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NOVEMber 2017 Issue 237 £4.95

THE BUSINESS MAGAZINE FOR RAIL

www.railpro.co.uk

Instead of 3D modelling, try 3C modelling… ... Communication, Collaboration, Coordination INTERVIEW Julia King, Baroness Brown of Cambridge, on why we need more women in rail

SKILLS Do you have the GUTS to support skills?

BUSINESS Consultants: transforming perceptions


We offer a bespoke service, however complex and whatever project size. Our specialised team of Engineers will work with you from the very start of the pre-planning stages and throughout the project, right to the end - assisting you in the design, construction, installation, upgrade and maintenance works. Developing need analysis reporting and relevant system certifications, our work is always to the very highest quality. SMART planning helps us to achieve multi project interfacing whilst practicing great diversity throughout - minimising risk, offering a performance which is, a safe environment, rich in industry knowledge and individual expertise.

We supply, construct, install, test and commission electrical distribution systems… • Level A: AC and DC competent engineers for Isolation and Earthing, issuing of HV Permits to Work, Certificates of Isolation, Circuit State Certificates and Sanctions for Test • Level B: AC and DC Competent engineers for HV / LV Switching • Level C and D competent engineers for Substation access and permit accepting • Three Phase / Single Phase competent engineers • Testers in Charge / Lead System Test Engineers • System testing capabilities including HV Overhead Line section proving / Short Circuit Testing / Entry into Services of new HV Substation Equipment • Preparation and Documentation • VL / VT monitoring to confirm system immunisation • Preparation of switching documentation / commissioning schedules / Strategies /testing documentation • HV, LV and DC Switchgear Testing and Commissioning including Protection Relay testing • Autotransformer / transformer testing HV, LV and DC testing • Supervisory and SCADA commissioning, End to End testing from site to Electrical Control Room • Structure Mounted Outdoor Switchgear (SMOS) testing and commissioning • Motor Operated Switch (MOS) setup and commissioning • National Grid – Person competent engineers • Engineers competent to Controller of Site Safety (COSS) including Overhead Line and Conductor Rail Permit • Experience in the test and commissioning of HV systems interfacing with the National Grid and Network Rail Overhead line Catenary systems • HV and LV Electrical installation technicians and engineers • BS7671 – 17th edition Low Voltage competent testers

Unit 9, 194 Commerce Park, Stephenson Road, Washington, Tyne and Wear NE37 3HR T: 0191 419 1519 E: info@amelectricals.com W: www.am-electricals.com

The company believe that safety goes hand in hand with efficiency, productivity, performance and good staff morale and relations. This is clearly part of the company’s success as we are recognised for our exemplary health and safety record. The company recognises its duties to persons other than employees and it is the company’s policy to ensure, so far as is reasonably practicable, that health and safety of such persons is not put at risk by the company’s operations.


WELCOME |

3

NOVEMbEr 2017 IssuE 237 £4.95

www.railpro.co.uk

THE BUSINESS MAGAZINE FOR RAIL

Instead of 3D modelling, try 3C modelling… ... Communication, Collaboration, Coordination INTERVIEW Julia King, Baroness Brown of Cambridge, on why we need more women in rail

SKILLS Do you have the GUTS to support skills?

BUSINESS Consultants: transforming perceptions

PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR LORNA SLADE editor@railpro.co.uk BUSINESS PROFILE EDITOR SAM SHERWOOD-HALE DISPLAY ADVERTISING CHRISTIAN WILES chris@railpro.co.uk HANNAH CARRATT hannah@railpro.co.uk KELVIN HOLT kelvin@railpro.co.uk BEN WARING ben@railpro.co.uk RECRUITMENT ADVERTISING DANIELLE BURWOOD danielle@railpro.co.uk MARKETING MANAGER AITANA BRETON aitana@railpro.co.uk SUBSCRIPTIONS AMY HUDSON amy@railpro.co.uk ADMINISTRATION CHERIE NUGENT info@railpro.co.uk LISA ETHERINGTON admin@railpro.co.uk GILLIAN DUNN office@railpro.co.uk DESIGN & PRODUCTION MILES JOHNSTONE production@railpro.co.uk 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

