 70 years to protect the different types of IP. However, the general rule in relation to IP created by an employee during their

Just because a work is created during working hours does not necessarily mean that the intellectual property in that work is owned by the employer (although there may be questions on misuse of company time etc.)

employment is that, in the absence of agreement to the contrary, the first owner is the employer. But, while first ownership of the invention, copyright work, design or database will usually vest in the employer, the statutes do not expressly deal with non-economic rights such as, in the case of copyright, moral rights which are personal to the employee. Moral rights come from the Copyright Designs and Patents Act 1988, and sit alongside copyright. They protect the integrity and ownership of the work. Unlike the economic rights e.g. the right of reproduction, distribution and licensing, moral rights cannot be transferred and remain with the originator of the work. Moral rights include the right to: • be recognised as the author of the work • object to the derogatory treatment of the

What is Intellectual Property? Intellectual property refers to the collection of rights which protect creations of the mind, e.g. inventions, literary and artistic works, designs, names and images. The four main rights are: • patents for inventions • registered and unregistered design rights for industrial designs • copyright which covers artistic and literary works (including software) • trade marks for names There are also ancillary rights which cover areas such as performance and rental rights

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work (broadly unauthorised editing and adaptation) • object to false attribution of the work: and • not to be identified or named as the author of a work which they did not create. In a commercial context, if these moral rights are not waived then the employee may have the right to be named as author on all copies of the work, and crucially, the right to object to any editing or adaptation of the work. The potential implications for an employer if the employee were to successfully enforce such moral rights could be significant as the employee could prevent the employer from effectively dealing with those rights. Creation by a consultant As a consultant is an independent party then, unless otherwise agreed, all IP created by a consultant will be owned by them and not the company engaging the consultant, even when engaged on a long-term contract. When was the IP created? Most IP disputes in an employment context hinge on whether the intellectual property in question has been created ‘during the

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course of employment’. This is determined by a number of factors including whether: • the work falls within the job description • the work was created during working hours • the employee could have reasonably been expected to create the work • any agreement exists relating to the work between the employer and the employee. Just because a work is created during working hours does not necessarily mean that the intellectual property in that work is owned by the employer (although there may be questions on misuse of company time, etc.). Similarly, if work is produced outside working hours but falls squarely within the employee’s job description then the first owner of that IP may be the employer, notwithstanding that the work was created, for example, in the evening. Agreeing the correct contract terms Standard contracts of employment do not generally provide for specific IP focused roles and therefore, bespoke terms should be included to ensure that both the employer and employee are clear on what IP is required from the engagement and how

that will be owned. Specific provisions will be required to waive the employee’s moral rights in any works which are created. An appropriate consultancy agreement should clearly and expressly state within the terms of engagement that the IP in the deliverables and the services provided by the consultant will transfer to the company immediately upon creation. A written agreement is particularly important as while an assignment or licence of IP created by a consultant may be implied when ‘it is reasonable, equitable and necessary for business efficacy’ and ‘the terms are obvious and capable of clear expression and do not contradict any express terms’, such assignments and licences are rare.

Martin Fleetwood is corporate partner at Shoosmiths

Email: Disclaimer This article is for informational purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given.

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Don’t get sidetracked Jonathan Kirsop and Emma White look at the impact of the EU General Data Protection Regulation for rail businesses


he EU General Data Protection Regulation (the GDPR), which comes into force on 25th May 2018, is one of the most wideranging and ambitious pieces of legislation passed by the EU. The GDPR consolidates and strengthens data protection rights of individuals including, for example, the expanded definition of personal data and the introduction of the ‘right to be forgotten’. The GDPR’s changes will significantly impact many industries including the rail industry and, in particular, Toc’s. We are almost one year into the two year implementation of the GDPR. If you have not already, you should start to prepare for the introduction of the GDPR as there will be a lot more expected of businesses in a post-regulation world. This article considers

We are almost one year into the two year implementation of the GDPR. If you have not already, you should start to prepare for the introduction of the GDPR as there will be a lot more expected of businesses in a postregulation world

the impact of GDPR for rail businesses and what steps they should be taking now in preparation for implementation – regardless of ‘Brexit’. How does this impact the rail industry? The industry will be particularly affected in the following areas: Scope – The definition of personal data is expanded under the GDPR to include pseudonymised personal data (e.g. data that has been encrypted to conceal the identity of the data subject), location data and other online identifiers. Data processed by Toc’s, which previously fell outside the definition

of ‘personal data’ in the Data Protection Act (DPA), now falls within the GDPR’s remit, thereby adding compliance obligations for Toc’s. For example, many types of cookies, which were not previously included under the DPA, will now be deemed to be personal data. Consent – The conditions for obtaining consent have become stricter. When a Toc is relying on obtaining consent to process data, this must be in the form of a very clear and explicit statement of consent from the data subject; it also must be separate from other terms and conditions. Consent must also be a positive opt-in and should not be a pre-



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condition of signing up to a service. Online terms and conditions – including those relating to on-board Wi-Fi access – will likely need to be amended to reflect this. Data Protection Officer (DPO) – The GDPR requires many organisations to appoint a DPO to achieve compliance. This includes any organisation that carries out ‘regular and systematic monitoring of data subjects on a large scale’ and may therefore apply to Toc’s. The GDPR specifies that DPO’s are responsible for activities including monitoring compliance, educating staff on their responsibilities, providing advice on privacy impact assessments and co-operating wherever necessary with the relevant supervisory authority. It is important that the DPO makes sure everyone in the organisation is aware of GDPR and sees security as their responsibility. Breach notification – Any breach of personal data will need to be reported to the Information Commissioner’s Office (ICO) within 72 hours. When the risk to individual data subjects is high, the data subjects themselves will also need to be notified. Organisations would be well advised to evaluate, and possibly update, their current breach procedures to ensure GDPR compliance. Toc’s hold increasing volumes of information that is attractive to hackers – such as card and bank details and home addresses – and so cyber security defence strategies are vital. The GDPR is designed so that it will never be cheaper to suffer a breach than to secure the network, quite apart from any reputational damage, the cost of which is difficult to quantify. Other Key Changes In addition to the above, the GDPR has ushered in the following substantial changes: Fines – The GDPR was introduced to give individuals increased trust in data practice. However, to achieve this goal, the GDPR does come with some stings in its tail including maximum fines of an eye-watering four per cent of an organisation’s worldwide turnover or €20million – whichever is higher. Prior to the introduction of the GDPR in May 2018, the maximum an organisation can be fined in the UK is £500,000. Legal Grounds and Privacy Notices – All organisations will likely need to amend their existing privacy notices and terms, in order to satisfy the more onerous demands on legal grounds, such as consent. The ICO confirmed that privacy notices are also likely to require a fundamental overhaul in order to satisfy the requirements of the GDPR. Accountability – Organisations will face increased pressure to illustrate their compliance, including by carrying out Rail Professional

mandatory Privacy Impact Assessments when processing data posing a ‘high risk’ to the rights and freedoms of individuals (e.g. systematic monitoring of public areas using CCTV). Organisations will also be required to keep detailed records of consents obtained and the ICO encourages organisations to implement ‘privacy by design’ internal processes to ensure that data protection is a key consideration in the early stages of any project (e.g. building new IT systems). Rights of Data Subjects – The well-known ‘right to be forgotten’ will again raise its head, as will the right of ‘portability’ (which allows for free transmission of data in commonly used formats), as part of the new and enhanced rights to be given to data subjects. There will also be greater rights to object to data processing.

On 25th May 2018, the GDPR will become directly effective in all member states of the EU. As Article 50 was triggered at the end of March 2017 and negotiations are expected to last the full two year period, it is almost certain that the UK will still be a member of the EU when the GDPR becomes directly applicable to all member states Will the GDPR apply after Brexit? On 25th May 2018, the GDPR will become directly effective in all member states of the EU. As Article 50 was triggered at the end of March 2017 and negotiations are expected to last the full two year period, it is almost certain that the UK will still be a member of the EU when the GDPR becomes directly applicable to all member states. Longer-term, the position is less clear but the government has indicated that, in order

GDPR checklist 1 Are you aware of what the GDPR encompasses and do you know how to demonstrate compliance? 2 Do you have positive consent for the personal data you hold on your network? 3 Would you know if your data had been breached or accessed by an unauthorised party? 4 Would you be able to investigate what had gone wrong and report on what data had been lost within 72 hours of discovery? 5 Do you know the location of all the personal data on your network and that it is stored securely?

to achieve a stable and smooth transition, the same rules and laws which applied while we were in the EU will continue to do so. This, combined with the extensive input the UK had in relation to the GDPR, means that it is very likely that the government will endeavour to retain or replicate, at least in part, the GDPR in national legislation. Similarly, with much of the provisions of the GDPR applying extra-territorially to organisations that do business in the EU, many railway companies may find themselves in scope, either as part of an EU-owned group of companies or otherwise through international operations. The UK Information Commissioner, Elizabeth Denham, in particular has been clear in her intention that ‘Brexit’ should not mean ‘Brexit’ for data protection. What should you be doing now? If the answer to any of the above questions is no, or you are unsure, you can do the following: Audit what data is collected, where and how it is stored, and the legal basis of processing Review the privacy policies and terms you already have – with both data subjects and third party data processors or other counterparties Assess the procedures you have in place for handling individual requests and notifying data subjects and/or regulators of data breaches Plan what you need to change about your systems and processes in order to evidence GDPR compliance. The ICO has released a helpful paper with 12 steps to take now 1 which contains some further preparatory tips on how to plan for the GDPR.

Jonathan Kirsop is partner and Emma White a trainee in Stephenson Harwood’s commercial, outsourcing and technology team



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A different landscape The Digital Railway is catalysing change in supplier relationships in the rail industry, says David Brewer


he number of rail passengers has doubled over the last 20 years. This has largely been achieved through the use of longer trains and squeezing the maximum capacity out of existing services, rather than the introduction of new infrastructure. This approach has run its course in areas where the network is full. Building new capacity through the likes of HS2 and Crossrail is part of the picture, but we also need to unlock the full potential of the infrastructure we already have. The Digital Railway programme at Network Rail is charting new territory on many fronts. The work is different to that of traditional projects, and so are the

relationships. Leveraging the benefits of the programme requires different relationships between technology developers, infrastructure owners and train operators. Funding and financing are also likely to necessitate different ways of working. Fundamental change is required from both Network Rail and suppliers and questions of whether we understand the change and can navigate it remain open. The Digital Railway is an industry challenge, not a Network Rail challenge. Are we any closer to understanding what this means for suppliers? Part of the problem lies in that word – suppliers. Despite efforts by the Digital Railway team to set labels to one side,

Fundamental change is required from both Network Rail and suppliers and questions of whether we understand the change and can navigate it remain open. The Digital Railway is an industry challenge, not a Network Rail challenge. Are we any closer to understanding what this means for suppliers?

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seeing Network Rail as the ‘client’ and other organisations as ‘suppliers’ conditions a certain set of expectations about roles and relationships. It is only when we move past these labels that we will really embrace the sort of industry leadership which is being called for and start to think more clearly about contributions based upon capability. More proactive approach One model being discussed is for private organisations to bid for the opportunity to invest in capacity provision on the parts of the network identified by the infrastructure operator as having the greatest demand. In this model, the operator would hold the ‘utilisation risk’, buying back the capacity and working with service operators to maximise utilisation. We cannot wait for a single client organisation to make all the running; this approach requires a more proactive approach from industry and a readiness to accept risk on the project cost and on the outcome risk of delivering additional capacity. Funding will depend upon the perceived technology risks and the predictability of revenue. Government needs to occupy a space in this arrangement, as the benefits derived from capacity availability are diverse and not fully reflected by ticket sales. These include benefits from land value increases,

commercial rates and GDP, which generate additional tax revenues and improved service quality, in addition to increased passenger numbers. Network Rail’s role in this model is as a capacity planner, enabler of capacity utilisation and technical integrator. It must ensure that a competitive environment is stimulated and sustained and that we learn and adapt from each implementation of new technology. We cannot accept an outcome where a static monolithic solution is implemented, tying the whole network to a single way of doing things or creating infrastructure which cannot evolve cost-efficiently over time to meet changing needs. There are many examples of sectors where organisations have worked together to generate change. These include the development of the telecoms network and the roll-out of 4G, accessing previously economically unviable fossil fuels through deep sea drilling and revolutionising air travel through the emergence of new models, to name a few. The rail industry has pushed for a greater focus on outcomes-based procurement, with suppliers sharing risk and reward. It seems the opportunity and appetite is there and the challenge now rests with us to see if we can adapt to a very different landscape.

The rail industry has pushed for a greater focus on outcomesbased procurement, with suppliers sharing risk and reward. It seems the opportunity and appetite is there and the challenge now rests with us to see if we can adapt to a very different landscape David Brewer is market director, strategic rail at Atkins

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A head start in getting into rail How can suppliers be more visible to buyers? RISQS scheme manager Richard Sharp explores and talks to four big players for their perspective


rying to sell into the rail sector can be a nightmare; to the outsider the rail industry is a fickle and complicated beast, interwoven with regulation and, occasionally, the inevitable red tape that comes with public procurement. Even for existing suppliers it can be arduous; the railway is no soft touch and perhaps rightly so. Rail entertains 1.7 billion passenger journeys a year relying on a national network rich in a wide variety of infrastructure and rolling stock assets, and a 200,000-strong workforce. Passenger numbers have doubled in the last 20 years and this is more than the current infrastructure was ever designed for. Managing, maintaining and upgrading this

critical system is not for the faint-hearted. Government is continuing to invest in the UK’s infrastructure, and Network Rail is overseeing a £40 billion upgrade plan, presenting distinct opportunities to the supply chain. For suppliers to tap into this, they need to be in the buyer’s field of vision, but also understand a little better what their needs are. Here, three senior figures in the UK rail market explain what they’re looking for from RISQS (or Rail Industry Supplier Qualification Scheme) Getting noticed Civil Engineering Contractors Association (CECA) chief executive Alasdair Reisner said: ‘Our members regularly highlight the need to avoid the bureaucracy and red tape that can arise with procurement in the infrastructure sector. We are very supportive of anything that cuts duplication of effort.

RISQS position covering the whole rail sector is a great example of how we can work together to reduce wasted effort, through use of a single system. RISQS is the single entry point for suppliers to the rail industry. Buyers of products and services throughout the GB rail industry, including Network Rail, TfL, passenger and freight operating companies, rolling stock organisations and main infrastructure contractors, use RISQS as its supplier qualification service. A key part of the service is an IT hub which provides buyers with details of prequalified suppliers of particular products and services, so it’s crucial for suppliers to be visible on this hub.’ Having the right credentials ‘To supply to rail means you may need to quickly demonstrate your capabilities,’ said Andrew Haynes, contracts and procurement director for Network Rail. ‘With RISQS, companies who pose a


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higher risk can demonstrate that they have systems and resources in place that meet key requirements such as CDM and the Sentinel rules, because they will have been audited and assessed. That saves everyone time but crucially puts the supplier firmly on the map. Another key component of RISQS is the audit service which provides suppliers with a way of demonstrating and proving their capability levels and so become qualified, getting them on the IT hub to be visible.’ Avoiding wasted time ‘We know that prospective suppliers are strapped for time just like us,’ said Lee Jones of Amey Rail, ‘so we know that a good supplier doesn’t want to waste unnecessary time. RISQS cuts out the red tape of continuous, duplicate auditing and checking by multiple buyers, because they will only need to be assessed once by the scheme which is consistent and used by 118 different buying organisations.’ Avoiding commercial traps ‘As a buyer we want to avoid the duplication

of seeking assurance through other schemes,’ explained Andrew Haynes. ‘There may well be other schemes that claim to offer suppliers the ability to be registered and recognised officially, but, quite simply, we won’t be looking at them, because we’re only interested in schemes that industry itself owns and controls the destiny of – like RISQS. This means industry is not only driving the ethos and substance of the scheme, but also in a way that the whole of industry can buy into. This is quite important because it means RISQS has the critical mass of the industry using it, but also from an ethical perspective, it builds more trust and can’t be accused of acting against industry’s interests. RISQS is industry-owned, sponsored by a board of representatives from across the rail industry, which itself reports into the RSSB board.’ Developing RISQS The beauty of being industry-owned is that industry itself is free to develop and improve the scheme to suit its future. The scheme isn’t standing still, and we want to make it even smoother for buyers and suppliers to strike their deals, and turn investment plans into reality for the benefit of all rail users.

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That means upgrading how the audit regime and IT service work, specifically: • providing a new easy-to-use platform with more functionality • providing better integration with buyer and supplier systems • working with RSG (Rail Supply Group), RDG (Rail Delivery Group) and other key industry bodies to make RISQS a platform to promote UK rail expertise post-Brexit • responding quicker to changes in industry requirements • reviewing pricing to make RISQS fairer, more transparent and provide more value for money. Selected bidders have begun to enter into detailed negotiations with RSSB about providing these services to us. These contracts will be awarded in June, and there will be a transition phase before ‘go live’ in May 2018. Fundamental to all this is helping a company to avoid being hidden, so whether new to rail or a regular supplier, you’ll need to be on RISQS.

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Women in rail


Adeline Ginn

Ladies, it’s time to get on board Still with very few senior women in rail, Adeline Ginn, looks at how women can climb the career ladder to get to board level


ast month, the Commons Business Committee called for women to make up half of all new senior and executive management appointments by 2020. Currently, just seven firms in the FTSE 100 have female chief executives. The benefit of a more gender balanced workforce has been proved time and time again. Studies have shown that companies with more women on their boards outperform their rivals with a 42 per cent higher return in sales, 66 per cent

To maintain its competitive edge, the British railway industry needs to focus on getting more women to join the sector, but also to support their progress up the career ladder in the company within which they are employed

higher return on invested capital and 53 per cent higher return on equity. With a more diverse workforce come different perspectives, experiences and skill sets, as well as new ideas and ways of working, all of which ultimately bring about positive change within companies. The Commons business committee justified its announcement with the argument that more women in executive positions on boards would mean members were more likely to ‘challenge each other, innovate or think imaginatively’, and it is fantastic to see these benefits come in to the public fore. To maintain its competitive edge, the British railway industry needs to focus on getting more women to join the sector, but also to support them progress up their career ladder in the company within which they are employed. And it is not impossible – the final report from Lord Mervyn Davies, the then government’s champion of gender equality in the boardroom, from 2015, showed that with increased awareness, support and encouragement from senior executives, the percentage of women on boards grew from 14 per cent to 26.1 per cent in just five years. However, our most recent survey looking at diversity in rail found that just

0.6 per cent of women in the industry have progressed to director or executive level – with just under four fifths in nonmanagerial roles. Confidence matters When the Institute of Leadership and Management asked British managers how confident they felt in their professional roles. Half of female respondents admitted that they had self doubt regarding their performance and career choice, compared to just a third of male respondents. Crucially, the study also found that women with low self confidence were less likely to be appointed to management positions, and as a direct result, were less likely to achieve their career ambitions. An internal Hewlett Packard study revealed women only felt willing to apply for promotions when they were over-qualified for a position, or felt that they met 100 per cent of the job specification. The study also showed that men, on the other hand, felt Rail Professional



confident applying when they met just 60 per cent of the specification. I myself have seen many instances of this, where I have tried to encourage female colleagues to apply for promotion that they’d be perfect for, only for them to let the opportunity pass them by because there were one or two requirements in the job description which they felt that they had no experience of. I have also known male colleagues apply for the very same positions despite only having experience in one or two areas! The difference is clearly in the mindset. In my opinion, this lack of self confidence is particularly felt in the rail industry, where we have very few senior female role models to inspire and encourage the junior female workforce about the career possibilities that could lie ahead. So how do you climb the career ladder to get to board level? Here are some areas to consider. 1. Mentoring Whatever your responsibilities, you can learn from those with more experience. If you’re in a new job, you can learn from the people who have been there a while. If you’re in a leadership role, you can get valuable advice from seasoned leaders, and also importantly, other individuals from every

4. Get yourself out there Become a self-promoter. Speak at professional meetings. Offer yourself as a subject matter expert to editors in the business and trade press. People who conduct board searches often look at newspapers and magazines to see who is being quoted and written about. Women in Rail is always looking for talented and inspiring women to comment on their experiences in the industry – so we are a good place to start, and welcome contact from anyone who wishes to be involved.

level in the workforce. Women in Rail will be launching its 2018 mentoring programme later this year, having created 300 pairs in 2017. 2. Build your confidence As much as many of us may like to – you can’t eradicate self doubt overnight. It is a long process that involves facing up to insecurities. You must take a look at yourself and identify your own strengths and weaknesses, come to terms with them and develop them because these are what make you yourself and, ultimately, you are your best asset. Then build your own self-confidence by taking little steps out of your comfort zone and doing things that challenge and scare you.

5. Show your breadth You are proud of your experience in a functional area, such as HR, finance or engineering, so you focus your case for being on the board on the value of your expertise. But when seeking a board role, it’s better to show how your management experience will provide benefit across the board (no pun intended) on all or most agenda items while adding real depth in one or two areas. This applies equally to experts in technology, operations, legal, marketing, etc. who are seeking board roles.

3. Network Use your network to meet CEO’s and senior executives in your field and let them know of your interest in a senior position. Ask them to introduce you to other senior executives, board members, and professional recruiters. Participate in trade and professional associations and volunteer for the boards of non-profit and civic organisations. Women in Rail organises networking opportunities across the breadth of the UK – you can visit our website, for more information.

Adeline Ginn is general counsel at Angel Trains and founder of Women in Rail

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I’m ambivalent about ownership actually…what I’m really passionately interested in is two things: one is reminding people what the railway is for, which is creating economic growth and jobs and houses, and the other is making it work properly so that it is actually able to fulfil that

Sir Peter Hendy Sir Peter Hendy CBE, chairman of Network Rail spoke to Lorna Slade about devolution, working together, and why he’s ‘dead keen’ on having private money into the railway


ith the government’s devolution of power agenda, for example new combined authorities and mayors are going to want your attention. Will Network Rail be pulled in different and unplanned directions, and what could go wrong with that? Our own devolution gives us route managing directors with more power locally, part of whose job is to get on with all stakeholders including local authorities and particularly where there’s a new mayor, where government has given money and devolved some tax raising powers like business rates and so on. And we’re very anxious to get on with them because they’ve had significant monies given to them from government for local infrastructure enhancement and skills. In the case of the West of England for example its £30 million a year for 30 years, and frankly some of it needs to be spent on the railway so we’re dead keen. We see the government’s devolution agenda as an essential reason why our devolution should work. What’s more devolution is about creating economic wealth on a local basis, and we’re extremely keen on that because the railway has got something to offer. Were we not devolving it would have been more difficult, but because we are it’s relatively easy. And on my part, because I used to work with the mayor in London I’ve had 16 years’ experience of a devolved transport organisation. The recent Independent Transport Commission report Classic Rail and Connected Cities: Capturing the Benefits from Rail System Development provides a template for maximising the long-term benefit from railway enhancements.

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You gave a foreword to this. Can you comment further? The essential ingredients, which I learned in London, are that you need a strategic spatial and economic development plan for an area which sets out the places where jobs are going to be created and the places that houses are going to be built, and then underneath that you need a transport strategy which sets out what the transport links are to make those places work. Then you need to fund the right projects. And I think some authorities are further ahead than others – actually West of England’s got quite a good transport plan, opinions vary about how good the spatial development plan is, but you need a good one of both of them, and if you look at London’s success that’s why so much was funded, because transport then enables the plan to happen, which is what creates the wealth. So you think planning has been good enough… Well it’ll be better when the mayors and the combined authorities get their act together: in some cases there’s a good regional spatial plan, in others clearly less so. But what is essential is that there is one, because without one you build the transport links in isolation and that’s useless frankly. Yes because the report states: ‘We regard rail system development as too important to be left to the rail industry alone’. I agree. One of the things that’s been wrong with rail planning in the recent past is that there’s a big enhancement programme but it’s a whole collection of projects originated by different people, and I agree that there should be an evident and overt link between economic growth and planning railway enhancements. Indeed the other reason for that is because the people who benefit from

the enhancements, which will generally increase land values, ought to pay for some of it too, and that hasn’t happened either in the past. In terms of the new vertical model planned by Chris Grayling, what can go wrong between public and private companies? You are on record as saying that putting in the signalling on the Jubilee Line was ‘hell’ because the PPP didn’t allow the correct relationship to deliver the project? Yes that is correct. I stand by that verdict the PPP was a disaster, but it’s a really good example of a contract that was not harmonised with the operation of the railway, and I can remember sitting in the mayor’s office with Riley Bechtel telling him that he was entitled to have the railway as often as he wanted to finish the job, which to say Boris [Johnson] was surprised was an understatement, and that’s not a very good way of running a public transport system. It doesn’t mean that the interfaces between public and private sectors can’t be made to work properly but – all Mark Carne’s work not mine – the integrated scorecards which our routes now have, on which we’re judged on some of the measures that our customers – the train operators – are judging themselves on, is a very good way forward. So we need to make sure that what we do is integrated with our customers. The other thing is that there’s no barrier to the private sector working on the railway, the only questions are ‘What are the contractual conditions under which they do it?’ and ‘Are they attuned to the operation of the railway?’ The PPP was an extreme example of ones that weren’t and I think we’re quite able to work with ones that are, providing we’re thoughtful and we remember what the customers actually want. >>>



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What are the incentives for Network Rail and Toc’s to work together? If we share each other’s scorecards and we reward our staff, and they reward theirs, on the grounds of measures that matter to passengers and freight, then we will succeed in doing things which are the right things to do together, even if our motivations are slightly different. The fact that this is a public sector company and the train operators are private sector people – I’m not bothered what their ownership is, I’m bothered about what their motivation is to work together. And we are beginning to see some results out of the routes: West Coast Main Line is performing better than it has done for decades – we used to pay them Schedule 8 now they’re paying us Schedule 8 because it’s so reliable. That’s good for us but it is about getting the right measures together, and the fact that many of the Toc’s want their measures of customer satisfaction to be on our scorecards is, I think, absolutely fantastic; that’s the right way of doing things. Chris Grayling says the vertical model will lead to cheaper fares – do you believe that will be the case? That’s more likely to be his choice not ours. The level of railway fares is primarily a function of government policy but if it makes the railway cheaper to operate then that’ll be a result, and it might do because more liaison might make our works quicker to do and cheaper to do. The other thing is that if we work together we’ll almost certainly create more capacity than we would do if we didn’t, and that’ll increase the number of people travelling, so that’ll produce more revenue as well. Responding to Grayling’s plans, shadow transport secretary Andy McDonald sees the new vertical model as introducing yet more fragmentation and complexity. He also sees the new structure as offering more opportunities for private entities to extract value out of our railway. What would you say to him? It’s wrong. That’s what I would say. I think it’s a cheap political point and it doesn’t reflect a real understanding about how the railway works. It’s not an additional layer of complexity, in fact it’s less complex if the train operators and Network Rail work together with the same set of objectives than it would be if we had separate objectives, and I don’t think it matters who owns which bit of the railway, what matters is that it works for the customers. So the new vertical model will fit with Network Rail’s devolution model? Yep, absolutely. Absolutely right, and the only difference is that our routes generally serve a number of train operators. So in order for us to get a decent scorecard we’ve got to consult each of the operators that have trains on our routes, and the scorecard that results will largely have the dominant


I mean one of the things that’s been wrong with rail planning in the recent past is that there’s a big enhancement programme but it’s a whole collection of projects originated by different people, and I agree that there should be an evident and overt link between economic growth and planning railway enhancements. Indeed the other reason for that is because the people who benefit from the enhancements, which will generally increase land values, ought to pay for some of it too, and that hasn’t happened either in the past operators’ measures, but also some other measures, from people like CrossCountry for example: there’s some real innovation there because, while PPM is the national measure, if you’re CrossCountry what really matters to you is right time arrivals at Reading and Birmingham, because that’s where everybody changes. So that’s what’s in the relevant route measures for their performance and that’s absolutely right. Regarding Network Rail’s plan to operate more like a business than a public sector organisation – part of that is that it’s developing a new incentive scheme to reward private contractors for investing in the Digital Railway. Can you confirm yet whether the financial return for the investment will come from Network Rail or from the Toc’s benefiting from running the trains? So this is work in the course of development but Mark and I and the board certainly believe, and I think for that matter the government certainly believe, that where there are investments in the railway that create more capacity, which have the potential to create more revenue, then the way to draw in private sector investment rather than government investment is to make sure that investment can be rewarded by performance, and if the performance or the assets produces more train paths and therefore more revenue that’s evidently where the source of the reward should come from, so it won’t be rewarded directly from NR, but it will be rewarded from the railway as a whole, enabled by the extra capacity it created. You said concerning the increased revenue ‘However there will have to be some adjustment because railway revenue goes in through a different door of the Treasury to the one which

Network Rail’s costs are paid out of, so that needs to be resolved.’ It does. And I think that’s a challenge for the DfT. I think they’re right up for it, they’re evidently very keen as we are on private sector investment and that’s something that they have to solve. Can the DfT and ORR keep up with Network Rail’s new mindset and structure and be supportive and innovative? Yes I think so, I mean you should ask them but certainly the ORR has been very supportive. We are looking for separate regulated settlements for each of the routes from April 2019 for CP6 and they’re up for that. The Department are up for it too. And frankly everybody wants us to devolve so the least they could be is receptive to the mechanisms that result from us doing so. How are you getting on with the DfT? Do you think your new funder will be interfering more despite appearances to the contrary? We came out very strongly in support of the secretary of state’s proposition that the track and the train should be closer together because it absolutely mirrors the devolution structure that Mark’s put in place. The DfT is also responsible for letting every franchise, which involves a huge amount of detail about how many trains stop at which station, and therefore the working with Network Rail is inevitably really close. I mean it would be foolish to say that has always been in total harmony because it can’t be, and there are different stresses, particularly when the railway is as crowded as it is now. But on the other hand, actually, whoever was letting the franchises, and whether they were our owner or not you would have at least equal debate, because the capacity of the infrastructure to absorb the number of trains and people that Rail Professional


we all aspire to put on it is bound to lead you to an interesting debate, if not some things that need to be resolved. Every franchise is looking for more trains, longer trains, faster trains, new methods of propulsion, and they all require infrastructure adjustments, so, is it an easy relationship? Well sometimes it isn’t actually, but would it be an easier relationship if it weren’t the DfT letting the franchises? No, it would be just as difficult. And the delay over electrification – did that cause tension? Well I think the truth is it’s their choice [DfT] because it’s their money, so my report is my report – I wrote the first four pages, they decided what was in the other 112 because it’s their money. I mean clearly every change to the CP5 enhancement programme is a change; it can sometimes cost money and time. Is it a tight programme? It’s hideously tight. There’s no spare money and there’s no spare time in it. Would you really have wanted it to be like that if we weren’t where we are? No, but we are so we’d better manage it. ORR’s Joanna Whittington sees the potential for increased devolution of routes to undermine the quality of service to those operating across them – freight operators for example – do you believe that’s the case? We have to be careful because you can fill the railway up with the most immediately demanded passenger paths and we do need freight to not only have the paths it needs but to be able to grow. On the other hand if you look at the recent exercise that Paul McMahon, the freight route MD did, the result of his painstaking work has been the removal of something like 4000 freight paths a day which weren’t used, which enables them to be available for passenger services, so it doesn’t wind up in inevitable conflict. What it does require of us all is to work closely together on a very granular basis to fit everything on the railway, and that’s much harder than it was 20 years ago. Paul’s work has been done path by path, but that’s the only way to do it otherwise you’re full of generalities about not being able to fit any more trains on a bit of track, which is virtually never true.

train from Dundee to Penzance plus or minus ten at Penzance affects a minute number of people compared with right time arrivals at Birmingham where all the trains are full and they all change between them. So I think if it requires a bit more dexterity that’s dexterity worth requiring if you see what I mean. Network Rail has a vociferous critic in Lord Tony Berkeley, who says it failed to produce realistic costs for projects and deliver them on time and to budget. What do you say to that? He’s alright. He’s a nice old stick. He has got one or more correspondents who would like Network Rail to adopt particular methodologies of project management, and he’s welcome to his view, and the evidence shows that actually there are projects, particularly in CP5 which haven’t performed well so we can’t be too righteous about it. I think Mark and his executive have been through a huge process with CP5 enhancements. The truth, whatever Tony says, is that a project which hasn’t been scoped properly, where the outcomes are not clear, where the costs are not clear, where the timescale isn’t clear is almost bound to go wrong. There are a number of those in CP5 which have been designed as they’re being built which is the reason they cost a lot. And


that’s not where you want to be. Crossrail is an outstandingly good example of a project which was properly scoped, costed and timed, and will deliver on time. The Great Western is not a project like that; it’s a very bad project from that point of view and that’s not wholly Network Rail’s fault. I wouldn’t disagree with Tony that we can manage projects better; the best thing we can do is to know what they are before we start them; that’s the biggest solution. Ian Prosser told the Transport Select Committee that Network Rail has not yet assessed all of the risks arising from its move to ROC’s and has concerns the network may now have a single point of failure. Could too many eggs in one basket eventually be a problem? Well Ian’s a very wise bloke and I think that one of his comments if I’m right was about the management of very large numbers of level crossings remotely. I think that’s one issue that we are looking at. As to the durability and the resilience of the ROC system, what is true is you’re concentrating more control in one place; I don’t have enough detail to know whether his criticism is justified or not, but what I do know is that when Ian says something we take it very seriously.

You mentioned earlier that ORR will be regulating each route – will that be harder for it to keep a handle on all that goes on? I don’t think so, I mean Network Rail is still going to exist as a corporate entity, and the board and the executive are still going to have to opine on moving resources, money and people between the routes according to what the need is. Actually I think it’s easier in one sense because judging performance by aggregate measures across the whole railway is a pretty hapless way of measuring things, because the railway’s not the same thing in different places – national PPM targets don’t mean anything – the PPM of a CrossCountry Rail Professional

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How will they [ROC’s] cope with the Digital Railway? Well that’s different because a lot of the intelligence transfers from the signalling system to the train – if you want to pop up to the Northern Line control room at Highgate you can see the Digital Railway in operation So will it be easier for them? Well, when I was last up there they were all drinking tea with their feet on the table because actually the system does a lot of things for you which you would otherwise have to intervene in. So if there is a perturbation the system will work out the best thing to do with the trains for now and several hours hence. Manual methods of control produce virtually impossible decisions because you’ve got to work out what might happen in two or three hours’ time for both the trains and the crew. So I think it makes it easier. It’s a much more relaxed environment at Highgate than I ever remember at Cobourg Street, when they were pretty fraught most of the time. It appears to be Network Rail that looks into business cases and benefits of rail re-openings and other enhancements. Yet again that involves consultants but no input from Toc’s. Who is best qualified to work out whether a scheme should go ahead or not? So it’s partially Network Rail, but actually the business cases for quite a lot of enhancements in CP5 are actually held by the department [DfT]. And it ought to be a matter of public policy whether railway reopenings, certainly as far as they’re paid for by taxpayer are… Toc’s have a role to some extent, they can opine on things to do with the operation of trains on the railway, but actually it’s a basic decision about economic growth and where you want to put your money. I think what’s more important frankly is that any such propositions are accompanied by real offers of support for rebuilding the railway. If you want a railway in a place that hasn’t got one you presumably want it because people believe it’s got an economic value, either in jobs or houses; and my invitation and Mark’s invitation and our route MD’s’ invitation is for people to put their money where their mouth is. What’s the situation with the East West Rail link? Chris Grayling says it will provide a degree of comparison with Network Rail in terms of whether we can build lines quicker and cheaper than we are at the moment. Do you welcome that? Mark and I both welcomed it. We’re quite happy to see that Rob Brighouse has just sent his report to the secretary of state. I would say it’s primarily an economic development project. There’s a forecast of building well over 100,000 houses in the arc between Oxford and Cambridge, and it’s on the money that can be gained from those houses, either through land value or from builders or purchasers, that a proposition that it

should be largely or wholly paid for by private finance is made. And I think if Rob can find cheaper, better and quicker ways of building it then we’ll learn the lessons from that, as we will from the report that Professor Peter Hansford is giving us, which is not wholly on the same subject but is designed to test the contestability of railway enhancements, and so some standards associated with them in how we get private money in. So you wouldn’t be embarrassed if they went much quicker in building the line? No, if there are lessons to learn we’ll learn from them. The only difference is that apart from the new bit between Oxford and Bicester, which is already open, the only part of that route which is an existing railway is between Bedford and Bletchley, which is 20mph one coach trains through level crossings, semaphore signals and flower tubs on the stations. I said to Rob I think the most difficult job he’ll find is to do up that bit of the railway when it’s running. He might decide that it’s worth closing in order to do it up, in which case it’ll be quicker and cheaper. But quite a lot of East West Rail is new build. Don’t let anybody think that Bedford to Cambridge is re-opening an existing railway – quite a lot of the track that it’s been built on has been closed for 50 years so it’s going to be a new railway, and new railways are easier to build because you don’t have to put them back together for people to travel on the next morning at 5.30am. Do you believe Network Rail in Scotland should be fully accountable to the Scottish government? I believe it should be fully accountable. I don’t think it should be a separate entity, and indeed were it to be a separate entity or were the Scottish government to want to take over the assets, if they are assets and not liabilities, what they would have to do is also take on a proportion of our debt, which is well over £50 billion; you can’t have the assets without the debt. My personal recommendation is to have neither but like other devolved authorities in various different ways what I think what they really want is to specify what they want from the railway and expect it to be delivered. Mark Carne in a recent interview said electrification of Britain’s railway lines should be scaled back in favour of cheaper alternatives. He referred to the possible use of battery powered trains, other countries’ use of rolling stock run on hydrogen, and liquefied natural gas as an alternative to diesel engines, and of course the large number of trains being built in hybrid mode. Carne sees electrification as less important and that we now have the opportunity to leapfrog it and so something different. Do you agree with this or is it a way of fudging the fact the electrification programme has been so problematic? I agree with him. The Great Western was dreamed up by Andrew Adonis, in 2007/8,


who made an announcement about it without knowing what it was, how much it would cost, where it all goes and how long it would take. Then the DfT ordered some new trains. The technology has moved on in ten years, hybrid trains are fairly commonplace where there weren’t any ten years ago. Hydrogen LPG and other forms of propulsion are definitely in vogue now and batteries are a fraction of the size, weight and cost they were 10 years’ ago. I think Mark is absolutely right: if you look at the physical costs of electrification, what you should start with for a project is the outcome that you want. When Andrew Adonis announced electrification, what he meant was I’d like new, faster, high capacity, more comfortable more frequent trains through the West of England. If he’d set that as a target then electrification is one of the ways in which you would now deliver it. And the days in which you prescribe the method of propulsion and not the outcome you want ought to be over. The only thing you would say about electrification is when people demanded it they demanded it because they knew on a new line you’d have to get new trains, but as a matter of fact you can get new trains without electrification. What will be the impact of leaving the EU on the UK rail industry? One of the questions is the extent to which EU interoperability regulations ought to apply, both now and in the future, and whether any other EU standards are the right standards or not. It’s quite likely that a lot of them are, simply because the supply industry is a worldwide industry and the more standards you set the more it will cost you for different versions of the same thing. But I think there’s an opportunity for us at least to re-visit which standards we’re using, how many of them are applicable, and whether or not we would now like to seek, for good reason, derogations from some of them, which may not have always been asked for politically before. Referring to the Digital Railway and looking for technology from the supply chain, you said ‘Even if they’re not British’ and you talked about extending the concept globally. What do you see as the potential future there, and should we be more global in our outlook? We should be more global. The reason for the Digital Railway is because we’ve got the most crowded railway in the world, so we’re going to have to use ETCS technology first before most other people. Since we’re going to have to do that the opportunity of selling that expertise to the rest of the world, acquired by British people or people in Britain even if the companies they work for are not necessarily owned by Britons, I think is a fantastic opportunity. Several senior staff have left Network Rail for HS2. How do you feel about that? Some say it left the organisation vulnerable and reflected its tarnished reputation. Rail Professional

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Good luck to them. I mean people come and go all the time and HS2 is one of the next great world engineering projects. Quite a lot of people left TfL when we started Crossrail for the same reason – that’s OK. On a wider basis what the industry needs to do is have enough capacity within itself to create sufficient skills and jobs so that we can do everything. Crossrail, Thames Tideway, HS2 they’re all mega projects and I think it would be foolish and futile to say at any stage we can’t do any more because we don’t have enough people. Both the industry and the supply chain have got train enough people. There are rumours that Network Rail plans to cut up to 1000 jobs. Is that the case? No. All of that is an internal email leaked by the RMT because it doesn’t suit the union’s purpose. We may cut some jobs. I don’t think we know how many we would cut. If we can cut them while keeping the railway safe and costing less money to maintain it, my view is that actually as a public body we’ve got a duty to do it. The other thing which is really important is, bearing in mind it’s doubled its passenger capacity in 20 years, there are jobs on the railway for anybody who wants one for the rest of their life if they’re prepared to move who they work for, when they work and what they do, and you can’t say that v2-half.pdf




in many other industries. So the extent to which we took away jobs in high output, or wherever we took them away in order to save money, the railway industry as a whole has plenty of jobs for people to do if they’re prepared to be flexible. And one pension scheme for everybody. It’s a remarkably good place from that point of view. Some huge proportion of the total number of train drivers retire because they’re over 50 – that’s an opportunity. So short-term changes in the numbers of people employed by the industry have gone up and down a few years but so has the staff turnover, and there are plenty of jobs for everybody who wants one, even if it’s not here. In July last year, Mark Carne launched a new campaign, Spaces and Places for Everyone, that aimed to have access for the disabled as part of the initial design strategy for the railway rather than bolted on at a later stage. He was apparently ‘shocked’ when he realised how incredibly difficult we were making life for wheelchair users after joining NR. Yet in your review, you recommended that NR re-plan its investment programme to defer Access for All works from CP5 to CP6. Why is that? My report did defer some parts of some


of the funds. I’m not seeking to evade the blame but actually they were choices made by government because it’s their money, and if you’ve got too many things to do and not enough money something’s got to give somewhere. Have there been tremendous improvements made? Yes, because you can see around the country a whole load of disability access that wasn’t there five to ten years ago. Is there more to do? Well yes because until every station is accessible it’ll never be good enough. What Mark said is right, but actually the real problem is that we’re trying to adapt a 19th century railway to 21st century living standards. If we were brighter in some cases we would have designed-in the things that had to be retro-fitted when the designs were made, and that’s the right thing to do. If you look now at some of the big works they’re doing at stations they always include lifts, they’re not put in afterwards. And Mark is right, it’s not only lifts, it’s smaller things like braille signage, like thoughtful ramps at the right incline for people who can’t walk terribly well, like the right height steps – because a lot of steps are sub-standard, they’re either very small or very large rises; if you’ve got, like I have, arthritis in my ankles, I can’t bear high rise steps because I can’t manage it sometimes, and they’re all things

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that really inconvenience people. And Mark is right to say that we should be much more inclusive in the things that we’re designing as we design them. But will it be done overnight? No it won’t. Actually the surprising and interesting thing is that the railway is quite accessible already, and in fact my view, an untutored view, is that it’s more accessible across the country than the tube is, where each station costs a fortune to do because all the difficult ones are underground. The Adam Smith Institute said last year that Network Rail should be sold off and referred to it as an ‘unwieldy beast’ that was a ‘historical fudge anyway’. What do you believe is Network Rail’s very longterm future? I’m ambivalent about ownership actually. I’m interested, in my remaining time here – I’m 64, I’m not going to be around in 20 years’ time – I hope not anyway, not here. But, I’m not much interested in ownership, what I’m really passionately interested in is two things: one is reminding people what the railway is for, which is creating economic growth and jobs and houses, and the other is making it work properly so that it is actually able to fulfil that. I regard quite a lot of the arguments about nationalisation/no nationalisation/selling

things off as being political froth. I think most politicians don’t actually…no that’s not true…some politicians at least, don’t really understand even that we are publicly owned and what that means, and I’m certainly dead keen on having private money into the railway because it’s the only way we’re ever going to get enough to do what we need to keep the place going. If you look at what I did at TfL, where I was in charge for nearly ten years, apart from things that had to be done I didn’t really change any of the ownership structures or the fundamental structures of the things that we did, because that struck me as being not half as useful as making it work properly. And I would rather we all concentrated on making devolution work by getting working together with the train operating companies – I don’t care who owns them either. Because what people waiting for a train want is what they expected when they bought the ticket; they’re not really interested in who owns it. Are you enjoying the job? Yeah it’s great, I’m loving it. What do you like about it? I can go around the country travelling in the cab of trains, it’s brilliant. What don’t you like?


There’s nothing I don’t like. The truth is actually the one thing I think is really important to do as chairman of this place, apart from support the management, is to keep on talking about what the railway is for. It’s about jobs, growth and houses. Not what it does, that’s Mark’s job and the executives to make it work as well as it can. But the railway is so complex and there are thousands and thousands of people working really, really, hard to make all these different bits join together, but it’s not very good at talking about what it’s for, and it’s so valuable for people to know what it’s for and why connectivity is important. That’s what really motivated me and that story is well worth telling because that’s what gets you the investment; it’s what will encourage the parties to invest in the railway and it’s what will give it a future. I’m only being half serious, I do like travelling around the country, I like meeting people that work for us and people that work for the railway, but actually the real passion is to make sure that people know what the railway is for, because if you’re in any one of the operational, maintenance, engineering, project jobs that we’ve got, you’re totally focused on what you’re doing, not why we’ve got the end result, and I think that is a job for somebody like me to do, so I think that’s quite a good job.

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RAILTEX 2017 |


Railtex – more than an exhibition With Railtex 2017 expected to be the biggest to date, the exhibition is firmly established as the place to be for those active in today’s thriving rail industry


ailtex is the all-encompassing showcase for technological innovations across the entire rail supply market. It provides an unequalled opportunity for UK companies serving all aspects of the infrastructure and rolling stock sectors, for three days under one roof, to present their capabilities, meet their customers and be part of the industry’s networking event of the year. Railtex attracts international visitors and exhibitors as well as industry leading keynote speakers – all of which provide the ideal platform for the industry to come together and do business. First staged in 1993, Railtex has been the largest rail exhibition in the UK for

more than 20 years and is Britain’s leading showcase for railway equipment, products and services, with a strong reputation for attracting visiting managers, engineers and buyers at the highest level. With the exhibition as its centrepiece, Railtex additionally features a stimulating supporting programme encompassing keynote speeches, seminars and discussion forums all devised to highlight industry trends and – importantly – bring people together. Feature areas and associated events Railtex 2017 offers a wide variety of feature areas and associated events, which are open to all visitors to attend. >>>

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| RAILTEX 2017

Keynote speakers Tuesday 9th May, 11:50am, Seminar Theatre Paul Maynard Parliamentary under secretary of state, Department for Transport Maynard was appointed to the role in July 2016. He was elected Conservative MP for Blackpool and Cleveleys in 2010. Prior to his parliamentary career Maynard worked in politics within the Conservative Party and as part of the think tank Reform. From 2010 to 2012, he was appointed to the Transport Select Committee and has also worked as parliamentary private secretary to the minister for government, Oliver Letwin.

Tuesday 9th May, 12:30pm, Knowledge Hub Gordon Wakeford for Midlands Engine Chair, Rail Supply Group Wakeford is managing director, Mobility Division, for Siemens, responsible for leading the company’s Rail Systems, Rail Automation, Rail Electrification and Traffic Solutions businesses in the UK. He is also chairman of the Railway Industry Association (RIA), which represents UKbased suppliers to the world’s railways.

Tuesday 9th May, 2:30pm, Seminar Theatre Paul Plummer Chief executive, Rail Delivery Group Plummer took up his role in November 2015. He began working in the railway sector in 1999 when he became chief economist and director of economics and finance at the Office of Rail Regulation (now Office of Rail and Road). He went on to join Network Rail in 2002, and in 2008 was appointed to the Network Rail board as an executive director and group strategy director at Network Rail Infrastructure. In 2011, he became one of two Network Rail members of the RDG. Wednesday 10th May, 10:30am, Seminar Theatre Dr Francis Paonessa Managing director, Network Rail Infrastructure Projects Paonessa joined Network Rail in 2014, having been managing director UK, Bombardier, which he joined in 2010 as president


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of UK rolling stock. He is leading the delivery of £25 billion of infrastructure renewals and enhancements, comprising thousands of projects around the country.

initiative to accelerate the deployment of digital signalling and train control to improve capacity, reliability and provide better connections for customers.

Wednesday 10th May, 11:50am, Knowledge Hub David Waboso Managing director, Network Rail/Digital Railway Waboso is an internationally renowned engineer and project manager. He is currently managing director, Group Digital Railway at Network Rail, where he has accountability for leading the industry’s Digital Railway programme – a rail industry

Thursday 11th May, 10:30am, Seminar Theatre Professor Andrew McNaughton Technical director, High Speed Two Limited McNaughton was appointed technical director of High Speed Two Ltd in February 2012, following two years as chief engineer.


He is also: special professor of rail engineering at Nottingham University; a visiting professor of engineering at both Imperial College London and Southampton University; vice chair of the EU Transport Advisory Group; chair of the European Rail Research Advisory Council; special advisor to the Australian government. He was previously chief engineer at Network Rail. Thursday 11th May, 11:10am, Knowledge Hub David Prout Director general, DfT/HS2 Ltd Prout joined the Department for Transport in January 2013 as director general, High Speed Two, with overall responsibility for delivering High Speed 2. Before joining the DfT, Prout was director general of the Communities/Localism Group at the Department for Communities and Local Government.

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Seminar Theatre The Rail Engineer is hosting a programme of keynote addresses by leading influential figures as well as seminars by representatives of companies taking part in Railtex highlighting developments in technology. Tuesday 9th May 10:30 am Opening ceremony Paul Maynard MP Parliamentary under-secretary, Department for Transport 11:10 am Remote condition monitoring Steve Roberts Head of engineering, Unipart 11:50 am Keynote Paul Maynard MP Parliamentary under secretary, Department for Transport 12:30 pm The Digital Railway: increasing capacity and improving reliability Mark Ferrer Operations director Digital Railway, Siemens Rail Automation 13:10 pm Industry 4.0: embedded technology and condition monitoring Gavin Stoppel

Product manager, Harting 13:50 pm Rail milling: a key technology in rail asset management Paul Baker Director, Bakerail 14:30 pm Keynote Paul Plummer Chief executive, Rail Delivery Group 15:10 pm Innovation in driveline efficiency - DIWARail Transmission: success through collaboration Thomas Kriegel Manager RAMS/LCC Department, Voith 15:50 pm The future of cargo on passenger trains Dr Zane van Romunde Senior consultant/head of transport sector, 42 Tech Wednesday 10th May 10:30 am Keynote Dr Francis Paonessa Managing director infrastructure projects, Network Rail 11:10 am Maximising asset value in rail: the role of technology In the Digital Railway age Lee Braybrooke Director of marketing, Trimble Rail

11:50 am Low cost signalling solutions John Slinn Technical director, Park Signalling 12:50 pm Creating a legacy throughout the UK through our railways Nick Hughes Sales director, Hitachi Rail Europe 13:10 pm S.W.I.F.T. – superfast wireless in-train for future travel Andrew Longyear/Steve Matthews System engineer/senior account manager – Cisco 13:50 pm The future for electrification control


| RAILTEX 2017

Dr Paul Hodgson Engineering manager – National SCADA, Telent 14:30 pm Adhesive bonding – increasing design options and product performance for rail assembly and construction Dr. Antonio Pagliuca Senior technical specialist, 3M 15:10 pm The connected train Mike Hewitt CTO/head of the next generation Networks, ADComms 15:50 pm Rolling stock engineering: key point for a successful operation in time Philippe Nativel Engineering team leader, Masteris Thursday 11th May 10:30 am Keynote Professor Andrew McNaughton Technical director, HS2 11:10 am Intelligent infrastructure – intelligent drones: changing how the world makes decisions Phil Storr Director – UK Operations, MRL/ Aerialtronics 11:50 am

Smart steel for sustainable systems Daniel Pyke Marketing manager, British Steel 12:30 pm The Digital Railway: a toolkit of signalling interventions Christian Fry Director of strategy & market development – S&I, Alstom 13:10 pm Keeping on the right track: how to futureproof your organisation at lowest-installed cost Simon Westwood Technical systems engineer, Panduit 13:50 pm Importance of cable protection and its integrity Ian Gibson Technical director, Flexicon 14:30 pm Innovation in temporary works within the rail industry: the use of BIM and lightweight composites Stephen Baldwin Marketing manager, MGF Knowledge Hub Throughout each day at Railtex there will be a selection of project updates, industry briefings and interactive discussion forums by senior managers responsible for the implementation of current UK rail

projects, and leading industry figures: Tuesday 9th May 11:10 am CILT Julian Worth, Freight Forum chair 12:30 pm Keynote Gordon Wakeford, chair, Rail Supply Group 13:10 pm The Platform: productivity and industrial strategy Shamit Gaiger, director of strategy, NSAR Catherine De Marco, deputy director for infrastructure skills, DfT Kirsty Derry, HR director, East Midlands Trains Richard Postance, Infrastructure Projects Authority, HM Treasury Peter Loosley, policy director, Railway Industry Association 13:50 pm The Permanent Way Institution Steve Featherstone, president, PWI & programme director track, infrastructure projects, Network Rail Brian Counter, technical director, PWI 14:30 pm MTR Corporation Jeremy Long 15:10 pm Panel discussion Led by Gordon Wakeford, industry chair,

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Rail Supply Group 15:50 pm Technology & strategic supply chain partnerships Graham Hopkins, group director of safety, technical & engineering, Network Rail

Transport Scotland 15:10 pm Better behaviours build a better industry Kevin Tozer, head of collaborative working, Network Rail 15:50 pm The technology development pipeline Guy Woodroffe/Trevor Bradbury, RSSB

Wednesday 10th May 11:50 am Thursday 11th May Keynote 11:10 am David Waboso, managing director, Group Keynote Digital Railway, Network Rail David Prout, director general for HS2 12:30 pm 12:30 pm Rail research & innovation network Skills for the future Professor Simon Iwnicki, director of Neil Robertson, chief executive, NSAR Institute of Rail Research, UKRRIN 13:10 pm 13:10 pm Diversity matters – EDI@HS2 Design for reliability Mark Lomas, head of equality, diversity & Kevin Rayment, reliability process manager, inclusion, HS2 Ltd Network Rail 13:50 pm 13:50 pm The Platform: Midlands Engine RTS - capability delivery plan Maria Machancoses, Midlands Connect, Guy Woodroffe/Trevor Bradbury, RSSB programme director 14:30 pm Laura Shoaf, MD, TfWM The Platform: infrastructure Malcolm Holmes, West Midlands Rail Lord Adonis, chair, National Infrastructure David Ralph, CEO, D2N2 Commission Network Rail Jo Kaye, strategy and planning director, 14:30 pm Network Rail Arriva Chris Curtis, head of Crossrail 2 at Network Taya Leybman, director, technology and Rail systems, Arriva1 Transport for the North JA_InfaRail_Advert_170316_Layout 1 17/03/2016 06:37 Page

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Andrew Leadbetter Rail Professional spoke to Councillor Andrew Leadbetter, chair of the Peninsula Rail Task Force about keeping the issues that the South West rail network faces at the top of the government’s agenda

...while we are still urging government to commit funding we are also looking into other funding streams such as private investment, grants, match funding and refranchising. Without investment, the South West will fall further behind

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Tell us about the Peninsula Rail Task Force. Who are you and what do you do? fter our rail network was compromised by severe weather damage in 2012, the Task Force was formed, coming together to consider the future of the South West rail network. We are a partnership of the five local authorities and two Local Enterprise Partnerships from across Cornwall, Devon, Plymouth, Torbay and Somerset. In 2014 we were given a government commission to develop a rail investment plan for the South West, which we published in November 2016. Our report Closing the Gap is the result of that work. It is a blueprint for investment into the South West strategic rail network over the next 20 years to deliver a future -proofed rail network with reliable, high quality services. So, what is the problem with the South West rail network? We chose the title Closing the Gap as the South West has suffered from years of historic underinvestment into our rail network. The cost per head spent on railways is £35 in the South West compared with the £97 average spent in other regions. It has resulted in a vulnerable and underdeveloped network, which has the potential to damage future growth. The collapse of the main line at Dawlish, flooding of the Somerset Levels and closure of Cowley Bridge, Exeter in 2014 was devastating for

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With a track record of over 100 years dedicated to anticipating and solving tomorrow's challenges ahead of the rest, Schaeffler is a preferred development partner for rail sector manufacturers and operators worldwide. Future trends are clear ... Increasingly intelligent rail systems require revolutionary lifecycle management of tomorrow's demands on bearings and mechatronics. Maintenance management is being revolutionised by using Schaeffler condition monitoring products and services. Schaeffler remotely evaluates complex volumes of real-load data to determine requirement-based maintenance. In this way maintenance intervals can be reliably extended, leading to greater rolling stock availability, safety and overall cost savings. The mobility of tomorrow must be more sustainable, more efficient, quieter and safer. Whether you are a high-speed, freight or local transport provider, we look forward to sharing our comprehensive technical expertise. Stand Q10 at RAILTEX |


the peninsula. It is estimated to have cost us in the region of £1.2 billion. The situation will get worse; a major closure of the seawall is predicted to be once in every four years by 2065 if nothing is done. Cowley Bridge flooded again last year, one of several locations on the South West network, ironically coinciding with the launch of our report, forcing many members of the Task Force to drive to London to present the plan to MP’s. On our network, the average journey speed is 69mph to London compared with 90mph on other mainlines. It is only likely to get worse with HS2 and hamper our performance further. Studies have also shown that productivity also falls by six per cent every 100 minutes from London. It takes three hours 22 minutes to travel the 225 miles from Plymouth to London compared to Newcastle to London, which is 268 miles but only takes three hours nine minutes. We also have more passengers using our rail network year upon year; passenger numbers have grown by 133 per cent since 1995: twice the national average and growth on the main line has matched that of the West and East Coast lines without the same levels of investment. The last major investment into our rail network was in 1976 with the introduction of the HST train


fleet, which still runs today. We do have the new AT300 trains coming in 2018 but the local trains serving our branch lines will still remain the same. What is your vision for the South West railway? Our ultimate vision is for the peninsula to be served with reliable, high quality, comfortable services that everyone can access. We want to see step changes in the journey experience from the point that a decision is made to travel by rail, to information, ticketing, parking and station facilities. On the train we want people to be able to work effectively or be able to relax in comfort. We know this will not be achieved over night, so we have set out short, medium and long terms aims in our blueprint towards our vision. The government funded the reinstatement of Dawlish in 2014, what else is needed to improve resilience and reliability? Resilience and reliability are our immediate priorities: passengers need to be secure in the knowledge that their train will turn up and be on time – fewer than 50 per cent of our long distance trains arrive on time. Yes, the government did fund reinstatement of Dawlish sea wall but

the effects of climate change means it is predicted to happen again soon if nothing is done. Aside from extreme weather events, we have lost CrossCountry services on more than 40 occasions in 2016 due to sea spray; we need trains that work in all weathers. It is also not just the line at Dawlish and Teignmouth that is vulnerable, Cowley Bridge is prone to flooding and the government has committed some of the funding but the works are yet to be completed and the disruption caused by flooding to the network in Somerset, Bristol and Bath last November underlined the scale of the problem. Taking a longer-term view our passengers need options should our main rail line be disrupted. An upgraded diversionary route between Exeter and Castle Cary will allow







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FROM SUBSEA TO TRACKSIDE For years we’ve been revolutionising the subsea industry; one of the most hostile environments imaginable. Now we’re applying that thinking to signalling power cables. CableGuardian The first platform to offer proactive monitoring, detection and location of both insulator and conductor faults on live signalling power distribution systems. Enables compliance with Network Rail specification NR/L2/SIGELP/27725. Facilitates condition based maintenance rather than frequency based. For more information please email or call +44 (0)1275 787878 VISIT US AT RAILTEX STAND T16


both London and local services to share the line. Improved resilience can support and complement programmes such as the Somerset Levels Flood Action Plan. How do you see journey times being reduced? A new fleet of AT300 trains are due into service in December 2018 and this is expected to reduce journey times between London and Penzance by up to 14 minutes. This is a start towards our long-term goal of reducing journey times between London and Penzance by up to 38 minutes. We have identified that this can be achieved through a combination of timetable changes, infrastructure developments and the creation of a more integrated transport system. Our plans could see a saving in journey time by 2019 of up to 24 minutes and by 2029 of up to 38 minutes to Penzance from London. Can you briefly describe how your plan addresses increasing comfort and capacity? We need more network capacity and train seats to address increasing passenger numbers. We are working with Network Rail and the operators to understand the best ways to do this, including a study Speed to the West, and we are also conscious that

Network Rails plans are also evolving all the time. Over time the phased reinstatement of a ‘Northern Route’ from Exeter to Plymouth via Okehampton and Tavistock, upgrades to the Exeter and Waterloo line and an additional line at Dawlish will deliver the capacity needed to serve the peninsula. By improving Wi-Fi and mobile signal connectivity, upgrading customer facilities both on board and in stations including streaming media and introducing on-board entertainment everyone will be able to travel in comfort. We want to see innovation and step changes in customer experience and facilities through the new franchises. Business will benefit from a working office and other passengers including visitors will have a positive passenger experience. As a premier tourist destination, highquality transport services are essential. Visitor spend is worth £8.63 billion per year to our economy and a great passenger experience plays a huge role in encouraging repeat visits. So, how much will it cost to deliver your plan? In addition to the £392 million already committed by the industry and stakeholders, our short term aims will cost £331 million and our medium term aims will cost £2.3 billion. The Task Force would expect the


railway industry to work to minimise cost and maximise benefits through innovation and collaboration. £2.3 billion is a lot of money when the government is under funding pressure, how do you expect to fund all of the projects? The Task Force do not expect our rail

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network to be transformed overnight; it is a long-term view of improvements needed over the next 20 years. We would expect the plan to be delivered through incremental changes. We also do not expect the government to fund the entire blueprint, while we are still urging government to commit funding we are also looking into other funding streams such as private investment, grants, match funding and refranchising. Without investment, the South West will fall further behind. Local authorities have invested £68 million since 2000 into funding studies and infrastructure improvements to the network. That said, the amount of investment needed to future-proof the network after years of underinvestment is too big for Local Authorities and Local Enterprise Partnerships to manage alone. What will these improvements mean for the South West? Our business case demonstrates that with investment, our economy will not only be safeguarded but has the potential to grow by over £7.2 billion in the coming years, with direct transport benefits of £1.8 billion. Rail connectivity is crucial to our businesses; our blueprint revealed that 75 per cent of South West businesses consider rail is vital to their trade and operations. With an improved rail network, companies will be able to operate more effectively, people will be able to commute further, there will be better access for investors and education opportunities will be more accessible. The result will be more jobs, improved skills, higher salaries and increased productivity. 50 per cent of businesses in the South West are classed as innovative currently but it is time to capitalise on this. It is not all about business either. Our communities deserve a rail network that works for them. One in five people living in Devon do not own a car and given the dispersed nature of our towns and cities, the rail network is vital for travel both within and outside of the region. With new communities developing in the north of the peninsula, regional connectivity to places like Bristol will also be key in supporting the growth of these communities. Will there be any wider benefits? Our productivity was ranked as 8th out of 12 UK regions in 2014 and the average GVA in Torbay is just £15,500 compared to the national UK average of £24,600. By improving our rail connectivity, the boost to our economy will mean the South West will be able to compete on a national basis and contribute more to UK PLC. Our plans are not just for better connections with London. We want to access and be accessible to international transport hubs such as Gatwick and Heathrow, and other areas of the UK including the Midlands and the north. If trains are more reliable, provide value


for money and meet travel needs, people will opt to use trains instead of cars. This modal shift will benefit the environment and improve air quality by reducing congestion and delays on the local and strategic road networks. How much support do you have for this? There has been strong political support for improving the South West rail network long before the formation of the Task Force. It is a historic issue and one Members of Parliament both past and present from across the peninsula have continually pressed government about. Today, we are fortunate to be supported by the All-PartyParliamentary Group for South West Rail, a group of Members and Peers who support the Task Force campaign. We worked closely with the Department for Transport, Network Rail, Great Western Railway, Cross Country, South West Trains and stakeholders to produce Closing the Gap. Without the support of our key partners we would not have been able to get to where we are now. Our work was supported by Local Authority plans and our businesses and communities have also come together to support the Task Force through our stakeholder group. Speaking with one voice is not an easy task when we are so widely dispersed across the peninsula. While we know that not everyone will support the finer details of our blueprint, we have achieved a strong unified voice throughout our work to date, one that agrees that the South West rail network needs improvements to unlock our potential. Have you made any progress with your requests yet? There weren’t any funding announcements in the March budget, so does this mean government is not committed to your cause? We met with the rail minister, Paul Maynard, in February this year and with Chris Grayling in March. Both were supportive of our 20 year plan but told the Task Force not to expect an announcement in the budget. Paul Maynard was hopeful that decisions on

rail infrastructure would be announced later on this year as part of Network Rail’s CP6 programme and the submissions very much include PRTF asks. The government has also made several announcements since the Task Force formed. The South West will be benefiting from the new AT300 trains due into service in December 2018. We already have funding for phase one of the Cowley Bridge flood protection works. Funding was also announced last year for Network Rail to advance the absolutely critical resilience options for the Dawlish sea wall and Teignmouth cliffs. Very recently the government also awarded the South Western franchise to First MTR South Western Trains. At this stage it is too early to comment on the finer details of the franchise but the Task Force welcomes this announcement as long as the new franchise provides better connectivity and value for money for customers. What is next? We are liaising with the Department for Transport on the Great Western Railway and Cross County franchise renewals. We expect to be a major contributor to the refranchising process and will work with the Department for Transport to drive a whole route improvement plan. We will continue to keep the pressure on the government for CP6 funding. So while our meeting with the rail minister was positive, we must keep the issues that the South West rail network faces at the top of the government’s agenda. Rail Professional

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People power Marc Flinn looks at why it’s crucial to hire the right people in times of change


s you’ll no doubt know already, there’s a considerable amount of change and transformation taking place in the UK rail industry. While the likes of Crossrail and HS2 steal the headlines (along with Southern Rail albeit for different reasons) there are myriad smaller strategic and technology-led projects impacting the sector. In addition, many companies are putting a real focus on developing new strategies and ways of working to help them get ahead of the competition. But what