editor’s note

W

elcome to this November issue, themed around both Skills and Consultancy. It was a pleasure to meet Julia King, Baroness Brown of Cambridge DBE, FREng, FRS, for the interview. She rightly believes that the situation around women in engineering, and in rail, stems from the gender-biased messages that come at us from babyhood. We have some of the most gendered toys in the world, she points out, and that messaging continues throughout school, the point where we should be inspiring and recruiting the engineers and women in rail of the future. Thanks to our monthly column from Women in Rail, I’ve read a lot about this burning issue. But for some reason it really hit home after seeing a piece earlier this year in Construction News, after it carried out its own analysis of the numbers of women in leadership delivery roles. Focusing on the big four rail infrastructure projects, the results were shockingly unacceptable. Just to remind you: • at HS2 Ltd, eight of the organisation’s 53-strong construction directorate are women. Five of the eight are working within the directorate’s health and safety team, while no women have been chosen to project manage the delivery of any of the seven civils packages at four station projects • in Network Rail’s Infrastructure Projects division, three of the 13-strong senior management team are women. Of 88 senior leaders in the division, five are women • at Crossrail, four of 29 members of the client’s station delivery management team are women. Of the 13 project managers currently overseeing the construction of Crossrail stations, one is a woman • the management team of TfL’s Rail and Underground Division counts six women among its total headcount of 22. But the thing shocked me the most this month, was to learn from Baroness Brown, who is chair of the board of STEM Learning Ltd, the biggest provider of CPD for STEM teachers in the UK, that NOT ONE rail company counts among the list of major sponsors of this not-for-profit company. What a golden opportunity exists there to highlight the industry to teachers. I was impressed by Karen Boswell’s apology on Twitter for the technical issues that hit the Inter City Express’s maiden voyage, and the industry can learn from her very effective approach. But really, so much water from the air conditioning! Was it not tested to within an inch of its life the day before? What were the chances of that happening?

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

Lorna Slade Editor

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.

— Enhanced fire protection Adaptaflex cable protection for critical power & data cables T: +44 (0) 333 999 9900 | www.adaptaflex.com

Rail Professional


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| CONTENTS / ISSUE 237 / NOVEMBER 2017

News

07

National College for High Speed Rail opens its doors in Doncaster; UK Rail Academy brings in record number of apprentices; Apprentice opportunities at new rail academy in Widnes; ‘Getting more women into the railway is key to better performance’ says Network Rail; Full speed ahead for UK’s first dedicated centre for high speed rail technologies; Network Rail recognised for work with Armed Forces community; Paul Salveson MBE presented with Lifetime Achievement Award; ScotRail Alliance apprentice wins top award; Virgin Trains go into neutral

In the passenger seat

15

Overall it feels the industry has started to get on board with the principle of planning for the passenger experience, says David Sidebottom

Delivering the goods

19

With growth targets set against a background of reduced electricity supply industry coal traffic, further policy challenges lie ahead, says Chris MacRae

Laying down the law

23

Is your company assisting tax evasion, asks Martin Fleetwood

Avoiding the cliff edge

26

It’s a comfortable SoFA, but government can’t afford to sit back, says Peter Loosley

The great North-South divide?

29

So is the North being treated unfairly and, if so, what can be done about it, asks Mark Elsey

Women in Rail

33

Adeline Ginn explains what makes the Women in Rail mentoring programme so unique, and thanks all those who have taken part so far

Fair to passengers

37

Rail Professional

‘Treating Customers Fairly’ is a regulatory requirement in the financial services sector. Will it arrive in rail, asks Andrew Meaney


CONTENTS / ISSUE 237 / NOVEMBER 2017 |

5

People also need to recognise that the ones [women] who do come into rail and stick it out are probably on average some of the top performers, so you would expect them to do rather better than average...and if they’re not the organisation should be asking itself why

Interview, page 58

Why it takes guts to inspire #NextGenRail

53

Do you have the GUTS to support skills, asks Lucy Prior

IRO News

57

News from the Institution of Railway Operators

Rail Professional interview

58

Julia King, Baroness Brown of Cambridge, spoke to Lorna Slade about the importance of attracting women into engineering at a very early stage, apprenticeships, and why she would welcome more involvement with the rail industry in STEM learning in schools

In danger of missing out

65

Neil Franklin looks at why focusing on skills leads to higher productivity levels

An ethos of collaboration

69

Organisations can work separately to tackle the skills gap, but working together can be extremely fruitful, says Tim Rudin

Middle ground

41

As commuting falls drive the national total down again, Chris Cheek wonders whether self-inflicted wounds or outside events are to blame?