Without the right people to lead, guide and nurture these major change projects and, crucially, convince employees of adopting a potentially entirely new way of working, they’re almost certainly destined to fail. Too few organisations have realised this, which is ultimately costing them a huge amount of wasted funding

developments are taking place and why are people so important? It should first be stated that rail is part of a tiny group of highly fortunate industries that don’t currently experience skills shortages at the senior end of the market. While the likes of construction, technology and financial services have to search high and low – including internationally – for the talent they need, rail suffers from no such issues and indeed, has access to a significant pool of talent to recruit from. The reasons behind this abundance of skilled professionals are widespread, but it’s largely because rail is an attractive package – jobs that can make a huge difference to millions of peoples’ lives on a daily basis and, let’s be

honest, who didn’t want to work in the rail industry when they were younger? However, it’s fortunate that the industry is stocked to the brim with talent as, currently, projects are being given the green light left, right and centre. In addition to the two megaprojects we’ve already mentioned, there are also numerous schemes – both strategic and tech led – that threaten to impact the existing industry status quo and potentially change the way it intrinsically operates. Some of these include the electrification of the network, Chiltern Rail’s ticketless trains scheme, ITSO – which offers a smart ticketing, ‘Oyster-like’ service across the entirety of the UK and SilverRail’s attempts to drive improved customer service Rail Professional



Rail is an insular environment, people know each other and consequently, word travels fast. Your chances of hiring an effective business manager or project director in the future are also going to be seriously hindered as few individuals are going to be motivated to work for a firm that they know doesn’t value leadership properly or pay their experts enough money with an Uber-esque project as well as many, many more. Destined to fail But, the crucial factor that far too many firms aren’t considering is the importance of people. While these potential projects look fantastic on paper, and unrolling the next game-changing programme or development

would be a huge boon for your organisation, actually making them happen in real life is considerably more challenging. Without the right people to lead, guide and nurture these major change projects and, crucially, convince employees of adopting a potentially entirely new way of working, they’re almost certainly destined to fail. Too few organisations have realised this, which is ultimately costing them a huge amount of wasted funding. An investment in bringing in the right talent – and then supporting them – for change roles like project managers will help solve a range of issues that are likely to be all too familiar to firms in the field. An effective and agile leader can help to keep numerous stakeholders on side as well as being able to explain to employees the benefits of changing the way they work for the good of the organisation. They’ll also be able to negotiate and fight their corner when it comes to agreeing on funding levels. But how can rail providers recruit the right people to allow their projects to be successful? Unfortunately, many seem to have taken a back seat when it comes to actively engaging with talent, most likely because of the abundance of professionals in the industry, and have learnt that they can recruit without necessarily having to stretch themselves or pay above the market average. However, hiring is like anything else and the more you put in, the more you get out,

in this case a much more effective leader for your change project. These are highly complicated programmes and with what is likely to be a significant investment, you want to ensure you have the best possible leadership otherwise you’re essentially throwing away that money. Having a reputation for not paying enough and a track record of projects falling to the wayside can also have an extremely negative impact on something you probably haven’t even considered – your firm’s employer brand. Rail is an insular environment, people know each other and consequently, word travels fast. Your chances of hiring an effective business manager or project director in the future are also going to be seriously hindered as few individuals are going to be motivated to work for a firm that they know doesn’t value leadership properly or pay their experts enough money. The bottom line is that if you want a major transformation to go ahead successfully, then you need the right expertise and leadership in place to guide it and your employees through the period of change. Without these people, projects will simply continue to fall by the wayside along with the dozens of others that haven’t been properly supported. Marc Flinn is head of transport, leisure & logistics at Venquis

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Evidence if any were needed Michael Ireland describes the latest initiative to restore services on the Okehampton Line


he Royal Oke express passenger train from Okehampton to London Paddington that left the town station at 07.45 on 18th March has demonstrated overwhelming public support for a seven day a week rail service to connect the town and surrounding area to the national rail network. More than 500 tickets sold within a week, bought by the 100,000 or so people who live in the ‘rail desert’ of North Cornwall and West Devon: indeed, a coach was filled with people from Bude – now the place in the country furthest from a mainline railway station. Some of the families travelling had never been to London before. This comment is typical of the many received, ‘What a fantastic day it was yesterday. The professionalism of all the staff and volunteers was second to none. I can only imagine the pressure and stress everyone must have felt when the train encountered problems but the way it was handled and the way we were kept informed was faultless. We had such a lovely family day doing things we haven’t done before. GWR deserve a lot of recognition for what they did for us. Many thanks to everyone involved.’ Elaine Wood, passenger from Okehampton Chris Bligh, rail advisor to voluntary group OkeRAIL explained: ‘There was a problem with the original train in that it developed a serious wheel flat due to sliding on underused rails, despite them being sanded. This meant our train had to be taken out of service at Exeter but GWR went above and beyond to replace our train. I am told this meant cancelling a Paignton to London service. We

waited at Exeter for no more than 10 minutes and were soon on our way again.’ The Royal Oke represented much more than a ‘one off rail special’ it showed 90 per cent of the passengers came from within 45 minutes’ travel time of Okehampton. Passengers for the reopened Okehampton line would have their journey times to the mainline station at Exeter cut in half – a real advantage for business and leisure travellers. Meeting with Paul Maynard The Royal Oke arrived only 35 minutes late in London where a small delegation, including the local MP for Central Devon, Mel Stride, who had travelled with us, met with Paul Maynard the under secretary of state for rail. Stride and representatives from OkeRAIL Forum put the case for re-opening the Exeter to Okehampton section of the northern route to the minister. A detailed but succinct explanation of the economic benefits to the north-western part of the Devon and Cornwall peninsula

was outlined to Maynard. Using a map, he was shown that north of a line drawn between Bridgwater (Somerset) and Newquay (Cornwall) there is no railway, apart from a section of the Tarka line to Barnstaple. Maynard was invited to visit Okehampton to gather evidence for the reinstatement of the rail service to the town, West Devon and North Cornwall. He advised OkeRAIL to make representation to the Local Enterprise Partnership with a view to opening the line early in CP6 [2019 -20]. Maynard agreed we had put a compelling case for reopening of the line, adding, ‘We know the current means of estimating passenger use doesn’t work.’ Ticket sales show demand for better connectivity The chart (over) provides a detailed breakdown of ticket sales by location. What these figures demonstrate is a latent demand for the rail service in the north west of the

Peninsula, along the route of the old North Cornwall line. The Royal Oke has provided evidence for the need to reinstate a daily service to Okehampton from Exeter. With data from ticket sales showing that 42 per cent of passengers came from Okehampton and its hamlets, followed by Bude, nine per cent and Launceston seven per cent. What is needed is cross-border cooperation between Devon County Council and Cornwall unitary authority to establish Okehampton as a rail hub for North Cornwall and West Devon. In the meantime, Connect Bude, a rail action group is pressing for better connectivity between North Cornwall and the national rail network through the establishment of an express coach link serving Bude and Holsworthy to Okehampton station. This initiative would, if successful, be a tremendous benefit to the tourist industry in this area. A similar argument can be made for Tavistock and Launceston which are only 20 minutes’ travel time from Okehampton. Rail Professional



Sampford Courtney 2%

Tickets Sold  by  Location

Plymouth 3% North Tavistock Tawton 5% 2%

Rest 21%

Economic uplift The railway returning to Okehampton would provide an opportunity for growth in incomes and employment through inward investment in the town. With the cost of reinstating the line for daily use and building an Okehampton Parkway (on the A30 near new housing and an industrial estate) being relatively cheap, between £2 and £8 million pounds, and lower than the cost of building the Marsh Barton station in Exeter. The line would also generate an economic uplift (GVA) of £4.2 million pa based on journey time savings and a line speed of 60mph. The money spent on capital costs gives an excellent return on the initial investment. This point is supported by Sir Peter Hendy, chair of Network Rail, who at a recent meeting

Bude 9%

Hatherleigh 4% Holsworthy 5% Launceston 7% Okehampton 42%

of Travel Watch South West argued that railways create wealth, bringing economic growth, jobs and houses. Okehampton already has another 900 houses planned on the hamlets / town boundary with the potential for more cars heading into Exeter, a new Park and Ride and daily service would alleviate the traffic problems. Research undertaken with the local business community supports this point. Nigel Wayne, a member of Okehampton Chamber of Trade explained: ‘My business is definitely held back by the lack of rail infrastructure. I have a few clients in other parts of the country, London and the home counties mainly. I often get referrals from them, but the sheer impracticality of the travel times to visit these potential clients

loses me these opportunities. To drive to an appointment in London would mean an entire day, plus fuel costs, plus parking, probably for a two hour meeting. Even driving to Exeter adds two hours, fuel costs and parking costs.’ There is a clear business case for reopening the line (which already exists) to Okehampton; and it must be stressed this would benefit at area of the South West Peninsula far beyond the town to the North Cornwall coast. Future developments In the coming months, there will be a real chance for the people of Okehampton to show their support for the return of a seven day a week rail service to the town. On the 21st May the Sunday train service, supported by GWR and Devon County Council, begins from Okehampton to Exeter via Sampford Courtney and Credition, providing connectivity to mainline services. In the Autumn OkeRail Forum hope to run the Royal Oke with Pullman dining with the cooperation of GWR, from Okehampton to London Paddington. This will be a service organised for local people to show what is possible from Okehampton when its existing line is connected back into the national rail network, if only for a day. Dr Michael Ireland is chair of the OkeRAIL community interest company

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SNC-Lavalin awarded two UK design contracts ondon Underground has awarded the contracts to the SNC-Lavalin’s Rail & Transit team, to assist it in improving rail vehicle accessibility for persons with reduced mobility and visual impairments. The contracts cover the 72TS fleet (Bakerloo Line, seven car train, 36 train


fleet), 92TS fleet (Central Line, eight car train, 85 train fleet) and 92TS fleet (Waterloo & City Line, four car train, five train fleet). The internal space within these three fleets will be reconfigured by SNC-Lavalin’s engineering teams. SNC-Lavalin’s design modifications will help to improve the customer experience, with new up to date passenger information

systems, passenger emergency alarms, CCTV and improved lighting for each vehicle, as well as designated wheelchair and pushchair zones. The upgrades will extend the lifespan of the fleets, providing long-term cost savings for LU, as well as reducing the environmental impact compared with replacing the vehicles.

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Jason Sprenger, Highfield chief executive, said, ‘The NCHSR has been established to help address the skills shortages in the rail industry, so it’s important that its learning programmes and qualifications are developed to a level that sets new standards for the sector both domestically and internationally.’ Clair Mowbray, chief executive of the National College for High Speed Rail, said: ‘We’re very pleased that we have been able to award this contract to a local firm, as the college is committed to working with local businesses wherever possible, and bringing new opportunities to people based in Doncaster.’ Visit:

Highfield appointed as NCHSR lead qualification developer oncaster-based Highfield Qualifications has been appointed to develop a range of new learning programmes to be delivered at the soon-to-open National College for High Speed Rail (NCHSR). The organisation – one of the top five exam boards in the UK – is leading the project to turn an apprenticeship curriculum developed by rail businesses into government-recognised and funded learning pathways, as well as developing a range of units that will form the basis of a Higher Education (HE) qualification. Both the apprenticeship and HE routes, to be delivered at the NCHSR’s new campuses in Doncaster and Birmingham, will give students the skills to work on a range of high-speed rail projects. The apprenticeship programme is due to launch this autumn and the HE qualification in September 2018, with the college already being inundated with applications.







Scot-Train unveils new training facility K rail industry training provider Scot-Train has opened a new facility in Glasgow which will support the delivery of its training services in rail and construction and the provision of occupational health services across the UK. The facility, based at Petershill Road, includes modern conference rooms which will be available for hire all year round. Scot-Train was formed by SWGR to meet the rail industry’s need for staff to have necessary training and qualifications. It has dedicated training centres in Glasgow and Rochester which are both National Skills Academy for Rail (NSAR) approved. The new training centre is Scottish


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Qualifications Authority (SQA) approved, and the company is a fully-licensed provider of Network Rail training and assessment courses. This means it can offer assessments and mentoring for railway courses such as track induction, personal track safety (PTS) and overhead line electrification (OLE). In addition the facility has on-site track and overhead line (OHL) facilities, for practical railway training courses. Sandy Murray, general manager at Scot-Train, said: ‘With this facility, we can now offer a one-stop facility for rail, construction, welding and occupation health courses, and can tailor courses to specifically meet client’ requirements.’ Tel: 0844 692 0692 or email

Hoppecke wins South West Trains and Moorgate power management contracts iemens has selected Hoppecke Industrial Batteries for a project specific service level agreement for battery systems on the new rolling stock operated by South West Trains, which operates the South Western franchise for passenger service. A similar contract has also been signed between Hoppecke and Siemens covering trains operating out of Moorgate in London. The Desiro City trains incorporate a sophisticated battery box that includes chargers with switches and a built-in electrical distribution system delivering 108V of power. The box houses Hoppecke›s rail.power VR lead acid battery and thanks to a tray that moves along C-rails, maintenance is made easy by the ability to slide the battery out and work on it in situ. Siemens has incorporated Hoppecke batteries in around 75 per cent of its trains around the world and nearly 90 per cent of its trains in Great Britain. Hoppecke itself has special power systems operating in roughly 50 per cent of the UK’s rolling stock.


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Renold Gears on the up he company has won a ‘prestige order’ to supply seven new escalator drive packages to London Underground as part of Transport for London’s refurbishment of escalators at Holborn underground station. Each new drive package includes a heavyduty, TW worm gear unit, a motor, brake and baseplate. The gearboxes incorporate the company’s innovative, new, leak-free technology design, an important factor at underground stations for improved safety, reliability, reduced maintenance and a cleaner operating environment. David Hughes, London Underground’s director of strategy and service development said the refurbishment work is necessary because the escalators at Holborn are becoming increasingly unreliable due to their age and heavy use Holborn is the 14th busiest station on the London Underground during the week, with more than 60,000 customers exiting the station every weekday and over 40 million customers using the station annually. There are seven escalators at the station that need to be refurbished due to their age and condition – four between the ticket hall and the intermediate concourse for the Central line and three from there to the Piccadilly line platforms. Each of the new drive packages will


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From Furnace to Fleet We are unique in our control of the supply chain due to the vertical integration of the major components of wheel and axle, which are produced in Lucchini RS’s steelworks in Italy, before final machining in Manchester. Our control makes us the primary UK supplier of loose wheels and axles. We also feed pans and axles into our core activities of assembly and overhaul of wheelsets and final drives in Manchester and bogie overhaul in Doncaster. Quality of product and processes is paramount: We hold ISO 9001:2008 certification, as well as RISAS, IRIS and RIS-2701 – RST for NDT. We hold many customer-based approvals as well as Environmental and H&S Management certifications.

Lucchini Unipart Rail Ltd. Wheel Forge Way, Trafford Park, Manchester, M17 1EH +44 161 886 0300 LUR Bogie Division Hexthorpe Road, Doncaster, DN1 1QY +44 1302 319150

Wheels Axles Wheelsets Bogie Overhaul Wheelset Overhaul Gearbox Overhaul Non Destructive Testing

The team at LUR welcomes you all to visit us on Stand H31 Lucchini Unipart Rail is a joint venture between Lucchini RS Group and Unipart Rail Limited

Railtex, 9th - 11th May 2017 NEC Birmingham UK

Excellence In All We Do



Standing out above the DIN Even engineers who deal with DIN rails every day may be surprised to learn about some of the new solutions available to help make life easier in confined enclosure spaces


he humble DIN rail, also known as a carrier rail, is a staple of enclosures and junction boxes across the network, on-board, trackside and in stations and other buildings. Exceptionally versatile and easy to use, this simple metal strip is used for securely affixing and connecting electronic devices within an enclosure, helping to make maximum use of often confined spaces. There are different types of DIN rail available, but the most commonly used is the 35mm top hat rail. Manufacturers, OEMs and end users have been happily working to this standard for some time, and as a consequence DIN rail design is unlikely to change any time soon. DIN rails are often most readily associated with circuit breakers, but they can accommodate a wide variety of different types of devices in a small space, from power supplies and terminal blocks to controllers and I/O modules.

a 35mm top hat DIN rail in which to safely store items like fuses, jumpers, instruction literature and spare parts, keeping them from going missing. It’s a small, simple product, but one that can make a big difference in the field. There are other ways in which DIN rail-related tasks can be made easier. If

engineering teams are finding themselves repeatedly having to build similar DIN rail configurations, it can be quicker to use a custom, pre-mounted assembly as opposed to designing and building it in the field. This reduces the need to spend time cutting the DIN rail to size, searching for the right components, and making sure they’re

Hidden in plain sight Non-engineers may be surprised at just how ubiquitous this simple piece of equipment is. An average train carriage could feasibly contain numerous DIN rails carrying components serving a wide range of different purposes, from door control and HVAC monitoring to lighting and electrical distribution. As well as electrical and control equipment, companies like WAGO are increasingly using the DIN rail to provide both low and high-tech solutions to engineering design issues. Take for instance WAGO’s switching cabinet drawer. This is a small drawer that fits on

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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


placed correctly. This can be a particular challenge given the tough conditions often found in and around the railway. Readymade to specification Companies such as WAGO can build the assembly to your specifications, affix whatever marking you require, and deliver it straight to site, ready to be put into the enclosure and wired up. This allows maintenance teams to reduce their stock inventory holding for components like terminal blocks which often have thousands of variants, buying only what they need, when they need it. This simplifies the ordering process – rather than figuring out exactly what types of terminal blocks to order and how many,

engineers can simply order one assembly, as opposed to ordering a multitude of different components. It also saves having to repeatedly check purchase orders to ensure that nothing gets missed, and streamlines


the installation process. Any reputable manufacturer will fully test components and full assemblies for function and safety before they leave the factory, reducing the risk of installation errors and component failures. Manufacturers are now offering online tools that enable users to create custom DIN rail assemblies from a library of potentially thousands of products, configuring the assembly with the right components to fulfil the precise requirements of the application. In the case of WAGO’s smartDESIGNER software, users can configure the DIN rail within a 3D workspace, which can be zoomed and rotated in any direction. The program can check the assembly for mechanical and electrical accuracy, and suggest fault remedies which can be accepted automatically or manually. For example, indicating that an end plate must be placed to prevent contact between two live parts. In WAGO’s case, users can configure everything from terminal blocks to I/O modules, making the tool flexible enough to accommodate a wide range of railway applications and enclosure types. Tel: 01788 568008 Email: Visit:­com/uk

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Inspection and survey goes aerial Imagine inspecting rail infrastructure without ‘boots on the ballast’ – newly launched Bridgeway Aerial Limited certainly does


n an exciting new development, Bridgeway Consulting – with its established portfolio of Geomatics, site investigation and rail infrastructure services, has acquired a 50 per cent shareholding in AM-UAS Ltd – one of the UK’s leading operators of unmanned aerial systems, where the latter has rebranded as Bridgeway Aerial. Headquartered in Nottingham, with operational bases in Nottingham, Oxford and London, this new company provides the rail industry with a unique blend of Unmanned Aerial Vehicle (UAV) expertise, safety-critical competency, survey experience, data processing and output presentational skills. Work can – and does – take place on live tracks and infrastructure, without needing costly line possessions or requiring personnel to work at height or in dangerous environments. Data can be captured safely, efficiently and quickly by means of rapidly deployed, UAV-mounted instrumentation. This results in prompt delivery of output reports, and a reduction in both time and cost relative to traditional methods.

New beginnings The managing director of Bridgeway Aerial is Rupert Dent, an experienced pilot and former head of AM-UAS – one of the UK’s first commercial operators of unmanned aerial systems. Rupert first explored the potential of UAVs in 2009, becoming one of the earliest adopters of this technology in the UK and cofounding AM-UAS in 2010. The company gained its CAA operator’s licence late that same year.

‘Quite early on in the process we identified rail as one of the industries that could benefit from the use of UAV technology,’ explains Rupert. ‘In fact, in our early discussions with Network Rail, it quickly became evident that they were similarly enthusiastic about exploring ways in which UAVs could improve the safety of engineering personnel. ‘An opportunity to demonstrate this potential occurred in early 2013 when the Hatfield Colliery slagheap slippage blocked

Meet the companies Bridgeway Aerial’s pedigree derives from the skills, experience and accreditations of two companies, AM-UAS and Bridgeway Consulting. AM-UAS Ltd was one of the UK’s first commercial operators of small Unmanned Aerial Systems (UAS) and recently rebranded as Bridgeway Aerial Limited in January 2017 when Bridgeway Consulting became a 50 per cent shareholder. Rupert Dent cofounded the company in 2010 after seeing the potential in the fast-moving market for unmanned aerial vehicles. It had built an industry-leading position based on the core principles of customer service, quality, value-for-money and trust, all underpinned by total safety management. Bridgeway Consulting is one of the leading civil engineering contractors and HSQE specialists in the UK today. Co-founded by MD Pino de Rosa in 1995, the Nottinghambased company currently has approximately 500 staff deployed all over the UK and has a reputation built on delivering multi-faceted projects in the railway, highway and civil engineering industries. Bridgeway Consulting’s services include: • rope access • structural examinations (including confined spaces) • geomatics (including deformation monitoring) • building information modelling • utility detection • ecology • site and ground investigation • railway track access (possessions, AC and DC isolations) • diving • permanent way • signal and telecommunications • training • HSQE consultancy and assurance services. Bridgeway Consulting has a Network Rail Principal Contractor’s licence and sits on various rail industry boards and associations including the Project Safety Leadership Group, Infrastructure Safety Liaison Group, Rail Electrification Delivery Group, BIM4Rail, Thameslink Directors Safety Forum, Rail Industry Contractors Association, Permanent Way Institution, National Track Worker Safety Group and the Track Safety Alliance Group.

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an important rail route near Doncaster; UAVs presented a safe means of obtaining aerial photography of the affected area. As a consequence, in 2014 AM-UAS became one of a handful of Network Rail approved UAV suppliers, eligible to undertake UAV data collection on and around the rail infrastructure. ‘AM-UAS and Bridgeway started talking about 18 months ago,’ continues Rupert. ‘Bridgeway’s Geomatics experience and data processing capabilities sit well with AM-UAS’s aerial technology. Most importantly, however, both the rail and aviation industries have an absolute total focus on safety and have developed sophisticated operating strategies and Safety Management Systems to minimise risk. As there was a general meeting of minds and a commonality of purpose, it made sense for the two companies to join forces: and so Bridgeway Aerial was born. ‘The renamed company benefits from the synergy of skills and talents provided by its two established parent organisations: AM-UAS is fully CAA-approved and can manage the aviation aspects of the business – the flight planning and coordination, and the data collection; Bridgeway Consulting has strengths in the rail sector and, in particular, is good at dealing with data, turning it into useful deliverables rather than just a series of photos, videos, or point clouds. Furthermore, by drawing upon the strength of its in-house survey experience,

the accuracy of the data being collected on site can be enhanced by combining the UAV technology with traditional survey methods, validating that data and increasing confidence in its quality. Bridgeway Aerial is therefore unique in its overall offering,’ asserts Rupert. Partnership background Elaborating on the background to the new company’s formation, Richard Cooper, operations director, Bridgeway Aerial, says: ‘Bridgeway Consulting has been involved


in topographical surveys, laser scanning, geographic information systems (GIS), and building information modelling (BIM) for some while. ‘Over the last couple of years, the company has also been investigating and trialling the use of UAVs as a complementary method of data collection – a tool for use in hazardous or difficult-to-access sites to sit alongside traditional techniques.

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Bridgeway Aerial’s core competence and expertise derives from both of its parent businesses: Bridgeway Consulting Ltd is a Principal Contractor to Network Rail, ISO9001-approved, and 5 Star RISQS rated; AM-UAS is CAA-certified and a founder member of ARPAS-UK.

The safety dividend Not surprisingly, in an industry where safety is front and centre throughout, it is also core to everything that Bridgeway Aerial does. It is about having the right accreditations, licensing and compliance with the latest and most rigorous aerial and rail safety standards, and driving these industry standards forward. Bridgeway Aerial is supported and underpinned by the Bridgeway Group which can provide a wealth of background experience and any necessary training – and can put a possession in place, should personnel on the ground be required. Every project undergoes a robust planning process at the outset, with a rigorous risk assessment encompassing a complete vision of people, skills, equipment requirements and safety. For its part, AMUAS (now Bridgeway Aerial) is a pioneer and early adopter of unmanned aerial technology. The company is a founder member of the industry trade body, The Association of Remotely Piloted Aircraft Systems (ARPASUK), and has led the way from the outset in driving the safety and quality standards for UAVs and compliance with Civil Aviation Association (CAA) regulations, as well as keeping abreast of the latest standards and CAA rulings, and tracking the emergence of new technology. Putting UAVs to work Bridgeway Aerial Ltd has experience of operating a fleet of UAVs with various capabilities, these being married with diverse payloads to capture high-quality Rail Professional

stabilised still photography and 4K video, 3D point clouds, multispectral sensing and thermal imaging. To these has now been added LiDAR (light detection and ranging) capability. Key aspects of UAV operation include: • permissions to fly – Bridgeway Aerial is one of a handful of organisations authorised to fly UAVs (with a weight limit of 7kg) on and around Network Rail infrastructure – within an envelope of 50 metres either side of it. The company also has congested area permissions, allowing flight within built-up areas. Approval for night-time operation is currently being sought • flight time – the time for which a UAV can operate is largely dictated by the battery. Typically, a 20-25 minute flight duration can be achieved with a fully charged battery, before needing to return to base for power pack exchange • range, height and speed – the CAA imposes, as standard, a strict requirement for lineof-sight UAV operation. Bridgeway Aerial also has an approval to enable extended visual line-of-sight operation (EVLOS). This requires a second person with line-of-sight visibility of the UAV to be in constant radio contact with the pilot, who may be unable to see the UAV directly. UAVs are permitted to operate at heights up to 400ft and can achieve typical flight speeds of 4-6m/s without compromising data collection • weather conditions – Bridgeway

Aerial has sophisticated meteorological forecasting systems in place to enable weather conditions to be checked on a minute-by-minute basis on site. This allows any approaching disruptive conditions to be tracked and the workload managed accordingly, optimising the safe, efficient on-site operation • data logging – measurement data is usually stored on-board on data cards for subsequent download but, increasingly, data is collected in real time via satellite or mobile network telemetry. There is also a set of on-board instrumentation for logging positional data based on GPS satellite data. Pilot training and licensing With a major focus on staff development and competence, the company maintains a highly trained, experienced and motivated workforce. UAV pilots need to be individually licensed, requiring them to attend a five-day course to gain certification and then to complete a prescribed number of flying hours per year to maintain this certification. There are different levels of licence for different weights of UAV. The company itself also needs to be licensed and is required to create an operator’s manual which is reviewed by the CAA. This constitutes both a method statement and risk assessment. Data processing and repeatability Underpinning Bridgeway Aerial’s competence in geomatics is the fact that Bridgeway Consulting has been generating and processing point clouds for more than five years. Richard Cooper takes up the story again: ‘There are large volumes of data involved with point clouds but systems are in place - either using greater processing power or employing more intelligent data processing means - to create workable data sets.


‘In the early days, clients didn’t have the capacity to handle the data when it was provided to them; Bridgeway Consulting worked up a way of creating and manipulating data sets comprising an overarching model and subsets that can be interrogated for greater detail. For example, a traditional CAD model or a 3D surface model applying the principles of BIM can be extracted from the entirety of the captured data. ‘Variations in infrastructure condition or position can be monitored provided that the data capture is repeatable. Robust processes must be put in place, which is where traditional survey skills and experience come in: the survey grid, a repeatable set of coordinates, and a repeatable reference. The expertise of combining the aerial data

with the ground control point data captured track-side is the cornerstone for Bridgeway Aerial as a one-stop-shop. ‘By producing measured, calibrated and auditable data, Bridgeway Aerial ensures that its clients receive truly valuable results,’ concludes Richard. Case studies Bridgeway Aerial’s portfolio of services includes: • survey data capture (photogrammetry, LiDAR) • data visualisation (GIS, digital terrain modelling) • asset monitoring (volumetric, thermal) • asset and site inspection • imagery and video (high resolution, thermal imagery). These services are exemplified by some of the company’s recent projects, which include: • traffic analysis – studying the behaviour of rail traffic at network ‘pinch points’, in order to understand the primary causes of delays. Airborne time-lapse video of extended observations enables the problem to be visualised as an aid to finding a solution • asset condition inspection – repeat


surveys of infrastructure features can be used to track any physical or environmental changes. The use of robust base co-ordinate controls is essential in providing good repeatability between datasets. This can include GPS and ‘ground-truthing’ surveys using traditional survey methods which are overlaid onto the airborne LiDAR data to determine any differences. In a UK first, a hybrid system has recently been created to enable LiDAR point cloud data to be collected with a light and flexible platform. By overlaying 3D point cloud data from a LiDAR system with ground reference data, this enables one form of technology to be used to prove the accuracy of the other.

• PR and marketing - operations on a live railway may be unobtrusively observed and recorded from the air. Time-lapse photography during an engineering possession can be used for PR, educational or training purposes. A promising future ‘UAVs are a hugely interesting technology – think robotics in the air,’ enthuses Rupert Dent. ‘Being alert to new developments in airframe, payload and telemetry technology is an important element of Bridgeway Aerial’s strategy. Given that the operational and safety performance must be proven before there is widespread adoption, the evolution of unmanned aerial systems is likely to be slow but sure. There will always be some situations where traditional methods prevail, but it is Bridgeway Aerial’s objective to pinpoint applications where its integrated skillsets can be brought to bear.’ Rupert sums up the new company in the following terms: ‘Bridgeway Aerial’s added value offering to the rail industry is in providing UAVs and data capture and manipulation tools in a fully integrated end-to-end service from consultation and pre-planning, risk assessment management and execution, through to project delivery. Accurate, high quality, auditable data is captured safely and delivered in formats that readily enable the client to make informed decisions.’ Tel: 0115 919 1111 Email: Visit: See Bridgeway Aerial at • ‘Geo Business 2017’, Business Design Centre, London, May 23-24. Contact: • ‘Rail Live 2017’, Quinton Rail Technology Centre, Long Marston, Warwickshire CV37 8PL, June 21-22. Contact: The Rail Alliance, Rail Professional



Keeping progress in-house Barkers Engineering is a market leading company in the fencing industry and has been designing and manufacturing high security perimeter solutions for more than 40 years


ll aspects of the manufacturing process take place at the company’s base in Stokeon-Trent, from design to galvanising, to powder coating and fixings. This one-stop-shop approach has many benefits, not least reducing Barkers’ carbon footprint, but also helps it to produce an array of products including palisade, railings, mesh, gates, maximum security fencing, acoustic barrier posts and bar sets. Barkers’ portfolio varies from large infrastructure challenges to innovative

• ISO 9001, 14001 & OHSAS approved • Members of the GALV Association • Achilles Link up & UVDB registered • Supply of security products accredited by CPNI & the LPCB

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bespoke designs in the private and public sectors, both in the UK and around the world. Throughout 2016, via fencing contractors, the company supplied Network Rail infrastructure with over 200,000 metres of palisade, 60,000 metres of FastGuard expanded metal fences, 20,000 metres of twinwire mesh and over 10,000 chain link posts. Complex solutions If just one thing differentiates Barkers Engineering from other manufacturers and stock holders, it is the ability to

manage complexity on a scale that few can accommodate. A recent project saw Barkers develop a solution to reduce the possibility of vehicle encroachment onto rail infrastructure. The project threw up many interesting challenges to the design team, due to several restrictions on what could be connected to the existing infrastructure and the difficulty encountered with the lack of footprint available. The Wythall Station Road Junction project would require: • 38 metres of palisade system


• 1.8 metres high to match existing palisade • special posts to meet demanding ground conditions Barkers StronGuard ™ RCS75 PAS68 crash tested palisade fence, designed and accredited to stop a 7.5-tonne vehicle traveling at 30 mph, was seen as the solution to help reduce these accidents and deter any vehicle infringements. Post solution involvement After modifying the current basic design to meet the operational requirements, which incidentally is not security driven, (although StronGuard ™ palisade has the added bonus of increasing the security protection for the client) Barkers worked closely with the contractor who was responsible for vegetation clearing, removal of existing fence, traffic management and overall site

supervision. The first project was undertaken in Nottingham, where after a site survey the company designed and delivered the modified StronGuard ™ RCS75 in a timely manner, meeting the client expectations. The installation, undertaken by an approved contractor took just four days, which kept congestion at the busy road junction to a minimum. Looking to the future Barkers Fencing’s expertise and experience that goes with it, enables it to approach projects with confidence, providing a comprehensive response to client’s needs. As a member of the Hill & Smith PLC group of companies, a global group with a turnover in excess of £500 million, Barkers Engineering is always on the look out to


‘We are pleased with the aesthetic finish of the StronGuard ™ RCS75 which looks like our standard fence, whilst affording us the added benefit of the impact system’ senior engineer develop new and current products to meet the ever-changing needs of its clients. Now that HS2 has been granted Royal Assent, construction can begin in earnest and whilst exact details are yet to be finalized, Barkers is hopeful that many new opportunities will arise, resulting in exciting new projects and challenges to flex its imagination and design capabilities further. Tel: 01782 319264 Email: Visit:

StronGuard ™ RCS75 PAS68 • RCS 25PAS 68: 2010:2500 (N1G)/48/90 0.0 • RCS 75 PAS68: 2010:7500 (N2)/48/90 0.3

Rail Professional

Visit Lindapter stand Q51 at

Bespoke steelwork connection solutions for New Street station by

Choosing the best solution

grade 316, which exceeded the safety and maintenance requirements, complemented the façade’s design and provided a rapid installation process. The attention to detail from Lindapter’s Engineers meant that a self-adhesive, soft-foam cushion was provided to cover the spanner so that the stainless façade was not scratched during installation.

The design, manufacture and installation of the complicated cladding was entrusted to Portuguese specialist Martifer. It was a taxing contract as every part of the frame and every panel was unique and required a customised connection system that exceeds the 40 year life expectancy of the stainless steel panels. Network Rail’s Civil Engineer for Birmingham New Street Gateway Project explored various cladding fixings from the UK, European and USA markets. A riveted connection was initially considered, as used to assemble high-performance aircraft for the station cladding. After a technical evaluation it was decided Lindapter’s Hollo-Bolt was the best solution as it exceeded Network Rail’s safety and maintenance needs and the Council Planners requirements.

Network Rail approved products

Bespoke connection design

Visit Lindapter stand Q51 at Railtex to get your copy of Lindapter’s Rail Brochure, which includes examples of Network Rail approved products. Alternatively, download the full Lindapter product catalogue from

The Engineer took advantage of Lindapter’s free connection design service to receive a fully engineered bespoke solution. The Research and Development team developed a M5 countersunk Hollo-Bolt in stainless steel



Lindapter is a premium quality manufacturer with extensive experience of manufacturing fixings in the Construction and Rail markets. A range of products approved by Network Rail and industry leading approval bodies further reassured Engineers that the bespoke product would be ideal for purpose. In fact, Lindapter fixings have been used throughout the entire project, including securing various station fittings, building services and shop fronts. The Hollo-Bolt is the only expansion bolt for structural steel that is featured in the BCSA and SCI design guide ‘Joints in Steel Construction’ and the only expansion bolt to be approved for use in all seismic design categories (A-F) for resisting wind loads and seismic loads from California based ICC-ES.

Call +44 (0) 1274 521444



© Network Rail

Everyone’s talking about Birmingham’s stunning New Street station. With its light, airy atrium and wide selection of premium retail outlets, the £750m project has tripled the size of the building and created a new landmark for the city with its stainless steel façade.



It’s a GRIME Die-hard rail industry cleaning and coating habits cost 35% too much


eploying established but currently under-utilised industrial cleaning and coating processes in rail would cut refurbishment and repainting costs by around 35% if adopted more widely. Colin Atkins, Managing Director of 20-years-established PCL Industrial Cleaning and Coating, says opportunities to cut both costs and environmentallydamaging by-products of the cleaning, preparation and painting of a vast array of heavy machinery and parts are perhaps misunderstood, and so often overlooked. ‘There’s a tremendous opportunity to cut costs, drive efficiencies and tackle environmental issues in the refurbishment of both passenger and freight rail rolling stock,’ said Colin Atkins. ‘We’ve proven this both in rail and other sectors and industries which demand high-quality refurbishment of big, heavy, complex or even relatively sensitive pieces of mixed-material equipment and machinery, using everything from metal shot blasting to cleaning and prep using dry ice or plastic bead blasting ‘But the key is the way coating, paint and painting has advanced. ‘We have developed and deployed industrial cleaning, prep and painting processes alongside a number of clients for whom we have produced a typical costsaving of between 30% to 40% compared to

older-established processes, and significantly reduced the volume of some very nasty byproducts - but it’s a market of two halves. ‘Our clients have embraced the processes and raced off over the horizon celebrating cost and time efficiencies, and addressed environmental challenges, while, in contrast, there are industrial and engineering businesses out there who are still using expensive, slow and comparatively more environmentally-harmful processes that have been round for decades. ‘We were so struck by the ‘we’ve-alwaysdone-it-this-way’ approach of one business that we took on the work, and then worked very hard to persuade them to change a process they’d used for decades. They were initially extremely resistant - until we presented them with a better finished job, and an invoice value that looked like something from the 1990s. ‘But then one of our typical clients, one of the major rail engineering businesses adopted the process five years ago and, on average, saves 30-40% on every cleaning and coating refurbishment. ‘We obviously have our trade secrets in terms of how we do this, but contracted clients and customers very quickly pick up on the genuine benefits of simply deploying the latest approaches, many of which have been progressively developed alongside advances in paint composition. ‘What I can say is that PCL’s processes

involve particular paints, which, contrary to industrial beliefs about those paints, reduce the overall production of volatile organic compounds (VOCs). ‘We are replacing water-based with HVS (high volume solids). Water-based was considered good in the past, but we can demonstrate they’re expensive and do actually contain solvents. ‘They don’t quickly actually demonstrate anything. But that’s the idea: our clients are quietly impressed by just how tough and resilient the finishes are using our paints and processes paints because it takes so long for them to start showing signs of wear. ‘While the rail environment can be tough, it is as nothing compared to some of the applications for our processes: oil and gas rigs, chemical plants and so on. ‘But while these processes are being stress-tested by the most hostile of industrial environments, they are also demonstrating just how right they are for cost-conscious rail industry decisionmakers.’ PCL Industrial Cleaning and Coating Ltd was established in 1998 and provides industrial cleaning, preparation, painting and coating services for offshore, rail, automotive, food, printing and general industrial equipment, machinery and plant owners and operators. 0161 672 7432 Rail Professional


| 115 BUSINESS PROFILE achieve success sinc

We’ve been helping

supplying them with bespoke component state-of-the-art, mul

Riding the rails of success

Find out how O.L.D. E your business stay on us today on 01455 612 www.oldengineering.

The rail industry has been fundamental to the formation and continued success of O.L.D. Engineering


or over 40 years, O.L.D. Engineering have been a leading manufacturer and supplier of complex components and engine parts to the rail - and many other - industries, enjoying long-standing relationships with many international organisations. From their Midlands-based factory, O.L.D. Engineering create high-quality components and prototypes and manufacture rail, and other products, using the latest CNC machinery. All their products undergo a number of demanding inspection and test processes to ensure that they meet the most rigorous quality requirements. As an EN ISO 9001:2015 accredited company, O.L.D. Engineering use modern

quality facilities and equipment to guarantee attention to detail and rapid response. Quality of their production processes is assured using their real-time, centrally monitored, computerised SPC and data capture systems. O.L.D. Engineering have also recently been awarded/renewed accreditation for 21st Century Supply Chains (SC21) and Fit For Nuclear (F4N), and strive to make continuous improvements in every aspect of their business. To discover how O.L.D. Engineering can help you with your next rail engineering project, please call Don Doman on 01455 612 521 or visit

LOOKING FOR CNC PRECISIONMACHINED PARTS? We’ve been helping our clients achieve success since 1971 by supplying them with quality, bespoke components produced on state-of-the-art, multi-axis machinery. Find out how O.L.D. Engineering can help your business stay on track by calling us today on 01455 612 521 or visit

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Worldwide experience across many successful rail projects makes Dr. Sauer & Partners the choice for all your requirements in running platform tunnel design, supervision and construction management services. Dr. Sauer & Partners designs rail and station tunnels in urban and rural areas in any type of geology. We provide construction management, inspection and supervision for new tunnelling projects or the rehabilitation and refurbishment of existing underground facilities.


Dr. Sauer & Partners Ltd. LONDON 11 Langley Avenue Surbiton, Surrey KT6 6QH UK T. +44 208 339 7090 F. +44 208 399 7446

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Tying it all together Elite Precast Concrete works with semi-dry and wet-cast, high strength (50N/mm2) concrete products which are supplied to every sector of UK industry


lite was the first to manufacture interlocking blocks for fire breaks, retaining, blast and push walls and for creating solid barriers between open rail lines and those being replaced to avoid the need for disruptive all line blocks by allowing adjacent live line working. All of Elite’s blocks have a minimum of 100 years design life. The largest interlocking block in the Elite range is called the Legato, the name coming from the Italian for ‘tied together’. One of the benefits of in-situ concrete is incredible long term durability and strength without the expense, disruption, long build time and lack of flexibility usually associated concrete cast on site. Elite is the only company in Europe to manufacture interlocking blocks using high strength (50N/mm2) concrete. This allows its Legato blocks to exhibit extreme levels of durability, combined with the flexibility of having their own cast-in lifting pin. As each standard block

will build 1.28m2 of wall, they provide an incredibly quick solution in a wide variety of applications. Another block called the Duo block is made from 600mm thick high-strength concrete and has the advantage of not requiring expensive, specialist lifting equipment. The clever design (which incorporates a cast-in lifting pin flush with the concrete surface) allows the blocks to be easily dry laid onto any firm surface, creating bay dimensions to suit almost any site. Easy installation and rigid construction The third interlocking block in the Elite range is the Vee Interlocking Concrete block. These blocks interlock horizontally and vertically and can provide radiation shielding (either temporary or permanent) as well as providing a retaining wall. The blocks interlock with each other using a unique ‘V’ system along the base, sides and top giving incredible strength and stability.

Precast concrete Kentledge blocks are used to act as ballast or counterweights for fencing, hoarding, scaffolding, or for various temporary works. They can also be attached to wire ropes which are fixed to the structure to provide greater stability

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Diamond Seating refurbish the interiors of Britains rolling stock, anywhere in the country


eating is just one of the services we undertake as part of your refurbishment project. We offer a complete (turnkey) service, doing all the tasks that will complete a refit or overhaul of your rolling stock, including professional cleaning and powder-coating.

Our project managers can organise essential external work, such as full resprays, decal work or brand livery. Seats are taken away to be re-covered at our depot, brought back and fitted. Other work can be done off-site or on-site. Diamond Seating’s work is guaranteed and conforms to current Railway Group Standards. For more information about the services we can offer your business, please visit our website, call or email us as below.

telephone: 0114 257 0909 | | unit 3, butterthwaite lane, ecclesfield, sheffield, s35 9wa



All systems come with integral lifting options and can be painted in company colours, Ministry of Transport approved chevrons along with other designs and provide a much cheaper alternative when compared to hiringin barriers security, rockfall, and edge protection. Jersey barriers are 2,500mm long and weigh 1,450kg. The unique interlocking system provides incredible levels of security against unwanted visitors whilst allowing sections to be easily removed and repositioned should emergency access be required. Vertical barriers Elite’s Temporary Vertical Concrete Barriers (TVCBs) are the perfect safety barrier for a huge variety of applications.

Precast concrete Kentledge blocks are used to act as ballast or counterweights for fencing, hoarding, scaffolding, or for various temporary works. They can also be attached to wire ropes which are fixed to the structure to provide greater stability. Its security blocks, interlocking concrete blocks and Vee interlocking blocks all make excellent counterweight blocks for fall arrest systems and heavy lifting as well as most types of temporary works situations. Elite offers a range of options when it comes to securing your premises against unwanted visitors, to manage site traffic and for use as HGV MOT test weights. Security components Elite’s large two tonne precast concrete blocks are designed and manufactured to be used as security blocks preventing access to land and buildings and are ideal for blocking entrances and gateways or for use as HGV

MOT test weights. The Security block, Vee interlocking block, Legato interlocking block, and Duo interlocking block all provide security solutions suitable for various temporary works applications. All systems come with integral lifting options and can be painted in company colours, Ministry of Transport approved chevrons along with other designs and provide a much cheaper alternative when compared to hiring-in barriers. All of the blocks have their own lifting and placing systems. For traffic management and for safely segregating pedestrians from traffic / vehicles the Elite Interlocking Jersey barrier is an ideal heavy duty system which has been designed for the ultimate in antivehicle perimeter protection. Cast from Elite’s standard high-strength concrete (50N/mm2) the barriers are ideal for traffic management, flood defence, site

• to create a safe working area for the workforce • to provide flood defences • protecting pedestrians from traffic • providing traffic barriers / bases for secure fencing to be fixed to (particularly useful for large public events such as the Olympics / Commonwealth games • preventing un-authorised access to forecourts, car parks, fields and site compounds • helping direct traffic flows safely • as counterweights, kentledge for scaffolding, fencing, cranes, etc • proving security against ram raiders and terrorist attacks. The safety barriers are connected at the scarf joint by M24 high tensile bolts. Precast concrete marker blocks are primarily used to aid in the location and identification of electric cables and other utility services that are buried underground. They can also be used to mark boundaries and other reference points. Tel: 01952 588885 Email: Visit: Rail Professional



Standing proud in rail A UK leader of steel finishing services, Joseph Ash Galvanizing is proud to support the rail industry


oseph Ash Galvanizing has been a UK leader of steel finishing services since 1857. Founded by Joseph Ash – the son of a brilliant Midlands based chemist – its services include galvanizing, spin galvanizing, shot blasting and powder coating, as well as steel bundling, packing and export containerisation. With eight plants in the UK (in Bilston, Bridgend, Chesterfield, Corby, Hull, Medway, Telford and Walsall), all types of customers are served, from large construction companies and fabricators, fencing and agricultural specifiers, and metal sculpture artists. The company is also a proud supplier to the railway industry. The position as a steel finishing UK leader stems not only from Joseph Ash Galvanizing’s industry-leading levels of customer service – which meet the most exacting requirements of customers and end users – but also from an ethos of outstanding technical knowledge and additional services which include: • Collection and delivery • On-site storage facilities • Passivation post galvanizing • A range of different bath sizes and lifting capabilities • Additional paperwork if requested • The ability to powder coat aluminium as well as steel. With a number of different bath sizes at the various plants (including one of the widest galvanizing baths in Europe at the Telford plant), everything from lighting columns to staircases, gantries to bridges, and structural sections to access support steelwork can be treated. Small specialist parts such as hinges, nuts and bolts can also be galvanized in the company’s spin line galvanizing baths. Joseph Ash Galvanizing also offers a oneFrom 9-11 May 2017 Joseph Ash Galvanizing will be exhibiting at Railtex 2017 – the 13th international exhibition of railway equipment, systems and services – at the NEC in Birmingham. Visit them at Stand B16 to find out about the types of steel they galvanize and treat for the railway industry.

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Still using pneumatic wipers? ... maybe it’s time to convert? See us at Railtex 2017 9th – 11th May Stand M60

• Arms • Blades • Motors (24v and 110v) • Linkage systems • Components & spares

PSV Wipers - providing a clearer view Pneumatic windscreen wiper systems have been around for decades. When new, they work well, but as time progresses they can become prone to failure due to system leaks. Failed wipers result in inoperable trains, causing service disruption (costing both time and money). Thankfully, there’s an economic alternative. With over 35 years experience producing complete wiper systems, PSV Wipers Ltd have developed a number of conversion kits specifically for older rolling stock. These are a direct replacement for your existing pneumatic or electric system. They’re reliable, easy to retrofit and can save thousands in maintenance costs and lost operating time. PSV have been developing and manufacturing robustly engineered wiper systems since 1980, supplying new and replacement components and systems for UK and international OEM train builders, fleet operators and fleet support distributors. Our products are designed to improve reliability and lower ‘Life Cycle Costs’.

Why not discover the benefits of electric wiper systems? Call us today and ask for our Rail Specialist, Paul Curry. PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, UK Tel. +44 (0) 1905 350500 │ │ Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit Phil Sangwell.

See us on stand M60 at Railtex 2017



Joseph Ash Galvanizing treats many steel fabrications for the railway industry, including gantries, station canopies, car parks, bridges, fencing, lineside cabinets, cantilevers, and CCTV posts. The company has galvanized many of these structures for sites including Birmingham New Street Station, Bristol Parkway Station, Stoke Gifford Depot, Hazel Grove Station, and the East and West Coast Main Lines electrification projects. stop-service for shot blasting, galvanizing and powder coating from its Medway plant, with all services provided from under one roof. When it comes to corrosion protection, the dedicated workforce and large and modern HGV fleet enable them to provide the highest standards of galvanizing quality and service available. Sustainability Many suppliers to the railway industry use steel galvanized by Joseph Ash Galvanizing. When processing steel, the team works hard to protect the environment as well, through an ever-growing list of recycling activities with processes supported by an Environmental and Sustainability Policy. For example, the company supports waste minimisation through recycling and the recovery of zinc from the waste stream. It also operates within a framework of a self-imposed Environmental Management

System based on internationally recognised standards. Health and Safety Finally, Joseph Ash Galvanizing has a keen sense of responsibility for the world around it, not only when it comes to quality of work, sustainability and the environment, but also regarding the health and safety of employees and visitors. For example, in June 2014, 2015, 2016 and again in 2017, Joseph Ash Galvanizing became the only galvanizing

company in the UK to be awarded the RoSPA Gold Award, recognising the company’s health and safety standard, performance and systems. Joseph Ash Galvanizing was also awarded OHSAS certification for exceptional health and safety standards at the Bilston, Chesterfield and Walsall plants. For information about steel finishing services, please contact Joseph Ash Galvanizing today on 0121 504 2573, or visit the website at

Rail Professional

Certification solutions that work for you Network Certification Body (NCB) provides a system-wide approach to railway certification on infrastructure and vehicle projects, both in the UK and overseas. Our knowledge of the processes and our connections throughout the railway industry give us the unparalleled ability to provide assurance and certification solutions that work for you. From tunnels to bridges, eletrification to signalling and vehicle modifications through to new build, we’ve got you covered - working as: a Notified Body and Designated Body acting against interoperability requirements a Plant Assessment Body under Railway Industry Standard 1710-PLT an Assessment Body under the Common Safety Method an Entities in Charge of Maintenance Certification Body We offer practical advice; partnering with our clients to give value for money, resulting in an efficient, successful certification.

Get in touch to discuss how we can help you Email:



Wheels keep turning The wheels on the UK’s largest light rail network will continue turning thanks to the early completion of a brand-new lathe


airn Cross Civil Engineering, in partnership with KOLTECH and Mechan, started work on the TUP 650 wheel lathe in June 2016. The lathe has been completed ahead of schedule. It will go into operation at Metrolink’s Trafford Depot where Metrolink operator RATP Dev has facilitated the works, providing technical help and support. Cairn Cross Civil Engineering, the principal contractor, has successfully installed wheel lathes throughout the UK, from London to Edinburgh, since 2012. This latest project is the seventh lathe to have been installed in five years. Company backgrounds Cairn Cross Civil Engineering is a multidisciplinary design and build specialist with over 25 years of experience within the rail sector, including depot maintenance, mechanical and electrical installations, drainage and below ground structures, surfacing works and footpaths, highways and bridges and AVIS building, and carriage washes.

Sheffield-based rail depot equipment specialist Mechan, has helped Polish wheel lathe experts, KOLTECH, obtain an order from Transport for Greater Manchester for the provision and assisted installation of the new lathe by assisting with the tender and contract negotiations. Mechan is the sole UK and Irish supplier of KOLTECH products and has responsibility for servicing the lathe, once installed and commissioned. It will be interlocked with the depot’s overhead lines and existing rail/road shunter and accompanied by a complementary fume and dust extraction system. The KOLTECH underfloor wheel lathe can be used to recondition the wheel profiles of any rail vehicle without removing them from the carriage. The Trafford depot order has internal axle box supports to fix the trams to the machine and is equipped with a swarf crusher and conveyor to remove all waste metal produced during the turning process. Cairn Cross Civil Engineering provided structural modifications to an existing pit for the installation of the underfloor wheel

lathe to provide an enhanced facility for tyre-turning at the depot for the new fleet of Bombardier Flexity Swift vehicles, which have been introduced to the local tram network. Design modifications All the design work was completed by the Cairn Cross in-house design team,

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providing the client with a comprehensive design package and liaising with KOLTECH throughout the whole programme. The floor of the existing pit had to be raised by 1.5 metres, along with reinforced concrete plinths to seat the new KOLTECH underfloor wheel lathe. To service the wheel lathe, the client required the installation of a new 1.5-ton jib crane working at a 6 metre radius. This is integrated into the existing steel building structure. To provide safety and security for operational staff working on the lathe, an interlocking system was incorporated as an extension of the existing depot protection system. Interlocking allows users to safely operate the machinery in a controlled and safe manner. The system was extended to include the battery shunter, OLE, jib crane and road protection. The installation of a lone worker alarm system provides operators with an additional safety mechanism in case of any emergencies. Power and bonding systems Cairn Cross’s electrical team provided distribution boards and electrical cabling to power the lathe, including the use of the endurance luminaire to provide appropriate working lux levels within the pit, these provide the depot with three hours of emergency lighting should it be subject to power failure. The existing bonding system was modified to ensure safety of the machine and associated equipment from potential DC stray currents within the existing system. Final thoughts Aaron Morgan, Cairn Cross Civil Engineering’s site manager says, ‘The early completion of this wheel lathe installation has come about due to the fantastic working relationship between all stakeholders’. Transport for Greater Manchester’s Metrolink director, Peter Cushing, says, ‘Having just opened the brand-new Second City Crossing and started work on a new line out to the Trafford Centre, it’s more important than ever before that we maintain our 120-strong fleet to the highest standards. ‘This new lathe will ensure a more efficient way of working and is therefore a hidden benefit that the customer won’t be aware of but that will ultimately help us to keep them, and the network, moving. ‘I’d like to thank all involved for their work in procuring and installing the new wheel lathe.’ Tel: (0113) 284 2415 Visit: Email: Rail Professional

SMART SWITCH POINT HEATING HEATING SMART SWITCH POINT SwitchPoint HeatingSWITCH AB delivers a complete custom adapt turnkey SMART POINT HEATING SwitchPoint Heating AB delivers a complete custom adapt turnkey heating system for rapid installation with plug connected elements SwitchPoint delivers awith complete custom adapt turnkey heating systemHeating for rapidAB installation plug connected elements 4-Way connector with Control panels with heating system for rapid installation with plug connected elements 4-Way connector with Control panels with software controlled plugs and molded in software controlled plugs4-Way and in with cables IP68molded triac and remotewith connector panels Control Fast installation with stainless steel cables IP68 triac and controlremote by the software controlled plugs and molded inFast installation with stainless steel protective channels and knock on clips in control by the cables IP68 triac and remote internet built in protective channels knock on clips Fast spring installation with stainless steelin stainless steeland with barbs internet built in control by the polyester enclosure stainless springchannels steel withand barbs protective knock on clips polyester in enclosure Flexible custom internet built with dig down ground in Flexible custom stainless spring steel with barbs with dig down ground polyester enclosure length elements stand elements length stand Flexible custom with dig down ground with plugs IP68 withlength plugs elements IP68 stand

with plugs IP68 or more Thomas Thorin Thorin For moreinformation informationand and quotations quotations contact contact Thomas For+46 more information and quotations contact Thomas Thorin hone Phone +46(0)703(0)703-30 3030 30 35 35 Phone +46 (0)703- 30 30 35



A new venture in rail As the designer and manufacturer of the pre-eminent reinforcement and anchoring solution for masonry structures, Cintec has cemented its reputation internationally


or over a quarter of a century, Cintec has secured and reinforced historic and historical buildings, masonry bridges, monuments, railway structures, retaining walls and harbour walls. The patented Cintec reinforcement and anchoring system is straightforward: injecting a proprietary cementitious fluid grout into an anchor surrounded by a fabric sock, which has already been placed in an oversized drilled hole. The reinforcement system’s ingenuity lies in its versatility. Drawing on decades of experience and testing, Cintec’s designers can customize it to any specification. Cintec International has supplied Network Rail and formerly British Rail and many county councils and local authorities with anchors and reinforcement for over 25 years, both directly and through Cintec’s approved contractor network. Cintec and its partner companies offer a complete diagnostic service on all masonry and stone bridges and structures, from initial assessment and a finite element design process through to anchor installation and completion. The Archtec system Archtec is a novel method of strengthening masonry arch bridges which firstly involves an accurate method of assessing bridge structural performance, and then the use

of retrofitted reinforcement through the application of Cintec anchors. This type of strengthening has been described as ‘key hole surgery’ for bridges because of the absence of any major intervention and the complete invisibility of the work. Generally, construction comprises retrofitting stainless steel reinforcement around the circumference of the arch barrel. The reinforcement is grouted in to holes drilled in to the bridge with a diamond coring rig from the road surface or, alternatively in the case of multi-span structures, from below. India and Greece rail works Cintec Rail, part of the Cintec International Group, has used the Archtec method of assessment and repair system on the upgrading of eleven Railway Bridges on the Diakopto to Kalavryta line south of Athens. This rack and pinion railway runs from Diakopto at sea level to Kalavryta. The work was to strengthen the arches, piers and abutments before new bearings and track repairs are undertaken. Cintec India ran a health monitoring programme with the Indian Railways using Archtec. This programme monitored and reported on the results of a 1,000-tonne train carrying stone over a number of railway bridges and took place for one year from March 2007 with quarterly reports on the

bridges movement being recorded. Since then Cintec has been heavily engaged in pricing and evaluating a number of bridge strengthening projects. Electrification projects The work, which is essential to the electrification process, involves utilising Cintec’s patented anchoring systems to support the weight of the gantries which will hold the cables needed to electrify the lines, and in some cases to strengthen railway bridges and viaducts to which the gantries are attached. At Middleton Railway viaduct and Castlefield Railway Viaduct Manchester, Balfour Beatty Rail Projects was charged with electrifying the line. New gantries were installed which hold the electric cables and loads of up to 120kN. 80 anchors were supplied and fitted for the 22 gantries which were installed over a distance of two miles. These anchors were up to 6 metres long and went into the brickwork at a 45 degree angle. In some places it was necessary to drill through the viaduct horizontally for 11 metres to enable installation of the cantilever gantries. Electrifying Gospel Oak to Barking The new cabling installation needed to complete the electrification requires OLE

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Twinfix Georgian Wired Polycarbonate Non-Fragile Rooflights Twinfix is a family run business. As experienced innovators they offer a range of well-engineered glazing products, many of which are fitted on the roofs of Rail Stations and Depots.

The benefits of this system are: • Safe in use: All Multi-Link-Panels pass the ACR[M]001:2014 drop test, in accordance with HSE recommendations, with a ‘B’ designation.

The Multi-Link-Panel is an aluminium framed modular rooflight system, designed with a unique fixing method that results in incredibly quick installation times.

• The Twinfix Georgian wired grade solid polycarbonate is particularly popular as it mimics Georgian wired glass.

In order to drive efficiencies within their work in rail Twinfix have utilised up-to-date 3D printing to aid product innovation and development, employing this new technology to view a 3D model of a revised Multi-Link bar design for use in future rail applications.

• Polycarbonate absorbs vibrations without cracking, crazing or breaking.

For ease of specification the Multi-Link-Panel is available as a BIM object for download in IFC and Revit formats from the Twinfix website.

• The light weight of the finished product results in less stress to the fabric of original buildings.

The modular roofglazing panels can be glazed with Twinfix Georgian wired effect polycarbonate. This clever innovation looks like Georgian wired glass, but is much lighter and will not crack, craze or break. Perfect for heritage applications.

• The aluminium framework can be powder coated to a RAL colour to suit your project.

• Sleek in-line access hatches (developed at the request of Network Rail) offer unobtrusive and safe access through the glazing for maintenance purposes. • Factory manufactured rooflight panels means no costly mistakes on site.

For more information contact us on:

Tel: 01925 811311




Cintec supplied and installed all the anchors for fixing the new gantries to the brickwork of the viaducts upon which they are placed as cantilevers over the railway lines. All anchors have been high load threaded bars 30mm diameter in a 76mm diameter diamond core drilled hole and between 4 and 9 metres in length. The drilling and installation had to be to a very high degree of accuracy to ensure perfect alignment with the major steelwork support structures. Mainline station works Leeds station proved to be an interesting project. A new entrance and ticket area was being built along with a complete refurbishment. Cintec was called in by Mott MacDonald when its engineers came across a serious strengthening issue. The station was constructed on top of a series of arches of viaducts which would not take the weight of the new entrance so the engineers had to detail a structural steel frame to support the arches. Anchors had to be installed vertically into the brickwork with high load capacity and the shear load requirements to support the structural steelwork. Various sizes of Grip Bar anchors were used to meet 75k/N load requirements.

gantries to be fixed to the spandrel walls of the existing viaduct structures between Gospel Oak and Barking. The installation and location of the gantries are on both sides of the viaduct for three distinct viaduct lengths. Cintec was brought in to the team at the design stage, and worked closely with the lead engineers AECOM and assisted by Intuition Engineering to develop a workable anchor solution for a standard gantry support bracket design. The loads varied considerably depending upon the type of OLE structure design, making completing an overall design very challenging, but Cintec was able to offer a bespoke solution with roughly 6 anchors per bracket ranging from 3.00m to 8.50m in length and consisting mainly of 30mm Cintec solid bar anchors in core drilled holes from 76mm to 102mm diameter. Crossrail and Thameslink Cintec is currently working with Lundy Projects, Balfour Beatty Rail and other

consultants on a number of projects within the Thameslink and Crossrail schemes. The company’s involvement with Crossrail has entailed supplying and installing thousands of specialist Cintec stud anchor fixings to support and connect structural steelwork. These were inserted into existing buildings over and along the line of the new Crossrail tunnels to prevent subsidence problems from arising. Additionally many structural anchors were installed at potentially weak areas of structures to reinforce them and prevent cracking whilst tunnelling was carried out. Signal gantry supports Projects include recently completed work on the Thames Link as part of the main line upgrade. This project on the Western Approach Signal Gantry just outside London Bridge station demanded close cooperation with Lundy Projects and main contractors Balfour Beatty for reinforcing masonry and anchoring.

Remodelling stations Cintec’s work at three major London stations, Waterloo, King’s Cross and London Bridge, is ongoing, and has been vital to the remodelling and upgrading projects taking place. Working with an alliance of AECOM, Colas Rail, Mott MacDonald, Network Rail and Skanska on Waterloo the Cintec anchor system was used as high load holding down anchors for the new canopy link between the new and old stations. In this case, it is Cintec’s ability to provide a bespoke system for the problem that has enabled these projects to be so successful. The great flexibility of designs available to the engineers has enabled a large variety of structural challenges to be met utilising Cintec’s anchors. The future Cintec is proud to have been involved in the work that has already taken place improving the UK’s rail system, and plans to continue to expand into the rail upgrading programme with partnering arrangements with prime suppliers to Network Rail in addition to advising professional design practices on practical and cost effective structural solutions. Ongoing product and engineering development work will enable Cintec to provide even more inventive solutions to structural problems within the rail assets to continue to improve the UK’s rail infrastructure. Tel. 01633 246614 Email: Visit: Rail Professional

Redi-Rock modular retaining wall system .....with the look of natural stone!

Rail Products

Build Faster Build Leaner Build Greener Build Quality Build Smarter Build to Last


Download BIM and free Redi-Rock™ design software at

Dry laid one tonne large interlocking concrete blocks Extremely fast and easy to install Can be built in any weather Standard blocks.... no waste Produced from 40% recycled materials 100 year design life Gravity and reinforced earth walls available Designed in accordance with BS EN 1997-1:2004 Installation support or full installation service available Full design service supported by professional indemnity insurance

Now available in three natural finishes... Ledgestone



To find out more see our website or call our sales team. T: 01179 814500 F: 01179 814511 E:

Concrete for Life



CPM’s Redi-Rock™ walling exhibiting at Railtex CPM’s Redi-Rock™ modular concrete walling will be on show at Britain’s leading rail products showcase, Railtex 2017


he Redi-Rock™ walling is ideal for protecting the rail line against erosion, landslips and rock falls, as the big block solution is both quick and easy to install when you have limited ‘track time’ available or are working within night-time possessions. With less disruption to services through quick and economical installation in any weather, the Redi-Rock™ blocks have the look of natural stone and are available in three different faces, (cobblestone, ledgestone and limestone) so can blend in with the natural environment and are versatile enough to achieve height without compromising strength. Each modular block weighs approximately one tonne and is dry laid,

so walls can be built in a fraction of the time and costs compared to other methods, a real benefit when closing the rail network for trackside maintenance and improvements. With its strength and earth retaining capabilities Redi-Rock™ modular walling keeps both the train and track safe whilst offering a pleasant viewing and safe experience for rail passengers, making it an obvious choice for the rail industry.