’Tis the season to keep safe

45

With the winter months well and truly on the way, Aimee Skelly-Burgess explores the health and safety risks this brings

A change of business

49

Chris Docker looks at embedding asset management at the heart of the railway of tomorrow

Rail Professional


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| CONTENTS / ISSUE 237 / NOVEMBER 2017

The real thing

72

A new partnership between rail and academia is bringing the railway to life fro students

A goal that delivers

74

Julie Nugent explains a new way of working for WMCA to drive up skills and productivity

The most exciting of roles

77

For those who think consultants and headhunters are on the periphery, think again, says Alex Warner

A winning combination

81

Business Consultancy Director of the Year, Donna Butchart, looks at running a consultancy within the rail industry

High Speed 1’s powerful legacy

84

This month marks ten years since the opening of the entire length of High Speed 1, the UK’s first high-speed railway

Earlier than most

87

David Hope looks at getting rail’s absenteeism rates back on track

Very high value for money

94

It’s time to transform regional rail networks – and Jonathan Bray gives four practical examples of why and how it could be done

Destination Change

97

If train operators can take advantage of this period of transformation they will realise the true potential of the railway station environment, says Jason Cotterrell

A call to action

Future in mind

91

101

With bureaucracy between Network Rail and Toc’s halting the advancement of UK rail operations, says Mike Hankins, it’s time the industry has a champion at government level

Sedat Sezgün looks at leveraging COTS safety technology for the digital railway of the future

Celebrating the best of UK rail

103

The entries are in, the judges are deliberating it’s time for another starstudded evening of networking and celebrations with the 20th Rail Business Awards

Business news

106

HS2 Ltd; TWI; SilverRail; Vislink/Panasonic; Freightliner/Tarmac; MCard; CILT/RSA; IET/ITN; Cloud B2B Solutions

Business profiles

113

Rail Professional

Rittal; Rail Business Awards; Freshwater; Goodlight; 3M; CMS Cepcor; Kee Systems; RSK; Murphy Surveys; Fugro; Structural Soils; Artesyn; Socomec; Relec


Time to upgrade your wipers? 7 NEWS |

... introducing PSV’s new replacement system News in brief... Loopy idea? IT newsletter The Register reports that Richard ‘Beardy’ Branson has ‘chucked cash’ at Elon ‘His Muskiness’ Musk’s Hyperloop supersonic tube train project. Branson has joined the Hyperloop One board, to be known henceforward as Virgin Hyperloop One. The terms of the deal have not been revealed. According to the PR the journey from London to Edinburgh could be done within 50 minutes. Currently three high-profile companies are interested in the concept: Hyperloop One, Hyperloop Transportation Technologies and Musk’s own Boring Company.

National College for High Speed

Rail opens its doors in Doncaster

Justine Greening MP, secretary of state for education has officially launched the new employer-led college – the largest of five created by government to ensure British workers can learn world-class skills. With a second campus in Birmingham, the new college will train 150 learners across both sites during the 2017-18 academic year. At full capacity it will accommodate 1,200 students a year. The development has been supported by Doncaster Council, which helped secure funding for the scheme as well as being executive for the National College for High involved with the design and construction Speed Rail, said: ‘This is a momentous of the college. day as we launch and welcome our first The campus, on Carolina Way in learners and apprentices into Doncaster. Doncaster, has been equipped with cuttingThis town helped build the pioneering edge technology, including virtual reality railways of Britain’s past and with your help training on board a Eurostar power car, New trains for West Midlands we can now become a hub for building the an augmented reality classroom, and a JR East and Mitsui have new replacement ... Abellio, introducing PSV’s system pioneering railways of Britain’s future.’ dedicated BIM cave. announced that Bombardier Trains Those interested in attending the college The college will play a key role in and Construcciones y Auxiliar this year can now apply to be accepted on to generating the workforce of the future who two additional learner intakes in January will design and build the UK’s new highde Ferrocarriles (CAF) have been and April 2018. Bursaries to help with the speed rail network and future infrastructure selected to manufacture 107 new cost of study are available for those from projects. It recently created the UK’s first trains for the next West Midlands disadvantaged backgrounds. Certificate of Higher Education (CHE) in franchise. The trains will be made High Speed Rail and Infrastructure, which up of 413 carriages and cost £680m; people in Doncaster can now apply for. part of the near £1bn investment Greening said: into the franchise that Abellio, JR ‘We can only do this East and Mitsui will be overseeing in partnership with in the coming years. Bombardier employers. Doncaster will produce 333 electric carriages is one of the 12 • Arms Opportunity Areas madeblades up of 90mph 36 x 3 car trains • Wiper that will benefit from for metro services and 110mph 45 • Motors (24v and 110v) a share of £72 million x 5 car trains for outer suburban • Linkage systems to raise attainment and • Control switches configurations. and long-distance aspirations. NCHSR is • Components & spares They will be built at Bombardier’s part of this work, Whether your trains operate in the heavy snow ofmaking We offer robustly engineered solutions for train sure local talent gets the facility in Derby. CAF will produce 80 thediesel mountains, the heat of the desert, or the harsh builders, and system upgrades for operators opportunity to fulfil its carriages made up of 12 x 2 potential and ensuring a salty environment thewhich coast... you need a wiper (especially those experiencing a high LCC on car trains and 14 x 4 carof trains, prosperous future for the system you can rely on. UK.’ PSV can help. original equipment). Looking to lower your Life Cycle Costs? Clair Mowbray, chief

Time • Armsto upgrade your wipers? • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

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

Time to upgrade your wipers?

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.

Time to upgrade your wipers? Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry.

• Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry.

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

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

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 train builders, and system upgrades for operators (especially those experiencing a high LCC on


8

Time to upgrade y

| NEWS

... introducing PSV’s new rep

News in brief... will provide dedicated services for journeys to the towns and cities around Birmingham. Open for business Figures from ORR show record levels of private investment in the UK’s railways, with £925 million invested last year. Darren Caplan, CEO of the Railway Industry Association said the figures are ‘great news’. ‘They show increasing private investment delivering upgrades and ensuring even better service for lower cost. There is a big opportunity here for suppliers to get even more involved, and we look forward to working with them to get more third party investment into the sector.’ Not just any port The latest enhancements to Hutchison Ports Port of Felixstowe’s rail connections have been given the green light by the secretary of state for transport. The £60.4m scheme, jointly funded by Network Rail and Hutchison Ports, will allow up to 47 freight trains to run per day in each direction between Ipswich and Felixstowe. Clemence Cheng, executive director Hutchison Ports and CEO of the Port of Felixstowe, said: ‘Rail is an increasingly important differentiator as shipping lines and cargo owners look to remove carbon from their supply chains.’

UK Rail Academy brings in record number of apprentices

The National Training Academy for Rail (NTAR), in partnership with Siemens UK, has welcomed its biggest ever cohort of apprentices, with 71 enrolling this academic year. The new learners will work across different rail businesses as part of a wider training network, with many joining the Rail Systems, Rail Automation, Rail Electrification and Intelligent Transportation businesses within the Mobility Division of Siemens UK. Apprentices from Siemens UK, Hitachi Rail Europe, Bombardier Transportation, South Eastern, South Western Railway, London Midland, East Midlands Trains, Ricardo Rail and Northern Railway have already come together to share their first days in the industry and complete introduction and team-building activities at the NTAR site in Northampton. The NTAR apprenticeship programmes are aligned with the Rail Engineering ‘Trailblazer’ Standards, which aim to provide apprentices with technical, professional and occupational competence in rail engineering. The Standards were developed by industry employers, including Transport for London, Network Rail and introducing new replacement system Siemens UK,... to ensure apprentices leavePSV’s with the behaviours, knowledge, skills that they need for a successful career in the industry. Applications for the 2018 apprenticeship scheme will open in December this year.