Tel: 01902 356220 Visit:

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Manchester Metrology LTD Portable Measurement SolutionsMeasuring Services Specialist Contract • Scanning and Reverse Engineering


• Portable Onsite Arm Measuring with or without CAD Models


• One Stop Metrology Shop: probes, probe extension kits, tripods, batteries, chargers



• Laser trackers, adapters, nests and retro probes • Hire of all Faro equipment




• Laser Tracking Measurement of large items, Jigs, Fixtures and Fabrications


Training on all ITEMS, JIGS,Faro FIXTURES ANDsoftware, FABRICATIONS Delcam, Aberlink, Geomagic, onsite inspection services using arms and laser trackers


• Training on Faro, Geomagic, Delcam, Aberlink, Polyworks and Verisurf Software







MANCHESTER, M437AJ, Tel: - 01616378744, F

PORTABLE ONSITE ARM MEASURING WITH Manchester Metrology Ltd. Unit 12 Greenside Trading Centre, Greenside Lane, Droylsden, Manchester M43 7AJ. Tel: 0161 637 8744 OR WITHOUT CAD MODELS

Manchester 1

18/02/2016 15:53



Station platform extensions Poundfield Products is known for its range of precast concrete retaining walling systems but it also has a beam and block flooring division and a bespoke division


he company is currently supplying various concrete components for use in railway platform extension work to Essex based company Scott Parnell Rail, a specialist supplier to the Rail industry. Work is underway at Chertsey station by main contractor Geoffrey Osborne of Reigate.  This is just part of Network Rail’s railway upgrade plan for trains running into the UK’s business station - London Waterloo. The concrete extensions are being used at several stations to allow new ten-car trains

to operate rather than the old eight-car trains. Poundfield’s Bespoke division has produced 65 cross beams, each of which is mounted onto footings constructed alongside the rail tracks. Onto these a block and beam flooring system is then laid – this consists of a total of nearly 1,000 beams cut to various lengths of up to 4 metres. Commenting on the choice of Poundfield for the majority of the required precast concrete components, Scott Parnell’s rail director Matt Davidson says: ‘We have used the company before and had no hesitation

in contacting their bespoke division which has provided an excellent service, including direct contact with our client to sort any minor problems. In addition, availability has been consistently spot-on with no delivery deadlines missed.’ Bespoke and standard Scott Parnell Rail of Romford in Essex, a specialist supplier to the rail industry, placed and order for components which will be used at several stations to allow ten-car trains to operate rather than the current eight. Poundfield’s bespoke division has produced 65 cross beams, each of which is mounted onto footings constructed alongside the rail tracks, onto which is then placed Poundfield’s standard block and beam flooring system consisting of a total of 949 150 mm and 225 mm deep beams of various lengths up to 4 metres. Tel: 01449 723150. Email: Visit: Rail Professional



Tackling Japanese knotweed Japanese knotweed has been in the spotlight recently across the rail sector, the trade body supports a renewed fight against it


he move comes after a landmark court ruling earlier this year, which saw Network Rail ordered to pay compensation for damage caused to homes by the invasive plant spreading from its land. The case has highlighted the need for rail professionals to manage the issue with increased vigilance and rigour. And as the rail industry looks for solutions, a national trade body can offer a trusted route to address the issue. The Property Care Association’s (PCA) Invasive Weed Control Group is a leading source of professional advice and expertise. Of particular note for the rail industry is its quality of training and education programme. Through training, the trade body can help those in the sector to increase their own knowledge and understanding when it comes to identifying and managing Japanese knotweed. The most appropriate course for the rail industry is the PCA Qualified Technician in Japanese knotweed, a one day programme which gives an insight in the plant and its eradication. In a classroom environment, the training provides delegates with the technical, biological and academic principles which underpin the processes leading to the safe, swift and reliable control of Japanese knotweed. Best practice Steve Hodgson, chief executive of the PCA, says: ‘This is a highly-specialised area but ultimately, with the right training, those working on rail tracks and responsible for managing invasive weeds can feel more confident that they know what to do to achieve the best outcomes. ‘As well as being delivered at the

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PCA’s headquarters in Huntingdon, the programme can also be delivered as inhouse training option. This enables teams to easily access the training at a location of their choosing. Delivered in this format, the training can be more tailored to the specific needs of the group too.’ Engagement with the PCA training programme can also give those tasked with overseeing the management and control of the invasive plant a wider knowledge when engaging and working with professionals to treat infestations. The trade body can also help those in the industry to identify professionals who can be relied upon to do a good job and be able to offer the required guarantees. Mr Hodgson adds: ‘As Japanese knotweed grows and takes hold this summer, it is important that advice is sought quickly to control and manage the situation effectively. Japanese knotweed poses risks to the environment, water industry and transport infrastructure and

the legislation surrounding its control is becoming more complicated. ‘Over the years, the Invasive Weed Control Group has provided a membership with the expertise to control and manage invasive species, offering high levels of technical knowledge and practical skill. ‘The group’s experience and best practice approach means it is well-placed to deal with the challenges ahead – offering a level headed, coordinated and effective means to control invasive weeds across the UK.’ Learn more More information on Japanese Knotweed and other non-native species is covered at the PCA’s annual Invasive Weed Control conference, which is being held on November 23 at The Møller Centre, Cambridge. Tel: 0844 375 4301 Email: Visit:

A E Oscroft & Sons Ltd Providing Innovative Manufacturing Solutions since 1947

Crucial components that make a comfortable and secure journey THE ANSWER’S YES… WHAT’S THE QUESTION?









Schaltbau Transportation UK Limited We Have Moved and are On Track for Growth "

Shaping the transportation technology of the future – with new standards in convenience, safety, efficiency and support

Schaltbau’s new 32,000 sq ft facility in Milton Keynes

Your trusted partner for • • • • • • •

PRM-TSI modifications to Toilet Modules and Passenger Door Systems HVAC Repairs and Overhauls Door System Repairs, Reliability Enhancements and Full Maintenance Packages Interior Fit-Outs & Floor Installation Installation of PIS Systems, CCTV, Coffee Machines, Headlights, Air Reservoirs Door Sensitive Edge / Door Detection System Up-Grades Composite Door Supply and Fit

Schaltbau Transportation UK Ltd Unit 2 Patriot Drive, Rooksley, Milton Keynes MK13 8PU Contact: Steve Farr – Commercial Manager Tel: 01908 224140




Strawberry Hill depot A winning delivery model should be based on collaboration with existing partners and navigating accepted standards


n preparation for the increase in rolling stock and additional berthing requirements, Cleshar was awarded the contract to extend two of the existing sidings at Strawberry Hill depot and in addition successively secured the contract to carry out the DC power upgrade. Cleshar’s delivery model provided the ability to self-deliver the civils, permanent way, traction power, negative & positive cabling and track welding whilst making use of supply chain partners to deliver the mechanical and electrical package. The scope of works for the alteration to the sidings included: • recovery and removal of the two existing siding loops • removal of an existing vegetation bund followed by the installation of earth retaining structures • installation of the track formation project for the extended sidings, retaining walls and permanent way installation • reconfiguration of traction power • enhancements to depot lighting and associated walkways. Included within this package of works was the installation of 1 kilometre of troughing, Track Disconnector bases and busbar bases. The initial phase of the works was delivered over a four-month programme within an operational depot environment. During construction, the depot remained fully operational with no disruption, safety issues or delays to completion. With the depot being principally a driver’s depot the primary focus was to ensure that the normal depot activities were unhindered during construction ensuring that all client staff needs were facilitated and disruption minimised. This required close collaboration between the delivery team and client with good relations maintained throughout the works. Once the worksite was identified and agreed with the depot management team, the existing walkways were diverted and the segregated zones setup the existing vegetation bund was excavated to the required level. Excavated spoil was continually transferred to a material laydown area which was then disposed of at a time least disruptive to the depot. The underlying formation was then built up using type 1, compacted at 150mm layers

and excavation for additional lighting columns and bases cast. Bottom ballast, sleepers and the track to both roads were installed the plain lining of a set of points followed by the installation of two new buffer stops, new walkways and the single and double cantilevered LED lighting along with the associated transformers, distribution boards and components.

DC power upgrade In preparation for the power upgrade, Cleshar was commissioned to resection the existing power feeding arrangements within the depot and install approximately 1 kilometre of C 1/9 troughing running through the depot. This was required to house the new R6 circuit, the alterations to the existing

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ON TRACK TO DELIVER CHANGE Network Rail Principal Contractor specialising in the following services: Design, Construction and Building Works | Permanent Way Works Civils | Reactive Maintenance | Safety Critical Resource Supply Network Rail and London Underground Training

Keeping people moving for over 25 years | + 44 (0) 20 8733 8888 | | www. Connect with us

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existing remains of the redundant DCCB are to be removed from Fulwell substation and a refurbished and functioning DCCB is to be installed. A spare DCCB was made available along with additional spare units to facilitate the refurbishment of the DCCB, which will then be tested, installed and commissioned. The copper work required for the installation of the DCCB is to be surveyed and fabricated. In conjunction with this, new point to point controllers are to be installed at Fulwell and Hampton substations along with alterations to the mimic control panel to provide the additional control key and the reinstatement of supervisory equipment for control and indication. The scheme will then be commissioned in conjunction with South West Trains and Network Rail including end to end testing under load. The overall project has and will provide South West Trains with an asset which is vastly improved to cater for future demands and requirements. About Cleshar Cleshar is a long-established railway contractor providing infrastructure services specialising in the delivery of track, civils,

R4 & R5 circuits and provide cable route management for the new negative bonding arrangements. Two new busbar bases and four track disconnector bases were also installed along with associated routes for interconnections. Following the completion of this first phase of the works, Cleshar was awarded the contract for the DC power upgrade, which is currently in progress. The works required for the DC upgrade are being delivered utilising Cleshar’s internal resources and as two distinct elements of work. The ETE works: which encompass the positive cabling, negative bonding, continuity bonds and replacement of guard boarding. The second element of the works involve the installation and commissioning of a DC circuit breaker, point to point controllers and modifications to the mimic panel at Raynes Park ECR. The positive cabling required 2 new 1,000mmsq cables to be installed from the reinstated DCCB for electrical section R6 and alterations to the existing electrical section R4 & R5. Existing hookswitches were upgraded to the Mark VIII variety and cables doubled.

Four new track disconnectors, previously known as track isolation switches have been installed to provide a safer means of isolating the respective electrical sections when required. The negative bonding arrangements entail the installation of two negative busbar units. Six new 800mmsq negative return traction cables were installed from the first busbar within the depot to the second busbar situated in close proximity to the Fulwell substation. Inter track cross bonds were replaced throughout the depot as well as continuity bonding around any fishplated running rail joints. Existing double guard boarding has been replaced with new boarding where required throughout the depot. The second element of the DC power upgrade is required to provide alternative feeding arrangements and additional power capacity to support the longer and new rolling stock being stabled at Strawberry Hill Depot. The works required a redundant Bertram Thomas HSE DC circuit breaker (DCCB) which previously supplied Strawberry Hill depot to be brought into service. The

construction and maintenance capability. As part of the privately-owned CCS Group of companies Cleshar has been trading since 1992 working with Network Rail, London Underground, Docklands Light Rail, London Overground and London Trams. As a subcontractor, Cleshar has partnered with other contractors and manufacturers including Amey, Babcock, Balfour Beatty, Colas, Dragados and KONE. These relationships have underpinned the company’s growth over the years, with the business on target to turnover over £100 million. With over 1,400 staff, engineers and technicians the business has a broad range of experiences and skills to deliver a wide range of services across the network. As well as permanent way expertise, Cleshar provides inhouse premises maintenance, vegetation control, protection services, safety and technical training and overall project management capability. Tel: + 44 (0)20 8733 8888 Email: Visit: Rail Professional




Reliability and quality in the industry More and more travelers use modern train services because of their ease, cost effectiveness, comfort and safety


t is therefore a matter of course for manufacturers of rail and train components to ensure that quality products and services continue to be delivered to the industry every day. Increasing reliability through new tools, materials and machining techniques, as well as supporting productive and cost effective maintenance of existing infrastructure. In 2013, the global market for railway technology was approximately 150 billion euros. This is expected to see an annual growth of 2.7 per cent over the next few years, reaching an average annual value of 176 billion euros before 2019. The railway segment has been a focus for Dormer Pramet for many years, with the company offering customers a wide range of cutting tools to help with both production and maintenance. Tomáš Hantek is international application manager for railway at Dormer Pramet gives his views on reliability and quality in the industry. Wheel manufacturing Railway wheels and rails are the most

important components in any railway operation, as they represent the interface between vehicle and track. Therefore, both rail and wheel surfaces must always be of the highest quality. Any roughness or irregularity in surface quality can create undesirable forces, friction, vibrations and wear, developing unwanted effects on the vehicle and infrastructure. In the case of passenger vehicles, this can influence not only the comfort of the occupants, but also their safety. As an established partner to the rail industry in many locations around the world, Dormer Pramet supports the manufacture and reprofiling of wheels, as well as machining of axles, chassis, rail profiles and renovation, switches, base plates, mounted axles, junctions and other rolling stock components. With any contact between the vehicle wheels and rail surfaces, the materials must be strong enough to resist the normal (vertical) forces exerted by regular and heavy loads. The forces in the contact zone must be low enough to allow heavy loads to move at speed with little resistance and large enough to generate acceleration, braking, and guidance of vehicles. Rail treatment The most common mechanical noise from a train is generated between the wheel and rail contact. These ‘vibrations’ are transmitted through the ground and can even be felt in nearby buildings. Vibrations (in the range of 4 to 80Hz), or low frequency rumbling noises (between 30 and 250Hz), can also be

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transmitted into the vehicle itself affecting passenger comfort and vehicle life. To combat against this constant force between track and vehicle, there is a need to make sure the rail remains in a good condition. There are several reasons for rail treatment, but primarily it is an issue of operational safety. With the mechanical stresses in wheel and rail contact, cracks can appear on the surface of the rail. These have to be removed quickly before they spread and destroy the track area. A regular assessment of the rail profile is important for limiting damage to the track and rolling stock. Also, another objective is to enable modern high speed trains to use existing lines, while maintaining reliability and safety standards. Rail treatment can be performed in several ways. The most time-consuming involves the use of track relaying machines, which replace old rails with new. It is also possible to subject the existing rails to grinding operation, however, the disadvantage with this is that it offers a small depth of cut and can create sparks, presenting a potential fire hazard. However, an alternative option is dynamic rail milling. The reprofiling of a railway line without removing the tracks represents significant time and financial savings. It is therefore no surprise that dynamic milling of rails has become one of the most popular methods. But this ‘on the-move’ application requires specialised equipment to achieve optimum results. Dynamic milling can be performed by specially designed trains, operating at a constant speed of 700 meters per hour. Rails made of R350HT steel have good abrasion resistance, with a hardness of between 900 and 1,200 MPa. Sometimes the passage of trains results in the rail head being hardened up to 1,500 MPa. Reprofiling To reprofile the rails, two milling units are used. The first roughens the surface, the second one finishes it, and the two units act on both rails simultaneously. The final rail profile and high quality surface finish are ensured by the grinding units, while metal chips produced during milling are transferred to a nearby container, making sure no debris or swarf is left on the track. Another option is the use of a truck which can switch between road and rail by changing its wheel type. This uses only one milling unit on each side, so the cutters perform only a finishing operation. It is standard practice that during the reprofiling of rails, insert indexing due to wear is done on board the train performing the milling. To reduce down time, operators often change the whole milling cutter, and to do this, they must leave the train. However, renovation of railway infrastructure is usually done at night when there is less traffic. To improve safety it is advisable to avoid changing the

cutter during a shift, especially at night. The normal distance covered when milling during a standard shift is between 3,000 and 3,500 metres. Dormer Pramet’s rail milling inserts and cutters have a durability of more than 3,700 metres, meaning staff can stay on the train for the whole shift. The range for the rail industry includes disk mills, cartridges and indexable inserts for dynamic rail milling. Pramet’s rail milling cutters, for example, have a diameter of 600mm, a cutting speed of between 220 and 280m/min, and each cutting tooth can deal with between 3.5 - 5mm of rail length, cutting to a depth of between 0.5 and 1.5mm. A variety of universal and removable cassettes are also available, with each consisting of a casing which is identical for left and right hand rails, supporting both roughing and finishing applications. These cassettes are also used for different rail profiles - the AHC (anti-head-check, for rails used by trains operating at speeds up to 160 kph) and the UIC 60E2 profile for high speed lines. When the profile needs to be changed it is only necessary to replace two out of the eleven inserts in each cassette.

This delivery of cutting tools specifically for dynamic rail milling applications and the aim to continuously develop new products for the industry, has allowed Dormer Pramet to develop strong partnerships with some of the world’s leading railway companies. Dormer Pramet was recently appointed by Deutsche Bahn (DB) in Germany to supply the dynamic milling cutter equipped with removable cassettes and inserts. DB serves more than seven million passengers and a million tons of freight every day in Germany. The company also has significant presence around the world, operating in 130 countries, generating revenue of around 38 billion euros.


Railway wheels As well as reprofiling of rails, Dormer Pramet has experience in the machining of railway wheels, and is constantly looking to meet customers’ requirements for reliability and productivity. Similar to rails, railway wheels have to be treated regularly. It helps to improve running behaviour, noise level and safety. Machining of railway wheels also requires specific technology based on the principle of copy forming with a round cutting edge. One of the main challenges is to determine the optimum chip thickness and heat distribution. By cooperating with manufacturers around the world with a combined annual production of more than 8 million wheels, Dormer Pramet is close at hand to provide technical support and expertise in this area. Future development A continuous dialogue over many years between ourselves, manufacturers and suppliers ensures Dormer Pramet is ideally placed to meet growing industry demands for quality and reliability. While the company already has a large number of products in this segment, more are added to its assortment every year. However, before being released to the market, all its new tools must meet a strict list of key requirements. This includes the ability to offer reliability in the cutting process, longevity and productivity for the customer, optimum chip fractionation, dimensional accuracy and stability and high surface quality. Only when these features are guaranteed, will Dormer Pramet offer them to manufacturers, ensuring continuous development for the railway sector as a whole for years to come. Tel: 0870 850 4466 Email: Visit: Rail Professional

Times House, Bravingtons Walk, Regent Quarter London N1 9AW. Tel: +44 (0) 7042 9961



Site access control Could it be that something you barely even consider might be the most important role on your worksite?


that all PPE is present, that staff are booked n the rail industry a safety-critical on to sentinel and that furthermore, a basic mistake may haunt you for your skills check of staff is performed. lifetime. In this industry we are not The good news for all rail industry simply talking just a bad mistake managers is that WorksiteCloud have taken but it could be one that could cost someone their life. No one would to be a lot of time and consideration towards how to provide site access control par excellence responsible for such a tragedy and to spend 01892 535730 so you don’t have to worry about any of a lifetime suffering the consequences… so, the above. when was the last time you really thought So, what marks out this approach to about Site Access Control? site access control as excellent? What does a site access controller do anyway? Sign people in and out? Maybe a Our excellent Site Access Staff and Software combine to keep your business A good start requirements on track and to deliver them safely. bit of reporting if you’re lucky? Jabero’s site Getting off on the right foot is crucial. access controllers are the most important The SAC is Layar usually theand firstscan person people in its team, and it could be one of theDownload the app thisyour advert to see what happens when you get on the TM meet yourWorksite client orCloud manager most important in yours. A good site access rightteam and enter our world of excellent Site Access delivery… trackorwith upon getting to site. They should be controller (SAC) will make sure all staff are signed on and off site and their sentinel card organised, informed, articulate and efficient, present with good manners is checked. and a smile. An excellent site access controller will WorksiteCloud’s SACs realise ensure your staff understand everything that they are not only representing they need to know to stay safe and work WorksiteCloud, but most importantly, well. they are representing the client as well, The key to success in this position is ensuring every site is run to the highest being aware of such information as: Contact 01892 535730 or industry standards as a minimum. • where access points and potential for further details. The site access cabin should be a hazards are located place of efficiency and yet calm. The • how much and what type of plant is on SAC should be able to relay up to the site minute information upon request. Site • where the nearest hospital is situated staff are processed quickly and properly • where site staff are going to be working with skill and good grace. The site access and what they are going to be doing. controller should be in charge of their cabin and everything that goes on Jabero’s SAC’s personally brief every within. single person going on to site, they check

Site access, safely delivered

Keep on track

Duty of care Safety is the single most important aspect of a worksite. Everyone has probably been to a site where you sign a bit of paper and on you go no questions asked, no information given. Hopefully somewhat less frequent these days, but still possible. What does this say about the duty of care you show towards your staff? Nobody should step on site without first understanding the basic safety information about the site. What plant is operating, where and when? Where are the safe site access points? Where on site will you be working and how do you safely get there? Everyone entering the worksite is challenged as to their sentinel and safety information no matter their rank or status. Rail Professional



At Uretek we have been working for over 30 years to develop and deliver fast, efficient solutions to ground engineering problems. We are the pioneers of geo-polymer injection technology which we use to stabilise and improve the strength of ground under any kind of structure. Our technology is used by engineers and contractors as they seek effective ways to maintain assets from roads and airports to warehouses and homes. Contact us today about a project or request a CPD presentation to learn more about our methods.

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Fatigue All staff are booked on site and their travel time recorded. WorksiteCloud SAC’s monitor fatigue for every single person on site. Anyone in danger of breaking a fatigue rule is brought to the attention of the site manager. Proprietary software monitors the four main fatigue management rules and, as with all products, these can be tailored to your requirements. Safety As well as providing a thorough site briefing and managing fatigue, excellent site access controllers perform many other safetyrelated roles. Full PPE is checked for each person and must be present when signing in. Radios are charged are allocated, along with DECT-coms. Site documents are given out and collected. People are reminded to sign SHEQ forms. The SAC is also first to be informed of any accidents or close calls and will make sure all information is recorded. They will be the person to call emergency services if required. Reporting The site access controllers use the WorksiteCloud site dashboard in the same

way your staff can on site. Upload a project plan and either radio in to the SAC in the traditional way or tap on the bar on an iPad and record progress in real time. The system allows entry of site diary information, upload pictures and other media direct from site, complete and sign forms. All data recorded on site and by the SACs is immediately available to the team on the client’s site dashboard. Complex status reports can be generated and distributed automatically. With access to the software you can report across worksites to generate production rates, or supplier performance reports. Software WorksiteCloud is the leading software solution for rail contractors with a suite of integrated off-the-shelf products to help plan, monitor and control works. Delivered through the cloud, it enables seamless collaboration on site and streamlines processes back-office. Completely configurable and supported by a team of software developers with almost 40 years’ experience in the rail industry, it provides simple, bombproof solutions that work across all devices, on or off site.


Real world possibilities So how is your business currently approaching site access control? Is it in a manner that gets you off on the right foot? Or are you not even sure? Are you maintaining an excellent duty of care to your staff? Why not try something different? This approach is simple: capture once, use many. Combined with cutting edge technology, WorksiteCloud systems help revolutionise how you do your work. Used correctly this approach is guaranteed to save you time, effort and money. Labour reconciliation can be done automatically, generating planned and actual cost reports automatically. Share information in real time throughout your organisation. Sign timesheets there and then. Don’t let unplanned resources onto your site. Shift reports and status updates take seconds. Collaborate better with your supply chain. Add SHEQ forms to your worksite and ensure they are completed and returned. Report on everything. Visit: Tel: 01892 535730 Email:

Site access, safely delivered 01892 535730

Keep on track Our excellent Site Access Staff and Software combine to keep your business requirements on track and to deliver them safely. Download the Layar app and scan this advert to see what happens when you get on the right track with Worksite CloudTM and enter our world of excellent Site Access delivery…

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THE UK’S LEADING SUPPLIER OF HEAT EXCHANGE SERVICES TO THE RAIL INDUSTRY. Our services range from full design and verification of new products to cleaning and refurbishment of in service parts. Thornhill Rail components and services are used widely across the UK DMU and Locomotive fleet as well as further afield. As part of the Thornhill Heat Exchangers group we can access the people and resources of the wider company to enhance our offer. JACKET WATER RADIATORS




Thornhill have been at the forefront of new radiator development since the company formed. Finless products are widely used in a number of fleets. In collaboration with our suppliers, Nederlandse Radiateuren Fabriek (NRF) we are introducing ‘hemmed fin’ technology. Hemmed fin radiators have been developed by NRF for many years and offer superior strength and ease of cleaning over currently available cores.

We understand customers are increasingly keen to reduce their supply chains, to improve efficiency. Thornhill Rail can undertake a greater range of cooler group services than simply refurbishing radiators. We have extensive experience with full NDT of frames, fan replacement and hydraulic system overhaul.

As a result of our long history of design and development we have a deep understanding of rail charge air coolers. Our products have many hours of reliable service in many fleets. We can now offer charge air coolers with ‘hemmed fin’ technology.

Shell & tube and air blast oil coolers can be serviced or replaced. We also offer conversions of fixed to floating stack coolers which enhances product life and increases serviceability. Thornhill Rail and Heat Transfer Well Spring Close, Carlyon Industrial Estate, Atherstone, Warks, CV9 1HU T:01827 722171

Thornhill Heat Exchangers Long Royd, Park Springs Industrial Estate, Grimethorpe,a South Yorks S72 7PT T:01226 710000




Onboard electronics enables new rail applications Advances in electronics are having a major impact on many aspects of the railway industry. Two application sectors that are benefiting from new developments in radiofrequency identification (RFID) and high-speed connectivity


Maintenance scheduling aintenance at regular intervals is mandatory in order to make sure that a train or tram is working reliably and safely. However, different components on board a train have different maintenance cycles – each of which places specific demands on the specialist staff and facilities required to ensure that downtime is kept to a minimum. The ability to speed up this timeconsuming and costly maintenance process is now being achieved, in particular by

ensuring that each train and its important components, such as items of rolling stock and even individual axles, can be identified automatically as the train enters the maintenance depot. The key to the implementation of this process is the use of specialised and robust IP69K transponders from HARTING, which provide each train part with a unique identification code. From this code, the maintenance crew will know the train configuration and what maintenance needs to be carried out. In addition, critical parts can use RFID to hold information on their

individual condition and maintenance requirements, informing technicians what needs to be done. With the benefit of this detailed information, time and therefore costs can be saved, because the maintenance technicians can concentrate on those parts of the train that need maintenance most urgently. Specialised products With the combination of HARTING’s indepth knowledge of the railway market and its expertise in ultra-high frequency (UHF) RFID technology, a number of individual

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Safeguarding 3 billion passenger journeys every year

Surveillance Solutions for Transport Synectics delivers high quality, reliable security and surveillance solutions to the global transport market. With over 30 years’ experience we provide tailored, end-to-end solutions to meet our customers’ evolving needs, offering the expertise, knowledge and technology to meet the most demanding requirements. Working within the rail industry, our solutions promote passenger safety and increase security on trains and busy public areas such as platforms and stations. 01253 891222


and specialised RFID solutions for rail applications have been developed. For example, several specialised antenna types can be used with reliable EN50155 tested UHF readers, allowing the overall RFID system to be adjusted as required to meet individual application requirements. Within a maintenance centre, spare parts can be tracked using a novel type of coaxial travelling-wave antenna known as Ha-VIS RFID LOCFIELD®, which offers a high level of flexibility in the design of RF reading zones. Such RFID systems realise their full potential only when they are connected to a backend system like a maintenance database. The result is a combination of identification data and management information, including related maintenance instructions coming from the backend system, which improves the whole maintenance procedure. The end result is an increase in the maintenance quality along with a reduction in the time needed to complete the overall maintenance job. The key element in this process is the level of connectivity between the backend system and the RFID identification process. Fortunately, this has been enabled by an independently developed standard: the GS1® EPCglobal® standard ALE 1.1, which offers a very flexible, reliable and vendorindependent interface. HARTING’s Ha-VIS Middleware is 100 per cent compliant to this independent standard, and HARTING is the only European company which is able to offer this kind of certified solution. With this software, several hundreds of reading points can be easily handled and monitored simultaneously. Alternative power supplies Another application scenario for RFID systems occurs with modern trams or electric buses, which are reducing air pollution in cities and provide an environmentally friendly way of transporting passengers from one location to another. One problem that can occur in urban environments are breaks in the power supply

such as gaps in overhead wires for physical obstacles such as bridges and complex junctions. To cope with this problem, many vehicles have a back-up battery on board, but the vehicle needs to know if an external power supply is available: both to charge up the internal batteries and to power up the engine. Once again, UHF RFID helps to address this challenge. A UHF RFID reader, in combination with an antenna mounted on the vehicle, is used to detect transponders which are fixed at locations where a power supply is available. The RFID system interacts directly with the power control system of the tram so that, when a transponder is detected, the system knows that an external power supply is available. With this information, the power control system knows whether to use battery power or if external power is available to recharge the system. As this information is more precise and is independent from external conditions like bad weather, dust or fog, the tram or bus can drive through the city more efficiently. Hybrid connection cables for onboard data transmission The number of applications on board trains which require high data transfer rates is increasing rapidly. For example, equipment such as security surveillance cameras and passenger ‘infotainment’ systems need ever more bandwidth, and this trend is likely to grow in the future. To cope with the corresponding flood of data, HARTING has developed a gigabit ethernet backbone for the harsh ambient conditions encountered in the railway sector. The in-car backbone is complemented by a range of inter-car jumper cable assemblies designed to perform with increased data rates for high-speed signals along the train backbone. The requirement for consistent quality and signal integrity at 40 Gbit/s on board trains has been addressed by the use of customised backplanes which meet IRIS certification requirements for the rail industry.


Customised solutions The Ethernet backbone is typical of the projects handled by HARTING customised solutions, a dedicated division within HARTING that is capable of developing the right solution for each application. Over the years, HARTING has accumulated significant experience and knowhow in the field of railway applications, and in the context of the onboard Ethernet backbone the team selects the appropriate cables and connectors for the particular application and assembles them with a high level of precision. Experienced engineers select the best fitting parts, oversee production and thus ensure the quality of the cable sets that are supplied. Signal and fibre optic connection cables are tested and put through their paces in the company’s own testing facilities. In addition to the classic railway test procedures such as high and low temperatures, shock and vibration, the test programme also includes tests for secure and trouble-free signal transmission. In addition, major efforts are dedicated to fatigue testing, in which the connection cables are bent up to a million times to simulate curve cycles over the lifetime of the cable. During testing, the optical, electrical and functional characteristics of the cables and connectors are continuously measured and checked. This is the only way to ensure that the latest backbone connection cables are up to the task of meeting future requirements on board high-speed trains. These testing and simulation facilities at HARTING’s technology centre and the accreditation of its laboratories make it possible to test cables, systems and components to customer requirements and specifications quickly, flexibly and independently. It is precisely this balanced mix of knowledge, experience, reliability and quality that makes HARTING an important supplier to leading railway companies. Tel: 01604 827500 Visit: Email: Rail Professional



Big potential of big data These days the term ‘big data’ is the catch-all term for the tsunami of statistics, figures and data which inundates business on a daily basis


ig data is analytical gold dust for governments, industry and rail companies who – for example – might be planning major infrastructure or ordering or leasing millions of pounds’ worth of carriages and rolling stock. For rail users, though, it can be a case of drowning in too much information. Indeed, for passengers who want to know whether they will be home in time for that night’s episode of Broadchurch, big data probably isn’t going to be much help. Between its vast and unlimited abstracts and the very real and specific needs of individual rail users, there is a gap for tailored, targeted and focused information. Big data isn’t worth a bean unless we can translate its digital lexicon into a language we can all access and understand.

Translating big data Glow New Media, an award-winning mobile app developer and web design agency, has been translating big data into big ideas for more than a decade. In 2016, its winning response to a national rail industry competition saw it develop a user-friendly app using data drawn from Darwin, the rail industry’s big data resource which tracks and predicts every train movement in the UK. Glow set out to use Darwin’s huge data sets to design an app which would directly address the most significant factor in determining a customer’s overall satisfaction with their journey: their perception of the punctuality and reliability of their service. The result was the app. My Train Journey. The app connects rail customers with intelligently translated data from Darwin, allowing them to see the punctuality and reliability record of every

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train service in Britain for any period up to one year. The app maximises the potential of the real-time, always-on connectivity that smartphone and tablet devices give us, allowing customers to make better on-themove choices about their journeys based on real-time information. Growing popularity Since it launched in summer 2016, My Train Journey has since been downloaded close to 20,000 times. Explaining the success of the app, Phil Blything, director of Glow New Media said: ‘My Train Journey is helping rail customers across the network make better choices about their journeys based on the real-time data that they have at their fingertips. ‘Tailored, easy access to relevant information vastly improves the customer experience and increases customer loyalty,

both of which are crucial for the longterm sustainability of the public transport network.’ Claire Perry MP, former rail minister echoed that view. Speaking at the launch of My Train Journey, she said: ‘Our plan for passengers is to build a 21st Century railway that provides better journeys for all, and innovative new apps like My Train Journey have an important role to play in delivering this. I’ve been clear that I want to see the industry improve the information it gives to customers, and this is a positive step in helping to ensure passengers are at the heart of everything the rail industry does.’

Specialist advice for rail industry suppliers: -

railway interoperability change management common safety method quality standards

© David Young

Strategy to action … … action to success E

S 2 A 2 S


So, big data, big potential. The digitalisation of the railway is an opportunity to deliver better, faster, more tailored information, ultimately to create more intelligent railways. By allowing easy access to big data on punctuality and reliability, apps like My Train Journey are enabling customers to maximise their efficient use of the train network, to the benefit of the long-term feasibility and sustainability of the UK’s railway network. Tel: 0151 707 9770 Web:



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Targeting a positive security culture Focusing on security management, to establish a positive security culture and why it is much more than safety management


ince the 1988 Clapham Junction and 1999 Ladbroke Grove incidents, the UK rail industry has recognised the importance of good safety management systems with effective processes and procedures which lead to a positive safety culture. Despite that approach, some organisations state they have introduced a new safety culture, but clearly haven’t recognised that safety culture is an output not an input: it should be the end game, where everyone is looking after themselves and their colleagues. Often one reads statements like, ‘Safety is our number one priority!’, or ‘Safety first!’, usually after the wheel has fallen off.

However, safety should never be a first or number one priority. It should be embedded within and across the whole organisation. If an organisation is to truly demonstrate a positive safety culture, safety must become embedded from Board level right through to front line staff. Safety, must be an intrinsic factor and consideration in all decision-making processes and considered equally against competing priorities such as performance, finance, and commercial operations. Risk assessment There is nothing wrong with an organisation taking safety risks, provided the risks are reasonable, proportionate, have been fully

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considered and the key decision-makers fully understand them and accept any consequences if something does go wrong. That said, the only truly effective way an organisation or the industry will deliver a positive culture, is if all key decisions have considered all the business risks. There is absolutely no difference when it comes to security. Elements of security management systems do exist within UK rail, as do examples of good security management practices. However, they are usually ‘buried’ within other teams, such as safety, operations, revenue protection or even finance. This needn’t be an issue but as with safety, security should be embedded across all decision-making processes or a strong and positive security culture will never be achieved. There is often an assumption that security is ‘a police problem’, but that couldn’t be further from the truth. Rail security and rail crime management is not the same as rail policing, partly because policing is only part of the solution. British Transport Police, supported by Home Office colleagues and industry partners have delivered significant reductions in crime and improvements in the perception of crime in rail. As a result, the UK rail network is a very safe place. But there is so much more to it than that. Reality vs perception Consider for a moment the impact on crime, security, and perception of security and the fear of crime, if the organisations financing, investing, enhancing, operating, supporting and maintaining the rail network fail to consider the security implications in everything they are doing. Sadly, huge opportunities to prevent security issues in the first place are potentially missed because security is not embedded in decision making processes.