Time to upgrade your wipers? ... introducing PSV’s new replacement system

Time • Armsto upgrade your wipers? • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

• Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

Looking to lower your Life Cycle C

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

We of builde (espec origin

We offer robustly engineered solutions for train At PSV, we’ve been developing and manufacturing Our m builders, and system upgrades for operators quality wiper systems for over 35(especially yearsthose (with 20 experiencing a high LCC onhighly original equipment). years experience working within the rail industry). and en At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a to me Looking to lower Life Cycle PSV can help. quality wiper systems for over 35your years (with 20 highlyCosts? 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 Whether your trains operate in the heavy snow of the mountains, the your heat of the desert, or the harsh salty to meet individual needs. train builders, fleet operators and fleet support If you We are a proud to international OEM you can environment of thesupplier coast, you need a wiper system rely on. builders, fleet operators and fleet support quality wiper If you’re looking to replace upgrade your wiper At train PSV, we’ve been developing and manufacturing systems for over 35 yearsor(with 20 years distributors. distributors. systems, we’re just aOEM phone callbuilders, away. fleet system experience working in the rail industry). We are a proud supplier to international train 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.

operators and fleet support distributors. • Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares

Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry.

Tel. +44 (0)1905 350 500

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

Why not discover the benefits of Call us today and ask for our Rail www.psvwipers.com PSV Wipers Ltd., Navigation Road, Diglis, Worcester WR5 3DE

Tel. +44 350 500 • United sales@psvwipers.com PSV Wipers Ltd, Navigation Road, Diglis,(0)1905 Worcester WR5 3DE, Kingdom

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

sales@psvwipers.com

www.psvwipers.com

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

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


Time to upgrade your wipers 9 NEWS |

... introducing PSV’s new replacement system

Apprentice Time to upgrade your wipers? News in brief... opportunities at Transport secretary Chris Grayling has opened a north-west rail academy which is due to train 500 apprentices over the next five years. The Alstom Academy for Rail in Widnes, Cheshire, is due to take on 20 new apprentices this autumn, and offer a further 30 places to Alstom staff. Grayling said the Academy ‘will be giving young people and mature employees a rounded education.’ Nick Crossfield, MD at Alstom UK & Ireland, said at the opening: ‘Today we celebrate a fantastic new industrial facility for the UK, and even more importantly, our first intake of new apprentices. ‘It is a particularly proud moment for us to welcome the secretary of state to see our progress on that project, because it demonstrates how transport contracts can deliver real jobs and training on the ground.’

rail academy ... introducingnew PSV’s new replacement system

Have a Snapchat with Network Rail A new Snapchat filter will allow users of the social media platform to pose while wearing a blue hard hat when inside Newcastle, Leeds, York, Doncaster and Sheffield stations. The drive is aimed at changing the perception of rail among young people and raising awareness of apprenticeships. Rob McIntosh, NR route managing director, said: ‘We are behind the times when it comes to diversity and inclusion and that has to change. With the everchanging technology platforms that exist today, people engage with organisations differently Arms and this is a • small but significant step towards•connecting an Wiper with blades audience in a way we have not • Motors (24v and done before.’

in Widnes

‘Getting more women into

• Arms the railway is key to better • Wiper blades performance’ says Network Rail • Motors (24v and 110v) New research undertaken by Network Rail has found • Linkage systems 110v) that better performing teams are those that are diverse in their make-up, especially in their gender mix. • Linkage systems Teams that are evenly balanced between men and • Control switches women perform best while a 20 per cent critical minimum Cambridge• station number one Control switches Components The•station won ‘Station of the & sparesthreshold mix delivers improvements including more

engaged and motivated teams; lower sickness rates and • Components & spares Year’ at the National Transport more productive and collaborative businesses. Awards 2017 after Greater Anglia The research, which builds on previous work undertaken by business consultancy carried out a £4m transformation McKinsey, has led Network Rail to set new internal targets for its business units to have at least 20 per cent of women in place. with Network Rail, Brookgate, Delivering a speech on Why gender diversity matters at Network Rail’s Everyone Summit, Cambridge City Council and Mark Carne, chief executive, said: ‘The truth is that as a leader, a manager, a husband and Cambridgeshire County Council a father, what troubles me most is the thought that talented women in my life might not as part of the CB1 development reach their potential because men like me did not do enough. project to regenerate and ‘Gender equality is definitely unfinished business but I want the railway to play its part in finishing what it helped start over one hundred years ago.’ Other initiatives revealed by modernise that part of the city. Carne include: The station is one of the busiest Whether your trains operate in heavy snow of stereotyping We offer robustly solutions for train • the acting to reduce gender of children thatengineered limitsengineered their options and potential your trains operate in the heavy snow of We offer robustly solutions for tra onWhether GA’s Westthe Anglia network with mountains, the heat of the• desert, orthe the harsh builders, and system upgrades for operators changing way NR recruits to attract women around passengers per year. the 4.4m mountains, the heat of the desert, or the harsh builders, and system upgrades for operators • retaining more female employee by creatingthose a moreexperiencing inclusive work culture salty environment of the coast... you need a wiper (especially a high LCC on making sureaNR’s best womenoriginal are supported to those progressexperiencing within the business. salty environment ofrely theon. coast... • you need wiper (especially a high LCC on system you can equipment). Carne continued: ‘We live in a world where 51% of people are women and our workforce system you can rely on. original equipment). should reflect that. We provide a public service and we will do a better job if the people who At PSV, we’ve been developingwork andformanufacturing Our manufacturing facility in Worcester also has a us reflect those we serve.’