This can result in costly remedial work needing to be done after the event, or worse, there being no resources available resulting in the issues becoming virtually impossible to resolve. Inappropriate business decisions, or ineffective use of security resources or solutions will do nothing other than negatively affect people and the organisation’s profit. Colleagues and customers alike can be subject to a range of anti-social behaviour, assaults, and crimes, all of which will impact on the organisation’s performance, profit, customer satisfaction, staff morale, public perception of the business and the industry and even safety performance. So, what does an embedded security management system look like? The idea is that: • security risks are managed at the right level in the organisation • security risks are overseen at board level • management information on security related performance is monitored and acted upon • specific individuals in the organisation are held accountable for creating and maintaining rigorous security standards • high security standards are actively and visibly promoted throughout the organisation. When all five of these elements are included in a cross-business security management system, then the journey to a positive security culture will commence. Whilst there are no requirements in UK rail to have a security management system, some elements of security often feature in a safety management system, or a safety certificate. However, these don’t go far enough to achieve the high security standards and positive security culture much needed today, especially given the current and emerging threats.


Universal perspective There are significant benefits in achieving a positive security culture, in some ways beyond what a positive safety culture in UK rail can achieve. With a safety management system, the positive impact overall is generally only realised in the workplace. There is of course nothing wrong in that, that is exactly what it set out to do. However, with a security management system, it is seeking to mitigate many security threats that extend beyond the workplace. The security threats in rail are the same as those on any other modes of transport, on the high street, in crowded places such as shopping centres and stadiums, and in the case of cyber-crime, even in your own home. These threats are ‘whole life’ issues and are not just something that happens if you work for, or travel on the UK rail network. Imagine the positive impact your organisation could have, not just across the UK rail network but potentially across all the United Kingdom, if your security management systems were embedded and delivering a significantly positive security culture to protect your people and customers. Consider also what positive impact could be realised through security awareness messaging, sharing knowledge on how to detect unusual behaviours or unattended items, together with general security management principles and then providing guidance to your people and your customers on how to respond if they are caught up in a threat situation. Imagine how effective that would be if it was implemented across your organisation, UK rail and the rest of the UK. Real world situations Some of the survivors of the terrorist shootings in Paris in November 2015, have reported that they survived because they had familiarised themselves with their surroundings before the incident and had managed to seek refuge or escape. This is exactly the type of situation a security management system could help prepare your people and customers for. Imagine how as an organisation you would be perceived, an employer or supplier of choice, protecting your people and customers, as well as your profits. Now more than ever, is the time to begin your journey towards a positive security culture. Praezon has developed the framework for a rail specific security management system and can work with you to develop and tailor your own solution to underpin your journey to an effective and positive security culture. Praezon is highly experienced in achieving the industry mandated security requirements and have a significant track record in award winning security and crime management solutions. Tel: 07921-506778 Email: Visit: Rail Professional

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Enclosures at Railtex 2017 Rittal’s range of Network Rail and London Underground approved enclosure systems have been used extensively within the rail network


ittal will be showcasing its PADS and LU approved enclosures at Railtex 2017. The company’s range of approvals includes PADS for track side and the S-1085 for the underground. Visitors to stand N41 will also be able to talk to the company’s expert team, who will be on hand throughout the show to provide advice. Efficient engineering Rittal is one of the world’s leading system suppliers for housing and enclosure technologies, combining a focus on energy conservation with efficient engineering. The company’s renowned infrastructure system offers five perfectly matched modules: rack, power, cooling, security and monitoring and remote management. Based around Rittal’s TS 8 control cabinet and TS IT rack system platform, it offers maximum rack volumes, high levels of surface protection, stability and endless expansion possibilities. The TS IT racks for example are simple and flexible enclosure systems which feature snap-in technology, flexible internal configuration, intelligent cable management system, vented doors and multi-functional roofs. Thermal performance, more than any other single element of the design, must form the base line for the design of any enclosure. Rittal Therm, design and

who operate it. All Rittal’s enclosure systems are compliant with LUL specifications for fire safety performance of materials. They are widely applied across global networks including enclosure technologies, electronics packaging, power distribution, UPS, climate control, IT solutions including high density cooling, kiosks, control and monitoring solutions, fuel cells, renewable energy solutions along with the integration and service to support these technologies. calculation software can help users correctly identify the heat dissipation requirements within enclosures, and support their application and installation. Safety and security Enclosures have a vital role to play both in ensuring the safety and security of electrical equipment and also in protecting the people

Ease of installation For installations of outdoor free-standing enclosures, there are custom-built Rittal pre-cast concrete base/plinths which significantly reduce the time and cost of the install, as well as preventing disruption to services by removing the need to mix concrete and remove waste from site. Other key products in the range include wall-mounted boxes and pole-mounting kits to fasten metal and non-metal enclosures to round and square poles. Power distribution Visitors to the show will also be able to find out more about the company’s popular busbar systems Ri4Power electrical power distribution system and latest Power Engineering planning software. The software provides comprehensive support in planning and verifying standardised Ri4Power switchgear. As with all Rittal’s solutions the power distribution range has been subject to the most stringent testing, demonstrating their capability to operate in the toughest and most demanding environments. Rittal’s highly qualified team will be able to offer support across all stages of the project, from design through to installation and commissioning. Visit: Rail Professional

Passenger information Station WayďŹ nding On-Vehicle Screens Health and Safety Maintenance Tracking Dynamic Advertising Virtual Tour Guides Navaho Technologies provide a wide range of digital signage solutions to the public transport sector. This includes passenger information displays, real-time on-vehicle signage and electronic noticeboards for internal communications. Combined with advanced features designed to improve health and safety compliance and yard management, Navaho's digital signage is the all-round solution for transport hubs, oďŹƒces, control rooms and maintenance areas. For more information, please go to or call the number above.

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The track to transformation Providers and operators within the rail sector do try to keep their order books full, costs down, and customers satisfied


owever, it is harder and harder to win new business and to compete on price. Unfortunately, some rail organisations are starting to slash maintenance – a strategy of ‘defer, delay, destock’. To evolve and survive, leaders are trying to implement lean tools, techniques and philosophies. To reduce complexity, achieve sustained savings, improve operational performance, and raise customer satisfaction, employers need to inspire the entire workforce to adopt Lean thinking. James Purse, a partner from Project7 Consultancy, helps organisations within the rail sector to do just that. James, tell us a little about Project7. People + process = performance. Project7 is a team of performance improvement specialists, supporting rail organisations implement programmes of

change. Project7 has been working with rail organisations globally since 2005. Its primary aim is to support clients in delivering extraordinary results. This is done through the ‘3P’ principle of empowered people, robust processes, achieving outstanding performance. Initially, Project7 entered the sector through engaging with train manufacturers and maintainers, focusing on improving process efficiency and elimination of operational waste. One of the critical LEAN tools that supported these process improvement programmes was the deployment of tired visual performance management systems. Today, it actively supports its rail clients in overcoming the challenges to grow or maintain a competitive advantage in today’s fast-moving world, whether these issues manifest themselves by way of quality, efficiency, culture change or complete transformation.

Many organisations struggle to realise improvements to the financial ‘bottom line’, or to create a competitive advantage, what are your thoughts? The forgotten principle of productivity – wringing out the costs. The profit and loss statements for most rail firms usually show two primary costs. The first, usually the largest, is the cost of purchases, be it rolling stock, fleets of support vehicles, or large machines, replacement infrastructure (such as replacement rail or upgrades). However, this cost is usually determined by OEMs and global commodity prices, and so is similar for all competitors in the sector. It can be tough to create a competitive advantage here. The second is governed by the number of people it takes to run the operation, and is reflected directly in salaries and indirectly in the buildings and facilities required to

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house the staff – IT, utilities and so forth. The largest internal cost is people: and the factor that determines the number of people is productivity. Productivity is the most controllable determinant of cost, profitability and competitiveness. As a general guideline, I suggest that to raise overall productivity; rail organisations should split their efforts equally: • to ensure the safety of all parties • to enhance passenger and customer satisfaction • to increase reliability • to develop their people to improve flow and reduce non-value added process waste. Focus on doing the basics excellently and not be drawn in by the illusion that high costs modern machinery will be the panacea to all of their issues. That’s interesting, so what do you mean by focusing on the basics and why do you believe this to be so important? What people often miss is the principle of doing the basics brilliantly. Without strong foundations, there is no basis for improvement. An organisation might buy an expensive piece of machinery, but if it is resting on weak foundations, say poor management behaviours, it will ultimately still produce outputs that are below par. Through the years the Project7 team has supported rail companies in improvement programmes, some common traits are evident. Often there is a belief that the frontline processes are better than they are. Frequently there is a disconnect between senior leaders and the staff delivering value add on the frontline. So, it’s all about the leaders, they are to blame? No, remember the approach of ‘people + process = performance’. It is important to actively engage the staff, but you also need the correct processes in place. Without the work being performed in a

standardised, repeatable and safe manner (i.e. not guidance documents that sit on a shelf collecting dust), there is no understanding of even the most basic elements. This could include where materials need to be to complete a job, how many people are required to complete the work, how long it will take, and where the opportunities for improvement are. The logic follows that if an organisation does not have an accurate understanding of how many people are required or how long it should take to complete a task, then they cannot have confidence in their budgets or our overall capacity. Once a process is standardised, it is necessary to confirm they are being managed correctly. Without this, all improvements are at risk of failing. Some leaders do not understand their role in conducting process confirmations is to provide opportunities, coach their team members on how to ensure standards are achieved and how to raise performance. There can be a misconception that it is the role of the Quality Assurance Department, however, it should be the responsibility of the line manager at every level. The only way to do this well is to ‘golook-see’ to observe it directly. If this is done habitually and used as a coaching opportunity, then the disconnect fades, and leaders can manage the workplace efficiently and more. The nature of work is rapidly changing; does this apply equally to office functions and knowledge workers? There are many insightful aphorisms to remind us about efficiency within the office environment. It is a truth universally acknowledged that ‘work expands to fill the time available’, and its companion too is rarely challenged ‘people naturally elaborate work rather than simplify it’. Left alone, work within office environments can evolve into more


What people often miss is the principle of doing the basics brilliantly. Without strong foundations, there is no basis for improvement. An organisation might buy an expensive piece of machinery, but if it is resting on weak foundations, say poor management behaviours, it will ultimately still produce outputs that are below par complex forms. Left unchecked, activities and employees multiply. Efficiency and effectiveness slump. Productivity dwindles. Lots of organisations over time have swollen their support functions to produce an ever-expanding array of reports looking at the same data in a slightly different way. Even worse, many spend too much time trying to find acceptable excuses and explanations on why they failed to hit performance commitments. This leads on from your previous question. It is quite straightforward to accurately quantify the required size of the support functions. However, this is only possible once the team truly knows the required number of people to deliver the direct work – the volumes that need to be fulfilled, and the speed at which the work needs to be completed to satisfy the customer demand. Project7 galvanise managers and their staff to make real improvements in their everyday work. It has been helping rail companies to achieve better operational results for many years. Its work concentrates on improving processes and developing people to improve operational and financial performance. Tel: +44 (0)7920 488739 Visit: Rail Professional

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Boosting productivity and safety Having recently celebrated its 70-year anniversary, StreetCrane has grown to meet the rail industry’s increased demand for reliable and safe lifting equipment


ts products are now used by some of the leading names in rail at sites and facilities worldwide, supporting the manufacture and maintenance of rolling stock of all sizes and types, as well as helping with construction of new railways and tunnels. Building the next generation Recent UK projects include Hitachi Rail’s manufacturing and assembly plant in Newton Aycliffe, County Durham where StreetCrane supplied and installed nine overhead cranes of varying capacities. Used daily as part of the train manufacturing process, the cranes play a vital role in ensuring carriages are assembled as quickly, safely and efficiently as possible. Two special 40-tonne overhead cranes are used for offloading train carriages, which are made off site. The carriages are fitted to high-lift bogies, which enables them to be safely and easily moved around the factory. Fixed gantries have also been fitted along the production lines, providing the technicians with easy access to the carriages during fitting out procedure. A further seven cranes with the capacity to lift 10 or 15 tonnes are used to transport materials and components to workstations in and around the facility. Each of the cranes at Hitachi are fitted with StreetCrane’s ZX wire rope hoist, which have been designed to maximise load safety and reliability and minimise maintenance. The crane speeds have also been optimised with inverter control to ensure efficient lifting, load safety and stability. Tailored products All of StreetCrane’s systems are tailored to meet the requirements of individual applications, so in many cases additional features are specified to increase safety and efficiency. At Bombardier’s facility in Derby for example, StreetCrane overhead cranes are used in the final assembly of the Electrostar overground trains. The cranes are used independently during the assembly of the trains, but have also been designed to operate in tandem when lifting and moving Rail Professional



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40-tonne ‘goliath’ crane designed to operate 24/7 in an outdoors environment in the UK. The crane was required to lift spoil skips and lower tunnel segments and other precast elements for the Crossrail tunnel and construction of the new Tottenham Court Road Western Ticket Hall. The bespoke high-specification goliath was designed without the need for a supporting building structure, so was ideal for this central London location.

train bodies. Safety is enhanced through a range of features. Audible alarms sound to signal crane movement in the workshop and anticollision devices provide a safeguard when the two cranes are operated and moved independently. For tandem crane lifts and transportation, a radio control system

interlocks overhead crane operations and ensures movements are synchronised. High-intensity applications For intensive production environments, there are also cranes available which have been purpose-built for demanding applications. Crossrail, for example, required a

Meeting demand With the rail sector enjoying huge growth and train orders on the rise, there is a growing need for bespoke lifting solutions to ensure the complex manufacture of trains is made as effective and efficient as possible. StreetCrane’s commitment to research and development include a large in-house team dedicated to research and development. Its continuous development of new products and systems ensures StreetCrane can continue to meet the growing demands of the rail sector providing safe, continuous and flexible operation in the most intensive production environments. Tel: 01298 812456 Email: Visit:

Rail Professional

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Marshall-Tufflex’s GRP cable management systems are so incredibly lightweight and tough, we don’t think you’ll find a better solution anywhere. Our trays, ground ducts and troughing can take extreme weather and high temperatures (-80˚C to +130˚C), and they are incredibly easy to install. Our 2-in-1 trays can be enclosed to be used as trunking. Unlike other GRP solutions, cover clips keep our lids totally secure, whatever the temperature.

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More than just a flirt Stadler has been making cutting edge rolling stock for the last 75 years, but in the last 20 years the company has grown dramatically


From a small family firm in Bussnang, Switzerland, Stadler now has over 7,000 employees worldwide, manufacturing and maintaining trains in over 30

countries. Stadler started its life building batteryelectric and diesel locomotives in 1945 and, having moved in to passenger vehicle production in the 1980s, began producing specialist rail vehicles for rack-and-pinion and narrow gauge railways. Today, Stadler’s heritage in rack-and-pinion vehicles is arguably the starting point for its ongoing point of difference – providing highly innovative, bespoke solutions to meet operators’ specific challenges and the needs of their customers. Stadler, unlike many of its competitors, still invests in a ‘tailor made’ function, which provides short run – or even one-off – orders for customers for whom an off-the-shelf solution simply doesn’t work. It is partly through this function that Stadler is able to innovate and seed solutions into its wider

offering, and its commitment to the tailormade principle that allows it to give its customers the crafted product they require, irrespective of volume. Lasting design In the 1990s and 2000s, two of its product lines stand out for the role they played in establishing Stadler’s credentials as a significant player in the international rolling stock market: the GTW and the FLIRT. The Stadler GTW was originally designed in response to a requirement for a light model train with a low floor system that did not require heavy installations on the roof. Stadler’s design placed the equipment in a central unit between the seating cars and the prototype was presented in 1995 to Mittelthurgaubahn, a private railway operator in Switzerland. The vehicle has been in production ever since and over 600 railcars have been sold to operators in Switzerland, Germany, Slovakia, Italy, the Netherlands and further afield. Building on the success and flexibility of the GTW, in 2004 Stadler developed the fast light intercity and regional train, or FLIRT, for the Swiss Federal Railways. Since then, more than 1,400 of these low-floor, articulated regional trains have been sold to 17 countries across Europe, North Africa

and the USA. FLIRTs come in many different shapes and sizes, from two-car regional sets to long distance intercity units optimised for comfort, and wide-bodied units for the broad gauges of the former Soviet Union countries. Diesel FLIRTs have also been produced for Estonia, and the Valle d’Aosta Region in north-west Italy has ordered the first electro-diesel sets for delivery in 2018. It is this adaptability that has secured Stadler the order for its first UK main line trains in 2016, a turning point for the company’s presence here. In a £610 million deal with Greater Anglia, Stadler will deliver 58 FLIRT units, a combination of 12-car intercity EMU (electric multiple unit), and regional BMU (bimode unit) which can run under electric or diesel power. The units will feature regenerative braking, climate-controlled air-conditioning, Wi-Fi and power points throughout, a low floor design, and real-time passenger information systems. Stadler will also maintain its new trains at the Crown Point depot in Norwich. Moving forward The contract with Greater Anglia marked a major expansion of Stadler’s presence in the UK and since then, the company’s profile has

Rail Professional


continued to grow. Earlier this year, Stadler maintained this momentum by securing its largest UK contract to date, an agreement with Merseytravel – worth up to £700 million – to build and maintain 52 metro trains for the Liverpool City Region. From 2020 the new trains will replace one of the oldest fleets in the UK. The new vehicles are set to have a transformative effect on the travelling experience of Merseyrail’s customers. Avoiding an ‘off the peg’ solution, Stadler’s approach to the Merseytravel procurement competition centred on meeting the specific needs and cultural preferences (informed by research carried out by Transport Focus) of people travelling across Liverpool and Merseyside. In particular – in a first for the UK – the trains will feature innovative intelligent sliding steps to eliminate the variable gap between the platform and the train, and deliver a substantial step up in safety. Just as important as the supply of the units themselves is Stadler’s investment in the construction, by BAM Nuttall, of a brand-new depot at Kirkdale and the refurbishment of an existing depot at Birkenhead North. This year, Stadler will take over the employment of the existing maintenance workforce which will oversee the maintenance of the existing fleet before the new vehicles arrive. Importantly, the maintenance element forms the majority of the overall deal and will ensure that much of the value of the £700 million contract will be retained in the United Kingdom. Specific requirements For Stadler, this underlines its on-theground commitment to Liverpool, the North

West and the whole UK market. But Stadler’s presence in the UK is not limited to these two landmark deals. Stadler is turning heads with its locomotives developed for Direct Rail Services. Its Class 68 – the most powerful production diesel locomotive to run in the UK – is already transforming passenger and freight services across the country. The electro-diesel Class 88 has recently arrived for testing and will soon be in operation as a ‘true’ dual-mode loco capable of running long distances either


as a straight electric or using an internal diesel engine. This provides flexibility well beyond the ‘last mile’ capability of previous generations of such locomotives. Stadler’s tailored approach was instrumental in an agreement with Strathclyde Passenger Transport to provide 17 underground trains for the Glasgow subway, in collaboration with Ansaldo STS. As the third-oldest underground system in the world, the project presents special challenges: the Victorian tunnels are unique in having a diameter of only 3.4 metres and a track gauge of just 1.2 metres. Stadler’s approach to the design of the vehicles is an illustration of its tailor-made expertise in practice. In Sheffield, Stadler is supporting innovation on the railways by delivering the UK’s first tram-trains in a DfT-backed pilot being carried out by South Yorkshire Passenger Transport Executive (SYPTE). These dual voltage light rail vehicles are able to operate under both 750V DC (tram network) and 25kV AC (railway network) overhead voltage. Whatever the country of operation or the needs of its client, Stadler prides itself on being able to deliver state of the art trains, to deadline, with Swiss precision. As Stadler’s presence in the UK continues to grow, and as their partnerships with UK suppliers expand, operators and passengers alike will be able to gain real value from its approach to train manufacture and maintenance. Tel: +44 (0)20 7250 4994 Visit: Rail Professional

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Rail renaissance: are you ready? Delivering solutions for traction power, signalling, buildings and on-board rolling stock systems, Socomec provides electrical power solutions for all rail facility applications


our railways are undergoing a renaissance, with arguably the most significant investment taking place since the 1950s. For those working within this growth industry during an era of such major transformation, managing the impact of the both big ticket projects as well as the less high profile areas of innovation presents unique challenges. This ongoing investment – particularly in technology – will enable rail to remain an attractive mass transportation option, as well as being commercially compelling in terms of the movement of goods. Our growing population, increasing urbanization and sustainable development programmes have all contributed towards the increasing demand for rail transport. Combined with the ongoing growth in global passenger rail as well as the increase in freight rail, the delivery of optimized network performance has never been more critical. Balancing the demands associated with planning and executing major development activity with the need to keep day-today services and operations on track, is a challenge faced by rail professionals across the board. The ongoing modernization of networks, including systems interfaces with digital technology, can deliver important reductions in operating costs and can optimize total cost of ownership – vital during this during this period of unprecedented change. In turn, traffic capacity and overall network quality can be improved – enhancing the long-term competitiveness of rail operators and enabling the service to evolve to meet the changing needs of its customers. Energy optimization The guaranteed performance of systems within any hard-working rail infrastructure has never been more important. The most advanced low voltage electrical solutions for rail specific system architectures guarantee network safety and robustness – even in the most challenging operating environments. Colin Dean, managing director at Socomec, comments: ‘We recognize that the current level of investment in rail infrastructure presents a range of unprecedented challenges to those responsible for both managing these transformational projects as well as those

systems with minimal maintenance – vital for the ongoing protection of staff and infrastructure and operational continuity. Real time alerts are provided via monitoring low voltage equipment to ensure that high quality power is maintained.

tasked with the ongoing optimization of normal operations. We work in partnership with our customers’ engineering and commercial teams to ensure that our development work is fully aligned with the evolving needs of the market. ‘Whether planning a new installation or retrospectively upgrading an existing facility, Socomec can develop a low voltage electrical solution for an organization’s precise requirements – delivering optimized system performance and robustness, ensuring that these precise requirements are met with a

customized solution.’ Delivering solutions for traction power, signalling, buildings and onboard rolling stock systems, Socomec provides electrical power solutions for all rail facility applications. Operational continuity Socomec’s Masterys IP+ Rail and automatic transfer switches, ATyS, have been engineered to secure the critical power supply to control and monitoring

High performance critical power Socomec’s Network Rail PADs approved IP+ RAIL range provides the very latest UPS technology for the mass transportation sector. Housed in a compact, robust, steelframed enclosure, the system has IP31 or IP52 ingress protection as well as anticorrosion tropicalised circuit boards where required. This system can operate where conductive dust or dripping water may be present. The electromagnetic disturbance immunity level is double that required by European EMC standards and has been independently tested and certified to pass EN 50121-4 and 5. Furthermore, low smoke, zero halogen cables are fitted as standard. Control and monitoring Guaranteeing the high availability of low voltage power, Socomec’s traction power solutions secure the power supply to control and monitoring systems. Enabling operators to monitor the low voltage network via real time alerts, the safety of personnel and facilities is improved. Availability, quality and protection A key element of every rail infrastructure, buildings that house IT rooms and data centres are vital in terms of guaranteeing the security of the power supply to all critical systems. Ensuring the high availability and quality of power to these technology engine rooms means that people and facilities are guaranteed the highest levels of protection – and that energy performance is optimized. The most advanced monitoring, measurement and management systems – such as Socomec’s Digiware - provide control over energy costs whilst improving both energy quality and efficiency – vital for the unique demands of the rail sector. A fully digital, multi-circuit plug and play measurement concept, with a common display for multi-circuit systems, Digiware is compact and quick to install, and provides the industry’s most accurate and effective metering, measurement and monitoring of Rail Professional



electrical energy quality. Infinitely scalable, it is capable of monitoring thousands of connection points. Easy, fully-assured and time-saving integration Socomec’s Modulys GP is a 3-phase modular UPS system designed for integration across multiple applications. Easy to integrate and install whilst simple to manage and maintain, it provides maximum availability and power protection in a compact design - leaving space for other rack-mounted devices. As a completely modular system – designed with no single point of failure – Modulys GP delivers reliable power whilst ensuring optimum load protection, even during power upgrades or maintenance procedures. Modulys RM GP – a rack mounted version of this proven technology – has been specifically engineered with full flexibility and fewer parts in order to simplify and optimize every step of the integration process – from sizing to installation – derisking the entire project. Rolling stock – keep on moving The protection of on-board equipment and systems is fundamental to the safety and smooth operation of any rail operation. Socomec’s innovative automatic transfer switches enhance power availability and simplify the electrical architecture, ensuring standby and alternate power availability. Colin Dean, Socomec, explains: ‘We have taken switching and protection technology from across our business and adapted it to develop products which perfectly match the demanding requirements of the rail sector.’ Control costs, improve efficiency From design and build through to installation and commissioning – as well as ongoing maintenance – Socomec has a strong track record in providing robust, efficient and complex critical power solutions for the exacting requirements of the rail sector. Colin Dean comments: ‘We understand how important it is for our rail customers to retain control over their costs both in terms of cost management and allocation, particularly during this era of change – and the effective management of energy costs starts with the accurate measurement and centralized monitoring of energy consumption.’ For energy metering and quality management, Countis and Diris – single and three phase active energy meters, power measurement devices and network analysers – support sub-metering and sub-billing requirements when used in conjunction with Vertelis software. Countis and Diris measure, analyse and monitor network data at every level within the power infrastructure. Vertelis software then enables the provision of truly effective diagnostics.

An intuitive solution that is easy to scale – accurate multi fluid consumption measurement, centralized data capture and analysis combined with clearly displayed results. Power parameters are monitored

in real time – flagging anomalies vie email or SMS. Energy optimization measures can be clearly identified and implemented, with significant operating cost savings of up to 30 per cent. Maintain service standards Delivering innovation to the rail industry also requires ongoing support to ensure that the installed systems continue to operate at optimum performance levels – particularly when infrastructure is undergoing improvements. Colin Dean explains: ‘We understand the importance of maintaining vital equipment whilst also being mindful of operating costs. Our dedicated engineering teams will ensure business continuity, optimize efficiency and guarantee the safe performance of the network’s electrical infrastructure. ‘Our specialist engineering team and approved subcontractors have the necessary trackside training and accreditations to install and support equipment, and provide preventative, consultative and technical callouts, throughout the equipment lifecycle.’ Socomec will assess the unique requirements of the electrical infrastructure in order to develop and deliver a custom solution, including operative training, which will optimize equipment performance enabling energy targets to be achieved.

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Subsea technology Neil Douglas of Viper Innovations looks at how technology developed for subsea will improve rail asset management


echnology developed within the extremely challenging subsea oil and gas industry can deliver a robust signalling and power maintenance regime within the rail industry, and help to reduce rail delays. These are exciting and challenging times for the UK rail industry; exciting because the future of rail is positive, yet challenging as Network Rail embarks on the necessary programme of expansion and upgrading to accommodate the inevitable growth whilst continuing to invest in maintaining an aging infrastructure. Sustainable innovation The anticipated growth in rail use is impressive, but at the same time daunting, with passenger numbers and freight estimated to double over the next 30 years. It is crucial that the programme of expansion and upgrading of the network delivers a truly sustainable and robust solution. Innovation will be critical in delivering this. The Office of Rail and Road (ORR) - the independent safety and economic regulator for Britain’s railways – has highlighted the importance of maintenance in countering the effects of wear and aging, and of keeping the network’s assets safe and performing as intended.

As part of the drive for a robust and futureproofed upgraded network, the regulatory authority has tasked Network Rail to achieve a 17 per cent improvement in efficiency, with regards to maintenance, by 2019. This includes planned and reactive maintenance. The authority has also challenged Network

Rail to find innovative solutions to improve performance, reliability, availability, maintenance and safety of signalling power supplies. The costs to the industry when failures occur are significant for both rail operators and rail users, with signalling power failures Rail Professional


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alone accounting for thousands of hours in service delays every year. At the same time the factors that result in power cable failure are complex and include degradation through aging, accidental damage, vandalism and cable theft. The latter alone has resulted in over 16,000 hours of rail delays over a three-year period. With regards to the critical power supply infrastructure for points, track circuits and signalling, there needs to be a focus on intelligent condition monitoring that will enable the move from a frequency based inspection regime to one that is driven by actual asset condition and performance. This fundamental change in approach to asset management is essential in reducing down-time and is one that has been successfully adopted in other industries such as subsea oil and gas, where a system failure means the likely shut down of oil production equipment with a resulting loss of production revenue as well as the need for extremely costly and difficult repair or replacement. Proactive approach Because of the practical challenges and costs involved in rectifying issues after they have occurred in such a harsh environment, the subsea oil and gas industry has been forced into adopting a successful proactive (instead of reactive) approach using prognostic analytics that can predict failures before they happen. This proactive approach to asset management is one which the rail industry needs to adopt. Fortunately, the technology to enable this is now available with CableGuardian, an innovation which has been born from within the subsea oil and gas industry. CableGuardian is the first platform to offer proactive monitoring, detection and location of both cable insulation and conductor faults on live signalling power distribution systems, offering a complete measurement and analytics package. The raw data received from a network of CableGuardian nodes is stored and analysed centrally. CableGuardian has been designed to be compatible with Network Rail’s intelligent infrastructure. CableGuardian is able to pinpoint the location of any short, open, or transient failure with 98 per cent accuracy. Designed to be installed in the principal supply


points, functional supply points and distribution interface transformer assemblies of the signalling power distribution networks, CableGuardian returns data via 4G, trackside fibre, or standard wired ethernet communications networks. It also has GPS integrated so asset position can be confirmed. The end user receives not only health and status monitoring of cables, but fault location information in order to direct maintenance engineers for cable repairs or preventative maintenance. Pre-emptive security As well as the commercial and performance considerations, CableGuardian has positive implications for health and safety risks to both maintenance personal and the public by ensuring that failing cables are identified and alarmed well before they reach a state where there is a safety risk. For issues such as cable theft, the system is able to instantly alarm on a first cable cut and direct British Transport Police, local police or security to the exact incident location as the theft is in progress. The insulation monitoring technology, which is a fundamental part of CableGuardian, was developed as part of a joint industry project model that saw a collaboration between Viper Innovations and a number of subsea oil and gas operators including BP, Shell, Chevron, and Total. The spirit of co-creative development between Viper Innovations and these major operators illustrates the degree to which the technology was desperately desired within the subsea oil and gas industry. The analytics software, which forms a fundamental part of the prognostic capability was developed under a similar cocreative model that not only included major oil companies but also UK universities. The driver to identify where faults are and to predict where they are likely to occur has been a compelling one. Big data Most people understand the concept and the challenge of big data, yet few have the capability of implementing new digital solutions that can use big data. The CableGuardian analytics helps turn the mass of data returned from the monitoring nodes into useful and useable information about the condition of the system. The ability to install such a prognostic and diagnostic system enables the asset manager to plan and prepare maintenance activity before problems cause system down time, or to quickly identify failures or incidences when they cannot be predicted. The cable insulation monitoring technology embodied in CableGuardian has a unique capability to measure degradation and cable insulation parameters directionally. It is this capability that allows

the CableGuardian nodes to monitor the entire power distribution network in a series of discrete cable segments. To further enhance the capabilities of the CableGuardian technology, Viper Innovations invested in the US-based company LiveWire Innovation in 2016. In doing so it acquired a 33 per cent equity stake in the recognised leader in spreadspectrum time domain reflectometry (SSTDR). LiveWire’s SSTDR technology was developed in part through $13 million of funding by the US Government and Department of Defence which was interested in developing SSTDR technology for aeronautic maintenance that could detect short circuits, open circuits and intermittent failures such as electric arcs on live cables used for power, as well as those carrying communications signals. See the future SSTDR transmits small electrical signals along such communications or power cables and detects any anomalies along the length of the cable. Proprietary algorithms interpret the signals and convert the information into useable fault type and location information. The technology enables users to ‘see’ into their electrical infrastructure while in use and to pinpoint the location of faults. Through the application of CableGuardian, a technology developed for use in harsh subsea conditions, the UK rail network of tomorrow will be hampered by far fewer incidences of delay through signalling power failures. Tel: +44 (0)1275 787878 Email: enquiries@viperinnov­ Visit: www.viperinnovations­.com Rail Professional

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Strategies for managing EMC Having control over the EMC (electromagnetic compatibility) throughout the project from conception to completion is a small but vital part of whole project management


MC is an important part of any rail project, be it recommissioning or refurbishing rolling stock, managing the updates or new builds of depots and stabling facilities, or electrifying, upgrading or resignalling open rail routes. It helps to avoid getting EMC tangled up in the commissioning scramble at the end of a project. York EMC Services has been operating in the rail environment for over 20 years, providing all manner of assistance from bespoke training courses, on-site testing and measurements, unique solutions to existing and upcoming EMC problems to day-to-day EMC management and control. The company’s highly qualified and experienced team of EMC engineers have seen most EMC issues throughout their careers and are well placed to advise on any aspect of EMC. York EMC Services key skills are in our adaptability and experience that can be applied to any project, in particular in EMC management and control for large railway projects. EMC regulation The over-arching legislation that covers EMC is the EMC Directive 2014/30/EU. It is a requirement of 2014/30/EU that the ‘essential requirements’ of the directive are met. For apparatus, this is normally achieved thorough the route of harmonised standards and the application of the CE mark. The EMC Directive also considers fixed installations, separately from apparatus, and with a requirement for some form of management to ensure that the essential requirements are achieved. Almost all large railway projects fall under the fixed installation banner when considering the EMC Directive. The EMC directive requires that a fixed installation be non-emissive in accordance with its environment, and that it is suitably immune for its purpose. The fixed installation must also be installed using good engineering practices and respecting the information on the intended use of its components, and it must be ensured that good engineering practices are documented. Documentation must be held at the disposal of the relevant national authorities for inspection for as long as the installation is in operation. In 2014/30/ EU, the documentation requirements for installations are as binding as the documentation requirements for apparatus

– this is implemented in UK law using Statutory Instrument No:1091. Impact for rail A railway is a complex set of interdependent systems with widely disparate requirements; they are often forced to operate in long, narrow strips of land and all of these systems are expected to work together safely, reliably and effectively. A mainline locomotive might draw several hundred amps from the overhead while simultaneously inducing tens of volts into line-side cabling, cabling which may be connected to safety-critical signalling assets or carrying low-level telecommunications. DC electrification, while protected from those effects attributable to AC induction, has a different set of issues. These mainly surround stray current, however the rectification process for traction power often causes ripple currents at 600 or 1200 Hz, which can severely perturb baseband audio signals (for PA or remote help systems). Without proactive management and control of compatibility from the very beginning of the project, EMC issues are simply being left until commissioning; this often results in a challenging set of issues to resolve in the final few weeks of a project. Documentation requirements in order to control EMC are not comprehensively set out in the EMC Directive, and differing interpretations from various stakeholders (e.g. Network Rail and London Underground), and differing on-the-ground requirements for each particular project mean that there isn’t a simple, template that can be used to extrude uniform EMC

documentation for each project. Unfortunately, this occasionally means that EMC is ignored, postponed or forgotten until a few weeks before, or (in extreme cases) after, commissioning. Controlling EMC for a railway project The latest Network Rail philosophy for managing EMC prefers explicit input from the early stages (GRIP 2 or 3), while there is still a level of fluidity about how the project will be successfully achieved. Network Rail have now included an EMC Strategy as a gated activity at GRIP 3. If involved, at this stage a York EMC Services EMC engineer will be involved with setting and assessing EMC hazards in the risk register. An EMC strategy can set overall goals, constraints and direction at this stage. At or around GRIP 4, a multi-disciplinary (or occasionally, for particularly ‘interesting’ projects, an EMC specific) hazard identification workshop will re-evaluate the EMC hazards on the risk register, and an EMC management or control plan can specify appropriate standards for both Rail Professional



procurement and design, and controls to manage third-party and legacy assets. At this stage, the EMC engineer can provide targeted, specific advice which can still be applied before the design is finalised. EMC procurement specifications can also be set before off-the-shelf components are chosen, or contracts with sub-contractors are signed: this means that technical and documentation requirements for EMC evidence from suppliers can be more easily made a contractual matter. As completion of detailed designs draws near, any potential design risks should be closed out, possibly with cable studies to model induced voltages. Ideally, a review of equipment documentation should occur as systems and suppliers are chosen – with possibly the more complex sub-systems having gone through their own EMC management process. On-site EMC measurements may be required. This depends on whether there are specific risks in the register which are most effectively closed via such measurements. The reasons for performing measurements prior to any works include: • benchmarking the existing emissions so that a comparison may be made with the new installation

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• identifying any particular EM threats at the location for inclusion in the hazard analysis and the design review • gathering evidence in the case that future claims are made by neighbours or users regarding interference to radio communications services or other equipment. As well as measurements to EN 50121, measurements of induced longitudinal and transverse (including psophometric) voltages may be required on line-side cables. On DC railways, measurements of stray currents may be required. The commissioning phase can be tight for time and personnel, and having the EMC testing requirements specified, agreed, booked and confirmed well in advance has advantages all round. Final stages The final stage of EMC documentation ensures that no issues remain open, but also summarises the activities and the documentation; this helps any EMC lessons to surface, which in turn helps ensure the safety, reliability and effectiveness of the railway. All of the above applies for a new

installation; however, another advantage is realised further down the line. Ongoing compliance of assets when modification or upgrades arrive is far easier to achieve with a solid EMC documentation base in place already. Issues often seen by York EMC Services include lack of compliance evidence for installed or legacy systems; this proactive EMC control for new projects will assist in this area as installations are revisited, upgraded and modified. When upgrading or modifying, be sure to ask for the EMC compliance evidence for the installation. Tel: +44(0)1904 324440 Email: Visit:



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Can rail operators learn from oil and gas? Safety versus productivity is an ongoing challenge for the rail sector, but it’s one that the oil and gas industry has begun to address Iain Mackay, COO of Petrotechnics, explains why astute rail operators will recognise the valuable lessons that can be learned...


ore rail passenger journeys are undertaken now than at any point in history. Passenger density is greater than at any point too. The amount of freight carried by train is growing steadily all the time. But the assets on which journeys are made are aging; there are still oil lamps and Victorian signal boxes on remote parts of the network. While these are being replaced and earlier underinvestment is rectified, modern infrastructure requires regular maintenance. As assets are used more heavily, the rate of wear and tear accelerates. The rail industry therefore finds itself in a vicious circle: as rail use goes up, so do maintenance requirements. Available capacity is temporarily restricted, adding pressures to an already stretched network. The demand for rapid repairs becomes ever greater, while the window in which to perform them gets smaller. There is a constant tug of war between doing things quickly and doing them safely – called the ‘safety-productivity dynamic’. The managers responsible for infrastructure availability and possession planning are not necessarily the same people appointed to manage the safe delivery of work. The inevitable consequence is that operational decision-making, and overall productivity, can be compromised. However, ‘safety versus productivity’ is an ever-present conundrum in hazardous industries where heavy machinery, extreme temperatures and explosive substances meet humanity. Failures are often high profile and have a high cost. Industry comparison The oil and gas industry is one example. Extremely hazardous when operated with poorly maintained assets, the downtime needed for repairs can nonetheless be costly. There is pressure to be productive, balanced by an equal pressure to keep people safe. Of course, there are important differences.

In international oil companies it is an accepted fact that this is an intrinsically hazardous environment and therefore the health, safety and environmental factors that come with it are widely understood and respected. By contrast, when we look at rail, understanding of risk is less complete. The threat posed by a train speeding down the track is clear. But the deadly silence of a third rail, or less obvious threats posed by lopping branches from trackside trees are more troubling. The other important difference is that an offshore oil platform, for example, is a highly controlled environment – no one is there who shouldn’t be. However, railways are in public spaces, introducing more variables into the mix. Oil industry accidents are rarer but can be catastrophic. Safety failures on railways tend to be smaller, but more frequent. As Mark Carne, chief executive of Network Rail pointed out, a worker is ten times more likely to be killed in the rail industry than in the oil and gas sector. Learning from oil and gas If these industries differ in the nature of the risks they present, they are remarkably similar in the way that the pace of work and the safety of workers can be managed. Both sectors are highly regulated. Both see risk arise at the intersection of infrastructure, policies and people. Both tend to have large rule books with a detailed history of every incident or issue. As a potential problem becomes apparent, or an accident occurs, mitigating procedures are developed and remedial responses added. However, what certain players in the oil and gas industry have understood for some time, and rail operators are coming to recognise, is that these incredibly detailed safety procedures may actually contribute to the problem and not the solution. Firstly, the more complex the rule book, the more likely there is to be non-compliance. A rig or a railway is rather like a huge machine, in which every asset, worker and job is a carefully calibrated cog. Adding a fix to an individual asset or a new procedure for a specific work crew will, over time, cause those cogs to slip. Fixing something here could create a new problem over there – until eventually everything grinds to a halt.

Secondly, rule books often don’t survive interaction with high-stress work environments. Take late-night, trackside maintenance with a diverse crew. When caught between an unwieldy set of procedures, time pressures, and colleagues who want to get home to their families, any number of possible mistakes can occur. The challenge is to create processes that deliver coherent and consistent practice across a diverse range of assets, people, tasks, locations, and supply chains. Rigs, railways and risks Since the Piper Alpha tragedy in the North Sea, the oil and gas industry has had its safety procedures under constant review. Even chefs on oil rigs have specific directives for handling hot food. Lord Cullen’s recommendations for industry spoke of a suitable and sufficient risk assessment for every task. Over the years, the industry has written a mountain of rule books in reaction to ad hoc incidents. In recent times, however, companies have reassessed this approach, Rail Professional



instead taking a more holistic view based upon a comprehensible series of core principles and essential criteria. Processes have then been adopted that provide a complete picture of operations, and parameters set within which people can make good decisions. The resulting decision-making capability has then been supported with the appropriate technology. This results in a far more manageable set of procedures that take into account the interrelated nature of the hazards, risks, and future plans for the business. By adopting this risk-centric approach, smarter oil companies take a step back and consider how an entire program of work can be planned and delivered, or an entire operation managed safely, rather than simply asking how a specific task should be performed. To make information sharing easier and more meaningful, details about the asset, the policies and the people, are translated into a common language of risk. So instead of defining a task then adding a risk assessment to it, risk is the prism through which every activity is viewed. With this common language of risk, consistent channels are more easily created to share information. Everyone from the ground up has access to the bigger picture. In this model, front-line engineers know why they are carrying out a given task. They might implement a much-needed short-term

fix, for example, but highlight the longerterm remedy that is needed to support future business plans. Managers can see and respond to their staff’s daily interaction with the assets they run and the policies they implement. Smarter decisions can be made about staffing, scheduling and safety. Planning and delivering work safely It is easy to underestimate what a radical shift in thinking this represents. But the opportunity is there for rail companies. The parallels are clear: the only difference is the

timescales. The oil and gas industry has developed its thinking over 20 years; and rail can benefit and learn from this experience to plan and deliver safe work. By embracing these learnings everyone – from the boardroom to the trackside – can be empowered to transform the safetyproductivity dynamic from a challenge to an opportunity. Tel:+44 (0)1224 337200 Visit:

Introducing the Monbat Front Access Range Easystart is extending its Front Access range of batteries by supplying the highly accredited Monbat battery to be supplied alongside Haze which the company has offered for the past 10 years. Haze has become a renowned name in the Front Access market over the years, being used in a wide range of standby and telecom applications. Easystart will now offer both ranges alongside one another as there are size and specification variations and also approvals for a wider number of brands associated with the Monbat range. Monbat is a European made factory brand used by a number of the continents largest telecom companies such as EE, BT, Ericsson, Telefonica and Vodafone just to name a few. Easystart is the official distributor for the whole Monbat factory range across the United Kingdom and will now offer the Front Access range to expand its already growing presence in the telecom and standby Front Access market. For more information regarding the new Monbat range or the existing Haze range, please contact Easystart’s Sales Manager, Cillian Brugha on or 01536 203030.

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Turning data into knowledge Nearly 30 years ago, Berlin-based DILAX started to develop and engineer mobile units for the public transport sector


ince then, several thousand automatic passenger counting (APC) systems have been installed in public transport vehicles such as buses, metros, trams, ferries and trains worldwide. DILAX is a leading provider of intelligent system solutions for capturing and managing people flows, including automatic people counting, smartphone tracking, dynamic seat management, queue management and innovative data management and predictive analytics tools. The company was founded in 1988 and is headquartered in Berlin, Germany with branch offices in Europe and North America. From six locations with approximately 160 employees, DILAX serves over 350 companies in around 30 countries – customers include rail vehicle and bus manufacturers, public transport services and public transport authorities as well as shopping malls, retail chains and airports. The two specialized business units ‘public mobility’ and ‘retail & airports’ offer a complete one-stop service – from developing products in-house to operating entire systems. Passenger counting Passenger counting within trains requires special features like connecting and disconnecting trains during a journey, combining cars with and without passenger counting systems and deploying first and second class cars or separated compartments within cars. All these requirements are taken into

On-board systems

account and supported in DILAX products. This includes the technical components in the vehicle as well as the software functions displaying daily train operations. On graphic 1, an APC system for trains is shown, which consists of several sensors and one or more people counting units (PCU). The internally developed sensors are placed in the door areas of the vehicle and send their measuring results via serial sensor link (SSL) to a PCU, which is able to collect data from higher level systems as well. Several information sources are combined within the vehicle (ETH switch) using already existing networks (ETH backbone). Data from the vehicle is transmitted by an existing on-board communications unit (router) or the PCU via GSM, UMTS or Wi-Fi. The software for managing and analysing passenger counting data has gained more and more importance for customers using the APC hardware over the last few years. DILAX has adapted its portfolio to this need and software development now plays a significant role within the company portfolio. Passenger data The DILAX citisense software is able to manage, aggregate and evaluate a variety of data in addition to classic passenger counting numbers. Data from internally available sources can be processed, such as timetable, ticketing and vehicle information as well as data from external sources like weather information, traffic news, events and holiday calendars, smartphone tracking


How the data is acquired On graphic 2 (over), an example OD matrix is shown with six fictional stations and the passenger flows between them. The comprehensive reports and analysis functions of the software provide public transport operators with thorough knowledge of their daily activities. To achieve reliable results, it is not necessary to equip 100 per cent of the fleet with APC systems. Due to extrapolations and scheduled test runs, it is possible to ensure that the existing systems are used efficiently and that the set measurement quota is met. All relevant and especially critical information from ongoing operations are clearly

PCU Sensors


and many more. Via smartphone tracking for example, travel and train changes at transport hubs can be captured. The result is a detailed database for planning and implementing multimodal transport concepts. Via anonymously captured smartphone identifiers, movement data can be determined and added up for relevant passenger flows. The focus is not on individual passengers but on typical movement patterns in the transport network. Up-to-date and dynamic origindestination/OD matrices are created which provide relevant information for network planning, planning of interchange points and ensuring smooth connections. Expensive, selective customer surveys could be replaced with this technology.


SSL (Serial Sensor Link)

Serial Sensor Link (SSL)

PCU (People Counting Unit)

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Kilborn Consulting Limited is an independent railway engineering consultancy and design business. We specialise in the design of new and altered railway signalling systems for the UK railway infrastructure. There are six defined areas for which we supply our services: • • • • • •

CMS Cepcor is a high quality machining company based in Coalville Leicester. We specialise in supplying both standard and narrow gauge heritage railway organisations with quality products. Recent examples: • Tyseley Locomotive Works - Valve and cylinder liners • LMS Patriot project- expansion links, bushes, eccentric rods and sheaves, big end strap, reversing gear components and brake gear parts • Class 5 4-6-0, No 44767 “George Stephenson” - new cylinders We also have the capability of machining all motion parts (inc. full length connecting and coupling rods) plus pressing wheels/axle assemblies. CMS Cepcor Precision Services Technical Centre, Samson Road, Hermitage Ind. Est., Coalville, Leicestershire, LE67 3FP Tel: 01530 510247 E: Rail Professional

Consultancy, including technical advice and support Signalling Correlation, Condition Assessments and Surveys; Signalling & Level Crossing Risk Assessments; Feasibility, Concept and Outline Signalling Design; Detailed Signalling Design; and Competency Management and Assessment

Our consultancy services include a range of services such as Signal Sighting, Signalling Asset Condition and Inspection activities, EMC/EMI Studies and Assessments, etc. As part of our risk assessment services we are competent to undertake suitable and sufficient risk assessments for level crossings through to signalling overrun risk assessments using the SORAT and VariSPAD process, as well as other associated assessments such as Trap Point, ROL and Buffer Stop assessments. We very much look forward to working with you.

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displayed on a role-based dashboard (see graphic 3) – key performance indicators and reports are presented specifically for the management, service planning, marketing, controlling or any other role. The software follows a modular approach and can be introduced gradually or immediately to its full extent. It can be a standalone solution, integrated in an existing infrastructure (BI, data warehouse) or be delivered as software-as-a-service (SaaS). What’s next Taking a look at the future, mobility demands will increase in general and the requirements and expectations of passengers will grow and change as well. New transport concepts will be needed soon. Smart mobility is one of the key words used to describe this idea of an efficient, intelligent and sustainable

transportation system. Furthermore, smart mobility will play a significant role in bringing the vision of a smart city to life. But what are the expectations of passengers and transport providers regarding future mobility? On the one hand, passengers expect individual travel planning, easy booking, a fast and comfortable journey and an uncomplicated payment process – preferably all from one source or provider – no matter if they choose


to travel by bus, train, tram, ferry, taxi, car sharing, bicycle rental etc. or a combination of these different transport options. They want to be informed about arrivals and departures, delays, connections, seat availability – no longer only in real time, but also ahead of time which requires predictive features as well. They will choose the provider who will offer the best solution. This means that transport providers are now facing the challenge of satisfying their customer needs and using available resources in an economically reasonable way at the same time. Turning data into knowledge The new DILAX citisense software is designed to support transport companies in managing this balancing act. Thanks to complex algorithms, the software is able to recognize and analyse relationships between data from a diverse array of sources. DILAX citisense is able to find patterns, create simulations for upcoming events and determine respective predictions (machine learning). Therefore, better planning of resources is possible to avoid bottlenecks or excess capacity, optimize traffic planning and maintenance intervals and to foresee peaks in passenger volumes. This is how the new DILAX citisense software turns its data into knowledge (graphic 4). Smart cities of the future To satisfy customer needs, selected and relevant data can be forwarded, for example, via an app on a traveller’s mobile device or information displays at stations. Useful information for passengers, such as delays, remaining time until arrival, occupancy of vehicles and available seats, alternative route suggestions, and recommendations of access points, will go hand in hand with a flexible and comfortable booking system. This is what will position public transport as one of the fundamental pillars of future smart cities. Tel: +49 (0) 30 773092-40 Email: Visit:

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Come and talk to us at Railtex! GB rail needs world class suppliers - that’s why RISQS is here Also known as the Railway Industry Supplier Qualification Scheme, (RISQS) is an industry-owned scheme which helps suppliers sell in to the British railway industry by providing an open, efficient, fair and transparent way for their capability to be assessed for the products and services they provide. RISQS is used by Network Rail, London Underground and 116 other buyers with over 4,300 supplier members throughout the GB rail industry.

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Rail surveillance: take a connected journey By 2019, it is expected that nearly 35.5 per cent of the video surveillance industry will be dedicated to serving our global transport infrastructure, it’s not hard to see why


ransport hubs and networks ‒ particularly rail ‒ are essential to global logistics, economies and indeed, daily life. Our reliance on them is the very thing which makes them vulnerable to threat, whether operational or malicious. Surveillance needs to scale up if it is to reduce risk for rail operators. But it must also change in scope. While security and safety remains of paramount importance, rail operators also have to prioritise passenger experience and service efficiency – a tough ask given growing urban populations and the complex nature of busy rail environments. Threat detection is no longer about capturing incidents on video. It’s about detecting any risk or event that might negatively impact on achieving these objectives. This can never be achieved using surveillance as a passive tool for video recording and review. But it can be achieved by developing solutions that facilitate new levels of systems integration, convergence between on-vehicle and landside operations, and connectivity opportunities. Let’s look at how this is achieved and at the key steps operators can take to capitalise on the benefits on offer. The foundation for futureproofing In terms of on-vehicle surveillance, migration to IP solutions remains a dominant trend, particularly in terms of

rolling stock refurbishment. While HD IP cameras deliver superior image quality to their analogue predecessors, IP networking enables vehicle cabling to be far more streamlined, as video, Wi-Fi and passenger information can be deployed through a single high-speed solution. What’s more interesting, however, are the broader benefits at hand as migration to IP also facilitates greater network and data integration opportunity with systems that exist throughout the wider rail infrastructure.

For example, using an open protocol surveillance platform ‒ and leveraging the connectivity made possible by virtue of IP networking ‒ visual data (from both analogue and IP cameras) can be paired with a vast array data from any third-party security, safety or operational system. An operator may choose, for instance, to integrate video surveillance, telematics, GPS, and passenger information to gain a holistic view of train status, safety and service levels. This is a powerful tool. It gives train operators the means to manage data more effectively and use the insights to make real time decisions to mitigate risk and improve service delivery. Importantly, this mechanism also paves the way for a more unified approach to transport protection which breaks down the barriers between train and trackside – an approach also referred to as ‘convergence’. Converging worlds through command and control The connectivity potential between train and station is effectively ‘just’ another integration. This being so, there is no reason why ‒ on arrival/approach to any destination ‒ data from on-vehicle Rail Professional




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surveillance cannot automatically feed in to the station’s command and control solution for risk/threat (whether operational or security based) analysis. This scenario is increasingly likely as on-vehicle networking/ Wi-Fi improves. This converged future is set to deliver significant benefits. For instance, security teams based at stations and platforms can be notified about disruptive passengers onboard a train prior to its arrival at the station with images sent to station security staff via smart devices. Similarly, a maintenance team can be alerted about a mechanical fault or issue with the train in order to give them time to prepare a response and limit delays. Enabling vehicles to upload surveillance and security data on arrival at platforms has the potential to significantly improve incident management and planning across national transport networks. What the future holds As technology continues to evolve, operators will also be able to gather real time, shareable data from all parts of their rail network. Machine-to-machine communication will deliver operational efficiency, while more effectively managing safety risks. For passengers, these advances will continue to improve satisfaction and facilitate the ‘connected journey’. This approach, and the technology

utilised, epitomises all that the Internet of Things (IoT) aims to achieve – connectivity driven improvement. And, as multi-agency threat detection and response becomes a key priority for governments, moving forward with intelligently integrated endto-end solutions will help achieve smart city ambitions and multi-agency working. But perhaps the most exciting thing for rail professionals is that so much of this is already possible. Stringent security enforcement, improved passenger safety and enhanced customer service; by adopting the surveillance solutions available right now, operators can achieve the holistic view necessary to deliver against all these objectives. Railtex 2017 At Railtex 2017 (NEC, Birmingham, May 9-11) Synectics will be showcasing solutions used by some of the world’s busiest transport hubs and service operators including its own Synergy 3 platform, which enables data from third party systems to be monitored controlled and managed within a single, unified environment. The surveillance solutions specialist has supported the global transport market for over 30 years, providing tailored end-to-end solutions to meet customers’ evolving needs ‒ while offering the expertise, knowledge and technology to meet the most demanding requirements.


John Tinson, systems consultant at ics, says: ‘Integrated surveillance is the future for safeguarding multi-national rail networks, the people who use and maintain them and the goods and assets they carry. Synectics is one of only a handful of suppliers able to deliver endto-end, surveillance and security solutions promoting passenger safety and increased security on trains and in busy public areas such as platforms and stations.’ Every year Synectics’ solutions protects over one billion passengers travelling on one of Europe’s busiest rail networks, and over five billion worldwide, providing Synectics with a frontline view of changing industry requirements and expectations. Iain Stringer, sales and marketing director at Synectics says: ‘Railtex is an important platform for the UK and global rail market that brings together a wide range of industry experts. We’re looking forward to meeting with customers to share our knowledge and expertise. ‘With rail passenger numbers expanding, governments and operators are investing huge sums in train vehicles and transport infrastructure. As well as showcasing Synectics’ solutions and innovation that put transport operators in control of the data they manage, we will also present the measures that can be adopted to deliver assurance of system reliability.’ Visit: Rail Professional

Building on Experience In business over 50 years Walker Construction (UK) Ltd provide Civil & Construction solutions to the Rail Industry

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20 years in rail law Rail industry specialist law firm Hollingworth Bissell is celebrating 20 years in business this year


ail Professional met the company’s two partners Sara Hollingworth and Helen Bissell at their London offices to find out more about the firm and what they consider to be the challenges for them and for the industry that lie ahead. Congratulations on the 20th anniversary of Hollingworth Bissell. What made you decide to set up the firm back in 1997? Thank you. We were both inhouse lawyers for British Rail and held pivotal roles during rail privatisation. Once all of the train operating companies had been franchised and the businesses had been sold, we needed to find a new career path. We had found the industry both fascinating and challenging in equal measure and wanted to continue to work within it. Rather than join a big City firm or one of the privatised entities, which were options, we decided to take a chance and set up on our own and to continue to advise rail industry clients that way.

commercially on a day-to-day basis, as we worked closely with them as an integral part of the team. Over the years, we have got to know a lot of rail experts and high level contacts and so we know where to go – or where to direct clients. It does sometimes help just to be able to pick up the phone. All these factors enable us add value to the services and advice that we provide to our clients to this day. So, which rail industry sectors do you advise? To begin with, we advised the rail industry exclusively; our clients were passenger and freight train operating companies and a number of the privatised businesses. We continue to act for many of these and have done so through various changes in ownership. Whilst specialist rail industry advice still forms the backbone of the services we provide, we have since broadened our

remit to provide complementary services and advice to other transport providers, stakeholders, developers, consultants and retailers, both on station and high street. We also work with other law firms as consultants where specialist advice is required. What about strategic advice to the industry? Helen played a key role in the formulation of the structure for stations and in the negotiation of station access agreements and conditions for both franchised and managed stations. She has provided strategic advice to ATOC and RDG on station issues ever since, including in connection with ORR consultations and negotiated the new template 99-year FRI station lease template. Sara was heavily involved in the disposals of non-franchised entities, including the negotiation and documentation of the numerous contractual relationships that were required post-sale. She continues to

In hindsight, was this the right decision? Being independent was definitely the right decision for us. It has allowed us more flexibility over the way we work, to specialise in the type of work that interests us and over the charges that we are able to offer to our clients. We have both received a number of awards and are nationally recognised for our rail sector work. What do you see as your unique selling point in what is a crowded market? As British Rail inhouse lawyers, we were embedded at the heart of the privatisation process which enabled us to gain an insight and a first-hand understanding on how the industry was restructured. We were also charged with negotiating some of the principal template industry documentation, updated forms of which remain in current use. Privatisation was a frantic time, but it ultimately provided us with unique experience and inside knowledge, which is not available to those who were merely instructed law firms. Whilst working inhouse for British Rail we gained detailed knowledge on how the different types of rail businesses operate Rail Professional

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advise several of those entities now and is regularly instructed on company/business disposals. Are you able to provide us with some examples of specific projects you have worked on? We have played a key role in a number of major commercial, infrastructure and regulatory projects. By way of specific example Sara has been heavily involved in documenting grants to train operating companies; she is regularly involved with leases of strategic freight sites, including the compulsory alienation of freight leases. She has negotiated a contract for the management of advertising hoardings on a substantial nationwide rail estate and has also developed a station retail arm, advising both landlord and tenant clients. Helen advised the franchisee in connection with the Chiltern Railways twenty-year franchise, which was the first one of its kind. She also documented all of the station access agreements and ancillary arrangements required at St Pancras International station. She is currently advising on the development of the old Eurostar terminal at Waterloo, including bringing the platforms into use for domestic services. What do you see as the main challenges to the industry going forward? The rail industry is somewhat a victim of its own success. We have the most intensively used rail network in Europe with passenger numbers at a record high. Both passenger and freight traffic are continuing to grow. This is good news, but when put together with rising customer expectations, the need

to maintain the recent good safety record and a drive for efficiency, for the industry to be fit for purpose into the future, new solutions and approaches will be required in order to offer the customer greater value for money. Technology will undoubtedly play a larger part. Do you think that there is a need for structural change in the industry? The industry and the way that it is currently organised is going through a period of change. A number of forces will serve to reshape the rail industry over the next

few years into a much larger, busier and more diverse sector than it is today. This will create the opportunity for a more commercially led industry to emerge, with less dependence on governmental involvement and a reduced need for regulatory oversight. This, however, will require parties to work together more cooperatively, as the current structure does encourage division and inwardly focused approaches. Whilst there have been significant levels of investment and efficiency gains over the last decade, this may not be sustainable unless the industry players are able to find a structure that provides a far greater alignment of incentives. This may be achieved by moving towards more commercial relationships and greater cooperation. Increased competition from both new entrants and existing players may also result in positive outputs for the customer. What is the future for Hollingworth Bissell? We are keen to continue to provide specialist advice to rail industry players and to industry partners, such as local authorities, developers, retailers and other transport providers. However, the procurement policy adopted by most industry players these days does make it more difficult for the smaller niche practices such as ours to tender for work. To overcome this challenge, we offer consultancy services to commercial clients and other law firms and are often asked to team up with other law firms and consultants to strengthen their offer. Tel: 020 7653 1994 Email: Visit: Rail Professional



New name, strong reputation Thornhill Rail and Heat Transfer is a new name for a company that many in the rail industry will recognise


n 2015 Thornhill Heat Exchangers completed the purchase of Universal Heat Transfer and the new name was adopted last summer. Thornhill is a privately-owned group with interests in heat exchange across a broad range of products and markets. Headquartered in Yorkshire with sites in both Newcastle and Atherstone as well as a network of global distributors. The last 12 months has seen the company investing a significant sum in new facilities, equipment, tooling, machinery and staff to drive quality and productivity. Rail remains a fundamental market to Thornhill’s future. From its rail works at Atherstone in the Midlands the company can boast that their products and services are currently in use across the whole UK DMU fleet. The range of products includes radiators, oil coolers, charge air coolers and air reservoirs. To keep pace with the fast-moving industry more products and services are already in the pipeline. Quality is crucial to all of the work carried out. Thornhill also conforms to RISQS and is a member of The Rail Alliance. Finless products Perhaps Thornhill’s most well-known product is the finless radiator, in use on DMUs across the country. As well as radiators, they use the technology for saloon and cab heaters. In all cases the rationale for using finless products is to reduce blockage and make regular cleaning easier and more effective. Many fleets use the technology but Thornhill believes it is important to offer as much choice as possible to customers. Given the diversity of vehicles, routes and budgets it’s not always possible to have a one size fits all solution. Nederlandse Radiateuren Fabriek (NRF) has access to the range of ‘hemmed fin’ cores for water radiators, oil cooler and charge air coolers. NRF developed the hemmed fin concept to overcome issues of fin flattening during necessarily aggressive cleaning operations. Replacing old products Over recent months Thornhill and NRF have been collaborating on designs for replacement radiators for 2nd generation DMU’s. New products have been authorised

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for trials which are now underway, in readiness for the more arduous spring and summer months with Arriva Trains Wales and other train operators. Outdated designs and inferior functionality are both becoming major factors in the availability of spares for ageing fleets. Many of the units in use today are past their original lifespan, for various reasons, including slower than expected electrification.

Operators have been able to approach the company with problematic parts and Thornhill staff have used their extensive experience to develop either a direct replacement or enhance the design. Recent examples of this are Class 153 and Class 150 transmission oil coolers. No doubt there will be an increasing need for this service in the future. AutoCAD Inventor 3D modelling software along with state of the art thermal



for train operators. Engines reverting to idle (RTI) can cause significant delays and penalties. Thornhill has direct experience of the issues and problems faced by operators, which means that they also have the solutions. Although basic in design engine cooling system performance is an engineering balancing act between a range of components. Radiator, oil cooler, control systems and hydraulics all need to be correctly set up to provide the optimum performance. A range of components can be added and modifications made that actually enhance the cooling system performance beyond its original design. It has been found to be particularly effective on routes with long speed-restricted inclines. Many of the enhancements have been trialled and are proven to work reliably, it’s hoped that more fleets will soon see the benefits of these upgrades. So, it’s a typically busy time for everyone at Thornhill but the company is keen to talk to new clients about their existing products or involvement in a new project. Tel: 01827 722171 Email: Visit:

design software are employed to reduce the time from concept to production of new or replacement products. In addition to cooling and heat exchange equipment, that it is well known for, Thornhill now offers a broader range of equipment and services for rail applications. Water, CET and other vessels and tanks are now available. Header tanks and air reservoirs are also common in the works. However, the group has array of knowledge and experience that can readily transfer to the rail market. Machining of components up to 10 tonnes, light to heavy fabrication in all materials, moulded rubber products, plate profiling and manipulation are amongst the products and services the company are keen to talk to customers about. On site services such as cleaning and general maintenance are also available. Challenges and opportunities Warmer weather always brings its problems Rail Professional

DILAX Passenger Counting & Reporting DILAX Systems specialises in delivering passenger data for the rail industry. Working with many of the largest TOCs in the UK, we have many years of experience in helping to improve the passenger experience for our customers.