Looking loweryour your Life Life Cycle PSV cancan help. Looking to to lower CycleCosts? Costs? PSV help.

for overand 35 years (with 20 At PSV,quality we’vewiper beensystems developing manufacturing years experience working within the rail industry). quality wiper systems for over 35 years (with 20 years experience working within the rail industry). We are a proud supplier to international OEM

Time to upgrade your wiper highly experienced team of in-house designers Our manufacturing facility in Worcester also h and engineers who will work you ... introducing PSV’salongside new replacement system highly experienced team of in-house designers to meet your individual needs. and engineers who will work alongside you

We offer robustly solutions for train builders, andsupport system upgrades forIfoperators (especially those experiencing a train engineered builders, fleet operators and fleet you’re looking replace orneeds. upgrade your wiper to meet your to individual high LLC on original equipment). We aredistributors. a proud supplier to international OEM systems, we’re just a phone call away. Our manufacturing facility in Worcester also has a highly designers and engineers who will train builders, fleet operators and fleetexperienced support team of in-house If you’re looking to replace work alongside you to meet your individual needs.

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distributors.

If you’re looking to replace or upgrade your wiper systems, we’re just a phone call away.

Why not discover the benefits of a PSV wiper system? • Arms • Wiper blades Call us today and ask for our Rail Specialist, Paul • Motors (24v and 110v) Curry.

Why not discover the benefits of athePSV system? Why not discover benefitswiper of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry. PSV Wipers Ltd, Navigation Road, Diglis, WR5our 3DE, Rail UnitedSpecialist, Kingdom Call us today andWorcester ask for Paul Curry. • Linkage systems • Control switches • Components & spares

Tel. +44 (0)1905 350 500

sales@psvwipers.com

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

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

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


10

| NEWS

News in brief... Driving the skills agenda Rail Delivery Group has commented on media reports of plans for a Train Driver Academy. CEO Paul Plummer said: ‘As part of our commitment to skills, jobs and diversity, train companies are together leading on the creation of a new, nationwide academy to develop our next generation of drivers. This includes plans for a bespoke train driver apprenticeship standard as well as further qualifications to instructor and management levels, in recognition of the vital role drivers play.’ The DfT told Rail Professional it will be issuing more information at the start of 2018. Old for new James Murray, deputy Mayor of London and Liz Peace CBE, chairman of the Old Oak and Park Royal Development Corporation officially opened construction on the first homes at Old Oak – on what will become the largest regeneration project in the UK, providing 25,500 homes and 65,000 jobs. Old Oak, the location of the new Crossrail/HS2 superhub, is set to become one of the best-connected places in London, just 10 minutes from London’s West End, 8 minutes from Heathrow and 38 minutes from Birmingham. Heart in the right place Staff, passengers and visitors at Aberdeen, Haymarket, Kilmarnock and Inverness stations had the opportunity to learn CPR as part of European Restart a Heart Day. Volunteers working with the Save a Life for Scotland Charity taught techniques and answered questions on administering CPR in the event a heart attack. The charity’s aim is to have 500,000 trained people in Scotland, where every year 3,500 people are treated for an out-ofhospital cardiac arrest by the Scottish Ambulance Service. ScotRail Alliance’s director of safety and sustainability David Lister said: ‘Anything we can do to be prepared if there’s an emergency on our trains or a station is vital.’

Rail Professional

Full speed ahead for UK’s first dedicated centre for high speed rail technologies and system integration The University of Leeds is investing £10 million to develop the UK’s first dedicated centre for high speed rail technologies and system integration. Offering a ‘complete system’ approach to high speed rail engineering, it will give the UK a centre of excellence for high speed rail planning, design, construction and manufacturing. The Institute for High Speed Rail and System Integration will include a high speed railway infrastructure and vehicle system test facility. From foundations and track, traction systems, to braking, energy harvesting, sensor technology and digital systems, the Institute will aim to optimise the efficiency, performance and safety of high speed rail. Working with other institutions in the north, it will also help address the skills gap to support rail industry growth, with undergraduate and postgraduate courses to support industry demands. Professor Lisa Roberts, deputy vice-chancellor: research and innovation, at the University of Leeds, said: ‘This is a timely investment in this Institute, supporting not only the development and construction of the UK’s high speed network, but also positioning the region and the UK as pioneers in modern high speed rail technologies. ‘We now have a genuine opportunity to forge ahead and be a global leader in a high speed rail market that is expanding rapidly across the world.’ Leader of Leeds City Council, councillor Judith Blake, said the new Institute ‘will not only enhance our strengths in civil engineering, rail manufacturing, transport studies and infrastructure development services, but will also drive growth through inward investment, aiding regeneration and job creation through the supply chain.’ Leading the Institute for High Speed Rail and System Integration is Professor Peter Woodward, the University’s new chair in high speed rail engineering. He said: ‘We will be drawing on the full range of Leeds’ significant research strengths to offer unrivalled support for a high speed rail network in the UK. ‘A system integration approach is possible because of the highly multi-disciplinary teams at Leeds and, combined with state-of-the-art test facilities, this investment will place Leeds on the world-stage as the go-to place for high speed rail research.’ The Institute will also work with a range of international partners, including SouthWest Jiaotong University, one of China’s leading railway engineering universities, where Leeds has opened a joint school.

Network Rail recognised for work with Armed Forces community Network Rail’s work supporting members of the Armed Forces into the workplace received the royal stamp of approval as the company was presented with an Armed Forces Covenant Gold Employer Recognition Scheme (ERS) award by HRH Prince Henry of Wales. The Gold ERS award is the Ministry of Defence’s prestigious badge of honour for organisations that have demonstrated outstanding support for the Armed Forces community. Network Rail, alongside 32 other organisations, received its award at a presentation hosted by secretary of state for defence, Sir Michael Fallon at the Imperial War Museum. On accepting the award, chief executive, Mark Carne said: ‘Network Rail has a long tradition of supporting our armed forces and in employing ex-service personnel and reserve staff. There are plenty of similarities between Network Rail and the Armed forces – the challenges and pressures, where every day is different, requiring a professional can-do attitude and strong teamwork ethos. ‘A large number of our workforce come from an Armed Forces background and have thrived in our organisation providing the skills that are critical to our Railway Upgrade Plan and helping us to build a bigger, better railway for Britain. We are extremely proud to have received this recognition of our work and continued commitment to support the Armed Forces community.’ Network Rail has a host of company initiatives and policies in place to encourage and support Service personnel in its workforce including a dedicated defence engagement manager, and granting additional leave to Reservists so that they can fulfil their training requirements.


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| NEWS

Paul Salveson presented with Lifetime Achievement Award Professor Paul Salveson MBE has been presented with the Lifetime Achievement Award at the annual Association of Community Rail Partnerships (ACoRP) Community Rail Awards, for his work to pioneer community engagement in the railways. Salveson is acknowledged as the founder of the community rail movement, setting up the South Yorkshire’s Penistone Line Partnership, the first community rail partnership to be formed in the UK, in 1994. He went on to to sell the idea of community rail to other areas of the country, which led to him setting up Community Railways, later to become the Association of Community Rail Partnerships (ACoRP), in 2000. Salveson was then instrumental in the launch of the government’s first national Community Rail Strategy in 2004. Salveson’s rail career began at the Horwich Works and spanned 35 years. He was a member of the Transport Focus board and a trustee of Campaign for Better Transport. In 2009, he received an MBE for services to the railway industry. He is currently a visiting professor in transport and logistics at the University of Huddersfield and group advisor society and communities (part-time) for Arriva UK Trains.