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A very light rail revolution In 2014, Transport Design International (TDI) led a consortium of partners to win an RSSB sponsored competition aimed at developing a ‘radical train’ concept


hat followed was the creation of ‘Revolution VLR’, a project focused on researching the viability of producing a new type of very lightweight, sustainable, self-powered railcar which could potentially see the revitalisation of old branch lines and other, lower capacity routes where conventional DMUs are less cost-effective. The proposed Revolution railcar will take the form of an 18-metre-long, bi-directional vehicle with seating for 60 passengers plus additional standing capacity. It has a target weight of 1,000kg per linear meter and will feature two specially developed, hybrid power packs in the underframe, each incorporating a diesel generator, lithium titanate battery pack and electronic traction control system. These units will feed power direct to permanent magnet motors installed in the specially designed bogies. The body is intended as a light weight modular assembly which utilises a combination of steel and aluminium structures, composite moulded panels and glazing to allow flexibility in design according to specific customer operating requirements. Once assembled, all elements will contribute to the structural integrity of the complete body shell in the manner of a monocoque. Guiding philosophy The philosophy in full scale production is to procure a relatively small number of preassembled and pre-tested sub-assemblies from preferred suppliers in the UK, just in time for final assembly in a newly created facility – potentially somewhere in the Black Country. For example, the sidewall panels will be manufactured as pre-finished units with integral insulation and wiring already installed without the need for in situ painting or to apply further trim. Similarly, the driver’s cabs (which are identical both ends) will be delivered as fully functional plug-and-play items. The interiors will showcase the latest in railway-approved lightweight seating, high efficiency lighting, HVAC and passenger information technology. Where possible, the vehicle will utilise high volume components which are already proven and available within the automotive and commercial

vehicle markets and avoid traditional high cost, bespoke railway parts. So impressed is RSSB with the concept, that a further grant of roughly £3 million is being made available to build a proof-ofconcept, demonstrator vehicle. Commencing July 2017, the development programme will take in the order of 24 months to complete. Due to the high interest in the project, the team has been offered various locations for testing and controlled demonstration to passengers and other interested parties; with several Tocs also considering including VLR in future ‘innovation in franchising’ bids. Next steps The project will be delivered by the original partners from the Radical Train competition comprising Transport Design International (TDI), Unipart Rail and WMG Warwick University, under the name ‘VLR Technologies’. This organisation will subcontract the provision of components and sub-assemblies through a newly formed supply chain. Once the Revolution railcar is fully commercialised, it is intended this supply chain will have first option to supply parts for production vehicles. Whilst this new type of vehicle is free to operate under ROGS on segregated routes such as branch lines, one of the major challenges of the project is the need to address interoperability on the mainline network. This is because the vehicle, by definition, is very light weight and cannot have the same standard of crashworthiness as, say, a freight train or DMU without

incurring a weight and cost penalty itself. This problem cannot be resolved in isolation, like through potential derogation of certain Rail Group Standards etc., without considering the wider operational aspects of the whole railway infrastructure. It is therefore proposed to create a standalone task force, working in parallel with the project, comprising various stakeholders including RSSB, DfT, ORR, Network Rail, Tocs and Roscos to explore this issue. Transport Design International can be found at the WMG stand (number H90) at Railtex 2017. Tel: 01789 205011 Email: Visit: Rail Professional

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Recognising the volunteer spirit Sir Peter Hendy CBE, chair of Network Rail and patron of the Transport Benevolent Fund CIO (TBF), recently made a presentation in London to the charity’s 50,000th member


he distinction of this membership landmark fell to Mr Brychan Morris-Masmeyer, who works for Network Rail as local operations manager at Upminster. Sir Peter presented Mr Morris-Masmeyer with a certificate, commemorative membership card, and gift vouchers (received as a donation), to mark the occasion. Sir Peter ‘I am delighted to mark TBF’s achievement of 50,000 members with this presentation. The charity provides invaluable help and support to both employers and employees throughout the public transport industry in England, Scotland and Wales”. Mr Morris-Masmeyer ‘It came as a very pleasant surprise to discover that I was the 50,000th member of the charity, which shows it is held in high regard by a very large number of my industry colleagues’. TBF The Transport Benevolent Fund CIO, known as TBF, is a non-profit making membership charity offering a wide range of financial, health and welfare benefits to those working in public transport, should need, hardship or distress arise. Anyone engaged in the public transport industry in Great Britain is eligible to join. Membership costs just £1 a week and covers the member, their partner and dependent children. The Fund is run by a board of Trustees, the majority of whom work in the industry and decide on all benefits. TBF’s patrons include leading figures in the major transport groups and trades unions. TBF has been helping public transport employees for over 90 years and now with more than 50,000 members, is the fastest

growing charity exclusive to the industry. The volume of awards to members best illustrates the fund’s work: during the past 12-months TBF has paid more than £2

million in benefits to its members. Tel: 0300 333 2000 Visit:

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On track for 2017 Star Fasteners specialise in the supply and distribution of Huck® fasteners and is proud to be the UK’s largest Distributor for Arconic’s Huck® fastener brand


orking with a diverse range of end users and distributors from across a number of industries including rail, solar, wind power, automotive, marine and the commercial vehicle market. Star Fasteners has become a trusted name within the rail industry and has secured a number of rail contracts, including one with a well-known Derby-based rail carriage manufacturer. Huck fasteners are installed wherever there’s a requirement for structural strength and resistance to vibration & loosening, making them suitable for a wide range of tough engineering situations. Star Fasteners’, Dan Starbuck comments: ‘We are very focused on quality and source our products from quality manufacturers. Dedicated control systems for goods received and stock stored in our warehouse ensures full traceability’. New designs Star Fasteners are optimistic about the future of the UK manufacturing industry. A fastener that is becoming increasingly popular in the European market is the BobTail® lockbolt. The BobTail has been designed to provide superior joining strength and offers fast and secure installation. Through its advanced fastener design, as well as easy-to-use installation tooling, the BobTail system offers a strong connection. One key advantage of this fastener over conventional lockbolting systems is that it doesn’t have a pintail to break off. As a result of this there is no waste material to collect and dispose of post-installation and there is an improvement in corrosion resistance by eliminating the exposed surface resulting from the pintail break. The installation system provides a smooth, shock-free process with significantly reduced maximum noise levels, typically less than 70dB. The elimination of the shock load and reduced noise can offer real and significant health and safety benefits. Declared by DIBt as ‘maintenance free’, the 12, 14, 16, 20mm and 1 inch diameter BobTail is now approved to be used in both static and dynamic civil engineering

applications. As well as being the UK’s largest Huck fastener stockist, Star Fasteners is an accredited Huck tool service and repair department. Star’s expert technical knowledge and a large tool hire fleet complements the service. Personalised service An important aspect of Star Fasteners quality promise is a wellstocked tool room. To accommodate this area of expanding operations Star Fasteners’ dedicated team of experienced engineers has developed a reputation for providing a personal and reliable service, incorporating nationwide collection and return. Once assessed and the repair quotation has been accepted by a customer, the tools are broken down and hot-washed prior to resealing, this removes all previous contaminants

and therefore ensures the longevity of the tool. Star Fasteners are happy to advise on cost-effective, simple maintenance procedures to help prolong the production life of its customers’ tooling systems. Once the tool has been received it is assessed and engraved with a unique serial number. This enables the team to provide a full-service history. All quotations are free of charge and repairs are fully guaranteed and accredited

to ISO 9001 standard certification. In addition, Star Fasteners also offers on-site training programmes. These outline basic information to operatives and maintenance department staff, with the aim of adhering to health and safety requirements as well as ensuring that tools are suitable for the task in hand and fasteners are installed correctly. Star Fastener’s product range includes rivets, threaded inserts, and screws. ‘Our biggest strength is that we combine quality products, offer a reliable service and have many years of application experience’ says Dan Starbuck. Star Fasteners unique flexibility means that it can offer bespoke solutions to customers both large and small. Tel: +44 (0)1159 324939 Visit: Rail Professional

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A mobile revolution It is becoming increasingly noticeable in today’s digital society that the concept of a paper ticket is rapidly becoming a faint notion from days gone by


onsumers now rely far more heavily on mobile technology and to stay ahead of the competition, it is crucial for transport operators to adapt to these new developments and harness the myriad of data produced from these new innovations. Today’s tech-savvy traveller is well aware of the many benefits that come with using mobile apps to purchase transport tickets. With over 700,000 m-tickets sold by Corethree on the first working day of 2017, the evidence is crystal clear that consumers, be they commuters or otherwise, are fastadopting this quicker, safer and more convenient way of purchasing a ticket for their journey. Ticketing evolution Incentives play a pivotal role in the popularity of mobile tickets with consumers. These benefits, however, are not solely limited to the customer alone; operators that embrace these new developments are also seeing vast improvements to their business models. With the large variety of technology at the fingertips of the instantaneous

traveller, transport operators must ensure that they stay up to date, bespoke and, most importantly, avoid a blanket approach when communicating with their customers. In days gone by, such personalisation and immediate reporting may have seemed like a challenge. Now, thanks to the insightful data generated through mobile ticketing, along with the ability to contact customers with updates in real time through push notifications, this strategy is now far easier to deploy and it is altogether simpler for businesses to fully understand their customers. Having previously relied on generic email campaigns, SMS alerts or even a staff member in a kiosk to speak with passengers, operators now have a direct and systematic channel which not only provides them with the ability to immediately communicate with their passengers in real time, but also enables them to glean essential intelligence into their consumer base. How technology helps These valuable patterns of data allow transport operators to implement successful predictive analytics strategies and plan future marketing campaigns. These arm the businesses with smart insight which can be used to monitor travel habits, adjust offers or rewards to suit the individual passenger and allow operators to align themselves according to their patrons. Additionally, through the eyes of the passenger, the transport operator shifts from the position of a mere ticket vendor to a hub of transport knowledge that is relevant, immediate and personalised. Once this positive relationship is established and nurtured, businesses can then begin to sustain this through targeted marketing and proceed to capture and manoeuvre the way its passengers travel, resulting in mutual advantage for both parties. For example, the information generated from a single passenger travelling through a particular railway station every day to work gives the business the ability to proactively capitalise on this habit by offering a free coffee or even a voucher code for a station retailer, in exchange for the consumer catching a less congested train a little later than they usually would. If a business multiplies this process by the plethora of commuters travelling on the same routes every day, suddenly the situation where a route is overly busy due to unexpected Rail Professional

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Embracing mobile technology and the process of m-ticketing is the keystone for transport operators taking the steps to advance their business technology, and provide reliable and cultivated tools that promote speed, transparency and efficiency strikes or sudden delays becomes far easier to manage. Aside from the obvious benefits in terms of better journeys and tailored incentives, through integrating with mobile ticketing, transport operators can provide customers with the peace of mind that of all their tickets and tender are kept on one mobile device, eradicating the necessity to pull out cash, wallets or cards when travelling late from a quiet or darkened station. At a time when security and personal safety is a prominent concern for passengers, operators can provide their customers with a little more reassurance with the ability of the consumer’s ‘wallet’ being kept on a slim device in their back pocket.

Promoting public transport This favourable relationship between an individual and a transport operator extends beyond the concept of a pleasant journey. If the business is positioned as a facilitator of a fast, personalised route and provider of instant communications, the wider use of public transport is inevitably encouraged. When more people opt for a fast, simple route via bus, tram or train instead of sitting in traffic, congestion is eased in busy cities and consequently has a beneficial knock-on effect for the environment. Embracing mobile technology and the process of m-ticketing is the keystone for transport operators taking the steps to advance their business technology, and


provide reliable and cultivated tools that promote speed, transparency and efficiency. Through smart customer interaction and making intelligent use of the information produced from their passengers, transport operators can increase their profits, and generate more effective regulation and customer loyalty through equipping their patrons with real-time congestion updates, streamlined, secure payment methods and ultimately a superior customer experience. Company profile Corethree is Europe’s leading expert in mobile technology, m-ticketing and payment solutions. Relentlessly evolving to solve problems and create new opportunities through mobile, it integrates disparate data points to create simple, easy to use solutions to maximise revenues and improve customer service. Core engine is the beating heart of the business; a robust tool box that creates scalable, innovative mobile solutions.

Tel: +44 (0)845 557 0475 Email: Visit:

Structural Testing and Lighting Solutions

MULTIDISCIPLINARY CONSULTANCY AND TECHNICAL SERVICES / Solutions for the environment / Stakeholder management / Site investigations, geotechnics and remediation / Surveying, aerial photography and GIS

Roch ndt Services are specialists in the structural integrity testing of lighting columns and vertically mounted poles throughout the UK. We provide solutions to the Rail sector for the structural testing of Platform Lighting Columns, Station Approach Road Columns, Car Park Columns and Signals. We also provide VEKO lighting solutions for Depot, Under Canopy and Car Park lighting to the Rail Industry and in keeping with the Roch philosophy we bring a strong brand to the market where professionalism and quality of service are paramount.

/ Structural investigations and building sciences / Signal overrun risk assessments / Management of safety, health and risk For further information, please contact John Charles Telephone: 07392 198512 Email: Website:

Tel: +44 (0)1928 726006 or email

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Engineering excellence for 150 years

In 1867 Joseph Stannah began engineering lifts and cranes for London’s dockyards. Five generations on, this family owned, British business continues to use its engineering expertise to keep people and goods moving 24/7. Read the remarkable story at

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Condition monitoring in plain text and real time How can higher average speeds, greater operating performance and longer maintenance intervals be achieved while also increasing operating reliability


ith condition monitoring in plain text and real time, Schaeffler has developed technologies for future train generations. Precision bearing manufacturer Schaeffler has developed a concept for a condition monitoring system (CMS) with intelligent software and a connection to the Cloud for digital, real time monitoring of bogies in passenger trains. By evaluating this data, higher average speeds, greater operating performance and longer maintenance intervals can be achieved for future train generations, while also improving operating reliability. The compact sensor units, which are specifically developed for rail applications, are used to measure structure-borne sound, temperatures and speeds on the axlebox bearings. This enables the detection of damage to axlebox components such as rolling bearing defects or imbalanced wheel rims. In addition, on a motorised bogie frame, the drive motor and gearbox can be monitored using vibration measurements. A processor unit converts the raw measurement data into parameters, which reduces the volume of data that must be transmitted. This data is then analysed automatically, either in the Schaeffler Cloud or in a local entity and displayed as plain text. Unlike a conventional CMS, the customer does not need to possess vibration-specific expertise or skills to perform manual evaluations. The operator or maintenance technician is connected to the Cloud and can monitor the condition of individual axlebox bearings and even entire axleboxes and bogies. New digital service: load-based calculation of grease service life In addition, Schaeffler is also providing a new digital service for real time, load-based calculation of grease service life. Depending on the train operator, train type and region, after around one million kilometres in service, axlebox bearings are removed, inspected, cleaned, greased and re-installed. To date, operational impacts have only been taken into consideration in the maintenance intervals as general safety

factors. Now, as a result of Schaeffler’s digital grease service life calculation, for the first time, these safety factors or unused reserves can now be utilised. In combination with other data from the CMS, rail operators can now potentially achieve longer maintenance intervals and better operating performance by closely monitoring the actual loads on the axlebox bearings during operations. ‘Hot box’ detection to SIL2 standards Measurement of bearing temperatures by the combined sensor unit fulfils the requirements of SIL2 standards that are relevant to rail sector operations. This means that the temperature signals can also be used by the CMS to reliably detect and alert operators to a ‘hot box’ condition. The term ‘hot box’ refers to the external heating up of an axlebox bearing. The development of the combined sensor was in line with EN 15437-2 standards on ‘performance and design requirements of onboard systems for temperature monitoring.’ Up to six sensor units can transmit their signals to the processor unit that processes the raw data into parameters. These can be analysed in the vehicle or in the Cloud. The operator or maintenance technician is connected to the Cloud and can monitor the condition of individual axlebox bearings, including entire axleboxes and bogies. About Schaeffler The Schaeffler Group is a leading global integrated automotive and industrial supplier. The company stands for the highest

quality, outstanding technology, and strong innovative ability. The Schaeffler Group makes a key contribution to mobility for tomorrow with high-precision components and systems in engine, transmission, and chassis applications as well as rolling and plain bearing solutions for a large number of industrial applications. The technology company generated sales of approximately €13.2 billion in 2015. With around 85,000 employees, Schaeffler is one of the world’s largest family companies and, with approximately 170 locations in over 50 countries, has a worldwide network of manufacturing locations, research and development facilities, and sales companies. Tel: 07703 023771 Email: Visit: Rail Professional

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Conformity and safety standards From the times of Stephenson’s rocket those involved in operating mass transit systems have managed multiple sub-systems


hese include base products, manufacturing technology and processes required for rolling stock operating on infrastructure. The first high profile accident in 1830 killing MP William Huskisson and more recent accidents such as Harrow and Wealdstone, Clapham Junction, Ladbroke Grove, Potters Bar and Grayrigg have led to technological, procedural and regulatory developments. Regulation history The first railways regulation appearing in 1844 after Huskisson met his tragic end; the Harrow and Wealdstone tragedy led to BR accelerating roll out of the Automatic Warning System for drivers, and; Ladbroke Grove and Potters Bar produced improvements in automatic train protection and wholesale changes in regulating and running the railway including the demise of Railtrack. To maintain safety certification/ authorisation under ‘The Railways and Other Guided Transport Systems (Safety) Regulations 2006 (as amended)’ (ROGS) key players such as train and freight operators, rolling stock owners and infrastructure managers are accountable for their activities within the system and each has to demonstrate they manage risks of their own making or imported through the supply chain. Adding further complexity, European

efforts at reducing trade barriers introduced common EU conformity assessment arrangements for Interoperability standards and safety methods for change management and for Notification of these independent bodies. Customised approaches Despite shared history and common objectives within the rail system different parties approach assurance and ROGS compliance from differing viewpoints, aiming to minimize personal expenditure of time and money. Resulting rail industry supply chain management is fragmented with a basket load of acronyms to choose from – RISQS, RISAS, VAB / PAB, IRIS, NoBo Debo, AsBo. The international standard for quality management, ISO 9001 is almost ignored in all this, used by over one million organisations worldwide but judged too ‘vanilla’ for sophisticated rail industry palates. Recent developments indicate that ISO 9001’s quality management core with added sector specific requirements may provide a solution to address all rail industry stakeholder needs. ISO Technical committee TC 269’s approval is imminent for ISO TS 22163 - Railway applications Quality management systems - Particular requirements for the application of ISO 9001:2015 in the rail sector.   If you can look beyond the unmemorable standard number and mouthful of a title this standard can be the foundation for conformity assessment of rail sector suppliers – freeing up time, effort and money from developing assurance schemes and redirecting industry expertise to

delivering more valuable products and services as part of the UK’s huge investment in rail infrastructure and rolling stock. Rail should learn lessons from similar automotive and aerospace industry sector schemes for management system certification based on ISO 9001 and from product inspection and certification schemes against European directives including pressure equipment and machinery. Their approach contrasts with current rail industry practice based on the Independent Competent Person concept. RSSB was formed following the Ladbroke Grove tragedy in response to recommendations in Lord Cullen’s report and with a remit covering understanding of risk and developing standards for the railway. This article proposes that RSSB’s role changes significantly within the same remit, leading more strategic UK intervention, facilitating industry participation in existing UK, European and International standards development covering quality management and conformity assessment. RSSB should be the prime mover in using existing channels for liaison with developers of ISO 9001, TS 22163 and accreditation standards produced by CASCO. To avoid impartiality issues RSSB should not be managing and delivering certification schemes but may own the schemes and lead on providing industry oversight of other parties assessing conformance with scheme requirements. Tel: 07879 812008 Email: Visit: Rail Professional


Solution Providers Our dedicated innovative Rail division specialise in infrastructure, enhancements, renewals and civil engineering projects. As one of the leading UK suppliers to the industry, we specialise in the design and installation of foundations and trackside structures. Contracts are managed, designed and installed by collaborative Aspin teams utilising our own specialist and continually developed plant and equipment. Civil  Structural  Mechanical Geotechnical Engineering | Head office: Hemel Hempstead - 01442 236 507 Hertfordshire  Nottinghamshire  Derbyshire  Lancashire  Staffordshire  Glasgow  Somerset



Innovative solutions in PPE management For four decades, PPE specialist Safeaid, has been pushing the boundaries on development and supply of safety equipment and workwear in key industries across the UK


ith its in-depth knowledge of the rail sector, Safeaid has used the latest technology and credibility with its customers to become the driving force in PPE. What used to be a hi-vis jacket, pair of gloves and some goggles has changed immeasurably in recent years. Health and safety compliance and reducing accidents at work is high on the agenda for business and government alike. Changes to regulations and mandatory directives are becoming common place and it is critical that PPE – the last line of defence – stays ahead. New safety kit With advances in technology it is now common to see the widespread availability of non-metallic safety footwear, anti-fog, hydrophobic glasses which, using foam, form a seal round the worker’s face to reduce irritation from debris and dust and gloves with tactile touch sensitive fingertips for use with smartphones and tablets. Safeaid’s own brand of PPE and workwear – Signal – was launched in 2011; developed

specifically to meet the requirements of the rail industry, the intervening years has seen the brand become synonymous with quality, comfort and reliability. But it’s not just about product design; Safeaid’s entrepreneurial and innovative mindset inspired the creation of Mi365, a unique, bespoke PPE management system, available exclusively to its customers and launched on Valentine’s Day in 2017. Mi365 is a total web management system which makes ordering and maintaining PPE records simple, hassle-free and available round the clock, 365 days-a-year. The system enables businesses which regularly order from Safeaid to create an approved product list, and then delegate the ordering of PPE to nominated individuals as required. It allows users to retain control of budgets by region, buyer and even individual wearers. Mi365 is designed to work with businesses of all sizes, from those with just a handful of workers to those with hundreds of employees. Easy to run reports Mi365 is completely free of charge to Safeaid

customers with no contracts, hidden costs or annual fees. The Hampshire-based business recently built a larger, safer and more efficient warehouse to increase its storage capacity by 40 per cent to ensure stock availability and fast delivery. Richard Bowen, sales director at Safeaid, says: ‘At Safeaid we are always challenging what we do and looking for ways to build on our reputation for outstanding customer solutions. ‘Technology is advancing at an incredible rate, offering us new ways of completing tasks and improving safety in the workplace, which is, after all, at the heart of everything we do. So, it is critical that PPE design keeps up. ‘We are delighted to launch Mi365, a system our customers already say will revolutionize how they manage PPE in the future. It’s thrilling to see our idea come to fruition. It is just one of the ways that Safeaid is delivering on its mission as a leader on providing quality specialised solutions to infrastructure through cuttingedge technology and innovative design.’ Rail Professional



Supply chain Safeaid keeps total control of the supply chain, for instance by offering in-house state-of-the-art embroidering and screen printing facilities to ensure the provision of high quality branded product on time, every time.

Safeaid’s promise Safeaid’s customer promise guarantees next day delivery on in stock products, delivery within two working days on all branded garments, free technical advice and dedicated customer service advisers for account holders.


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What does the future look like? Richard says: ‘Our mission for the future is threefold: To embrace technological advances in PPE and develop the Signal brand within the infrastructure marketplace; be seen as a trusted, informed supplier of choice and provide an environment for our people where empowerment and career progression is fostered. ‘This is an exciting time for the company on so many levels. I believe our Mi365 system is just the beginning!’ Tel: 023 9225 4442 Email: Visit:

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Reducing energy consumption Chiltern Railways has upgraded the external and internal lighting at three locations with Zeta Specialist Lighting’s energy and cost-efficient LED technology


eta’s solution has also improved lighting levels, reduced maintenance costs and lowered the organisation’s overall carbon footprint Chiltern Railways, an Arriva company, conducted a competitive tender process, inviting four companies to submit a proposal to upgrade a range of internal and external luminaires across two sites – Wembley and Aylesbury. A third location, Stourbridge was included at a later stage. Zeta was awarded the contract for the supply of all LED lighting solutions and worked alongside Ormiston Electrical Services to professionally manage the installation in each location. The key driver behind the decision to replace the existing technology was to enable Chiltern Railways to reduce energy consumption and lower its energy bills. How it was done Energy-intensive 400W highbays sited in the Wembley and Aylesbury maintenance depots were replaced with Zeta hooked LED highbays in a range of wattages. To improve

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efficiency Zeta’s halo LED bulkheads, a sustainable, longer lamp life replacement for traditional 2D bulkheads, were installed in the shower and toilet facilities at Wembley. The offices on both sites were kitted out with Zeta PRO ultra slim ceiling panels which deliver high performance, attractive LED lighting. Zeta also replaced a number of 5 feet long fluorescent tubes installing its highly efficient, LED Non-Corrosive LED fittings as a lower energy consumption alternative. The Zeta hooked LED highbays installed at the Wembley and Aylesbury maintenance depots delivered a 67 per cent and 48 per cent saving in energy consumption respectively. Both sites also realised a further 64 per cent reduction in energy usage thanks to the new Zeta PRO ultra slim ceiling panels. Lossless illumination Zeta also recommended a mix of its LED amenity, street and area lighting products to deliver optimum lighting in a number of outside areas, including pathways around and access roads to, the railway tracks. External lighting solutions included the installation of twenty-seven 40W SmartScape nano street lights and more than thirty Zeta LED floodlights in various wattages in the Aylesbury depot. A further thirty floodlights were installed to illuminate the tracks at the Stourbridge site and another 285 replaced the legacy 40W twin CFL lights along the pathway running adjacent to the railway track at Wembley. In all three locations, this provided Chiltern Railways with a low power, high quality LED replacement for the incumbent energy-intensive floodlighting. Zeta’s energy-efficient external lighting solutions installed at Aylesbury, delivered significant savings. Zeta’s SmartScape Nano street lights consume 77 per cent less power than the incumbent solution and the Zeta LED floodlights achieved an average reduction in energy consumption of 65 per cent. Emergency lighting at Wembley which had proved to be problematic, was also upgraded, Zeta’s industrial LED wall packs were fitted providing high level illumination. At Stourbridge, replacing the energyintensive legacy lighting alongside the tracks with Zeta’s floodlights resulted in a 62 per cent reduction in energy consumption. Furthermore, Chiltern Railways will achieve an average 61 per cent reduction in CO2

emissions. In addition, Chiltern Railways no longer has to factor in time or budget for maintenance. Chiltern Railways estimates it will benefit from a further reduction in spend of around £10,000 per annum, the amount it previously cost to maintain the lighting infrastructure. Another benefit has been a dramatic improvement in the quality of light. The external areas are now brighter, more secure and ultimately safer working environments, and the superior uniformity of light and improved illumination within the offices, has also been well received by staff. About Zeta Specialist Lighting Zeta Specialist Lighting is a UK-based developer and manufacturer of LED and solar powered lighting systems. The company designs, develops and manufactures intelligent, robust and reliable engineered products suited to a wide range of applications. From LED solutions that lower energy bills and carbon emissions for customers across the world, including custom luminaires for street lighting, amenity lighting, signage and LED commercial lighting solutions; to the design and manufacture of complete solar lighting solutions. Visit:



The Rail Supply Growth Fund Businesses seeking accelerated routes to market in the rail supply sector may be able to benefit from the affordable loan funding support offered by Finance Birmingham


he £20 million Rail Supply Growth Fund launched last year by Finance Birmingham continues to provide a dynamic solution for businesses in England seeking accelerated routes to market in the growing rail supply sector. The Fund has been developed in conjunction with central government (the Department for Business, Energy and Industrial Strategy) and is offered as a flexible and affordable loan funding package. The fund is fully supportive of the aims of the rail industry and government’s Rail Supply Group ‘fast track to the future’ vision and is being delivered as a pilot scheme with substantial additional private sector funding to support a much larger fund the future. Strategic direction As an investment director for the Rail Supply Growth Fund, Colin Harris is responsible for the strategic lead and direction of the fund and acts as the link between government departments. Colin joined Finance Birmingham last year from the Department of BEIS where he was a national programme manager and contracting specialist for the Regional Growth Fund. Colin has worked in the public and private sector on a number of UK and European funded programmes for economic development and business growth and is a qualified accountant and MBA. ‘A strong rail supply sector is critical for the government’s plans for a modern rail system, whether for high speed, conventional, freight, metro or light rail. It is also essential for unlocking economic growth and creating new jobs as well as connecting communities and enabling them to develop and grow. Delivering a world class railway requires a productive, innovative and responsive UK based rail supply sector’ Colin says. Investment boom This decade will see the UK’s rail industry radically transformed with the largest investment boom across the UK’s rail network for over a century. This level of investment will provide exciting commercial opportunities for both existing and new suppliers to the rail supply sector. The fund aims to maximise commercial opportunities for businesses resulting from the modernisation and expansion of the national railway network including HS2. Finance Birmingham has responded to this challenge by launching a dedicated Rail

Supply Growth Fund to help suppliers of all sizes and types have access to affordable finance in order to develop their capabilities and improve their productivity and competiveness to help to deliver this railway of the future. Key commercial drivers for the fund will help to remove barriers to entry, strengthen the capability and competitiveness of the rail supply sector and increase support for ‘onshore’ companies. Public-private partnership An enticing element of the fund is the potential for a financial contribution (grant based) being available for up to 10 per cent of the application value to assist innovative crossover products and services and supply chain participation. The Rail Fund originated from the highly successful advanced manufacturing supply chain initiative (AMSCI) scheme delivered by Finance Birmingham, which has assisted nationally over 80 projects and 700 beneficiary businesses to date. As a fund manager, Finance Birmingham has grown its portfolio from an initial £10 million in 2010 to more than £600 million under management this year. The organisation was originally formed as a fund management arm for Birmingham City Council and has an investor base of both public and private sector funds. It has a national footprint with its headquarters in Birmingham providing debt, equity, mezzanine and grant funding to help businesses to realise their ambitions for growth. With a well developed public-private partnership, Finance Birmingham brings together the industry experience of private sector expertise with the public sector’s drive to support businesses, deliver economic benefits and works closely with government, local authorities and local enterprise partnerships to support businesses.

Fund application criteria • open to businesses across England either currently operating in the rail sector or with the ability to supply into the rail sector with crossover sector products and services • a plan to develop and grow the business with financial forecasts key to supporting an application • a strong management team and trading record • funding is available for working capital, new capital expenditure and product launch • increased jobs, productivity and capability will be required to be demonstrated along with private sector funding to support the application. Loan Terms • loans available from £500,000 to £2 million with flexible funding to reflect circumstances • complementary to existing clearing bank debt rather than in replacement • repayable over up to five years • fees and charges will apply • a debenture will be required. Success story A successful applicant is Coventry based Penso. A £2 million funding package has been approved from the fund, which will allow company Penso to push forward with their innovation and production of a revolutionary composite design for train doors. A concept that they expect to see used on London Underground trains, Penso will build their doors at their site and hope will pave the way for the dame design to be used on any rail network worldwide. Penso is a technology-led business promoting engineering and building and prototyping new designs and have recently Rail Professional



entered the rail industry with its in house engineering and composite capabilities at its base in Coventry. The design is the world’s first production capable lightweight composite train door and has been accredited by London Underground for its services. The doors will be significantly lighter and allow for quicker door opening and closing times – something that will provide obvious benefit for passengers using the tube. This is not the first time Penso has

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received support from Finance Birmingham for their work. The new £2 million support from the Rail Fund has enabled Penso to move from train door concept design to full production capability, whilst creating new jobs and maintaining part of its existing workforce. Understanding the market Chris Buckenham, finance director at Penso Group, comments: ‘Finance Birmingham is able to support our business in a manner

that matches the market opportunity. They understand our business and the challenging area of moving innovation and R&D through to commercial application.’ He also adds that flexible funding packages were often not available in the commercial debt market, making money from the Rail Fund ‘extremely valuable to our business model of high investment and introduction of innovative technologies.’ Jack Glonek, investment director at Finance Birmingham says: ‘We are really pleased to provide Penso with a further funding package that can support their ability to fast track the innovation and production of their new composite doors for trains.’ A number of other applicants to the Rail Supply Growth Fund have had their applications approved and are working on final documentation prior to the release of funds. The Fund is available to businesses in England and has been well supported by the Rail Industry Association and the Rail Alliance and continues to go from strength to strength. Tel: 0121 233 4903 Email: Visit: railsupplygrowthfund



Joel Mitchell joins c2c itchell has joined the Toc as delivery director, replacing Kevin Frazer who was in the role for more than a decade. Mitchell will be responsible for c2c’s train crew, stations and station staff, train planning, performance and control functions. He joins from Hull Trains, where he was director of operations and customer experience. Frazer is taking on a new role focused on bid work and business development for c2c’s new owners Trenitalia. c2c managing director Julian Drury said: ‘Kevin has been instrumental in completing c2c’s turnaround from the days of the Misery Line to becoming the UK’s record-breaking railway. While Joel has a tough act to follow, I’m delighted that he has joined us to take on the challenge.’


Image shows Kevin Frazer (left) and Joel Mitchell

New chaplain for Glasgow and the West of Scotland raham Whitehead has been appointed as Railway Mission chaplain for Glasgow and the West of Scotland. He joins the Railway Mission chaplaincy team from Scotrail. A career railwayman, Whitehead began as an assistant ticket examiner and latterly as train planner. He said ‘I’m looking forward to combining my three great loves, faith, building relationship with people and the railway.’ Executive director of the Railway Mission, Liam Johnston said: ‘The geographical area of chaplaincy cover is huge, but with Graham’s railway background he not only understands the enormity of the task but also is ready to embrace it with determination and care for railway people.’ Whitehead will work with ScotRail, Network Rail and BTP as well as the other railway companies operating in Scotland and will use the chaplaincy office at Paisley Gilmour Street station as a base.


New chair for Rail Industry Association he trade body for the UK rail supply industry has announced that David Tonkin has been appointed by the members and the board to become its new chairman. He takes over from Gordon Wakeford, the managing director of Siemens Mobility in the UK, who has completed more than two years as RIA chairman. Said Tonkin: ‘I would like to thank Gordon for his hard work and dedication to the RIA, steering the change from its historical unincorporated status to be a registered company, as well as overseeing the appointment of new RIA chief executive, Darren Caplan, earlier this year.’


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New permanent secretary at the Department for Transport ernadette Kelly, director general for the DfT’s Rail Executive has been appointed as the department’s new permanent secretary following Philip Rutnam’s recent move to the Home Office. The secretary of state for transport, Chris Grayling said Kelly’s ‘knowledge and experience of the department means she is very wellplaced to make an excellent start in her new role’ and ‘I look forward to continuing to work with her.’ Bernadette Kelly said: ‘DfT is a great department and I have hugely enjoyed working here in rail. It is an honour to be asked to lead the department and I’m looking forward to the challenge ahead.’


New CIO for SilverRail


hil Dixon has joined in the role from Google, where he helped build an operations team within the Mergers and Acquisitions division. At SilverRail he will be responsible for the delivery of all aspects of customer services including all IT systems, infrastructure and operations. SilverRail CEO & co-founder Aaron Gowell said: ‘We are really excited to have Phil on board. He has a proven history in growing emergent businesses to established, marketleading enterprises.’

Huw Lewis joins Nexus


he public body which owns and manages the Tyne and Wear Metro has appointed Lewis to the role of customer services director. Lewis, who took up the role on 1 April – the day that operation of the Metro passed back to Nexus, is a former journalist and media executive. He has been with Nexus since 2005 in communications and customer-focused roles.

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