Rail Professional

ScotRail Alliance apprentice wins top award A Glasgow man working at the ScotRail Alliance has been named Scotland’s apprentice of the year. Cameron Shaw, from Govan, scooped the accolade at the Scottish Training Federation’s annual conference at Crieff Hydro. The 18-year old member of the customer service team beat off competition from employers and training providers from across Scotland to win the prestigious award. The ScotRail Alliance nominated Shaw after being impressed by his outstanding performance just months into their customer service modern apprentice programme. Shaw was first encouraged to apply for the apprenticeship by staff at Glasgow Central, with whom he was placed as part of the Get Ready for Work Programme. He said: ‘I’ve learned so much on my apprenticeship so far, it’s taught me what I’m capable of and given the me confidence to know that I can do it.’

Virgin Trains go into neutral The Toc has launched a new bodyneutral uniform range for every gender, size and shape. The modern look for the East and West Coast was created by Wayne Hemingway MBE and Gerardine Hemingway MBE and took two years to make. To celebrate the launch, Virgin Trains created a special-edition, tailored uniform for loyal fan and avid trainspotter, Jake the Dog – a regular fixture at Stafford station for the past nine years.

In an effort to achieve zero waste to landfill, the old Virgin Trains uniforms are being recycled into new items at HMP Northumberland. The ex-offenders will use the uniforms to create new items such as blankets and coats, which will be donated to a local homeless charity, The Albert Kennedy Trust, which supports young LGBT homeless people in crisis, and works with Virgin Trains’ charity partner Rethink Mental Illness.


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VIEWPOINT |

15

In the passenger seat David Sidebottom

Information is satisfaction Overall it feels the industry has started to get on board with the principle of planning for the passenger experience, says David Sidebottom

T

here has been lots of attention on the north of England lately, with announcements about the Digital Railway, electrification versus bimode, and HS2 moving ahead. Of course, with any improvements to the infrastructure there will often be disruption to passengers. We know that, generally, people are understanding about this as long as communication is clear, honest and proactive. Previously we have worked with the industry to help it understand passengers’ needs and to help it communicate better. We’ve seen some good initiatives, including Great Western Railway (GWR) dedicating a team to manage the impact of engineering works on its customers. We also shared a wealth of information collected from

We found that passengers felt reasonably wellinformed about the works in the run up to it starting – thanks to a joined-up effort by operators and Network Rail, including a front-and-back cover wraparound on commuter paper the Metro

passengers during the more recent works at London Waterloo. Recently we’ve been doing some more work with passengers on the start of the huge improvement scheme over in Liverpool. We hear the upgrade to Lime Street station is the biggest since the 19th century. When it finishes, passengers will have access to more and longer platforms to cope with extra carriages to ease overcrowding, plus there will be new overhead line equipment and upgraded track. We found that passengers felt reasonably well-informed about the works in the run up to it starting – thanks to a joined-up effort by operators and Network Rail, including a front-and-back cover wraparound on commuter paper the Metro.


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We spoke to just under 400 passengers who use Lime Street station, before work started. We also monitored the impact on passengers throughout. More than six in 10 of those who use the station at least once every six months knew at least a little about the work (37 per cent knew at least a ‘fair’ amount) and another two in 10 had heard of it even if they didn’t know the detail. Naturally, those who use the station more often, at least once a month, tended to be more aware – more than seven in 10 knew at least a little about the work. Four in 10 passengers who use the station at least once every six months are satisfied with the information that has been provided about the impact of the work on the journeys they might usually make. In contrast, just over two in 10 were dissatisfied. However, there is clearly still room for improvement here. When we did similar work with passengers affected by the Liverpool Loop Line closure, almost 70 per cent were satisfied with this information. More than half of passengers in the survey said they had seen posters at a station; the next most popular source of information was local or national media, seen by around three in 10 followed by station announcements for two in 10 passengers.

Rail Professional

At least a fair amount Perhaps unsurprisingly, those who say they know at least a fair amount about the impact of the work are more likely than others to be satisfied with the information which has been provided. Around two thirds support the work which is being undertaken at Liverpool Lime Street station, while only six per cent oppose it. Our findings indicate that those who know at least a fair amount about the work which is being carried out are more likely than those who know less to support the work. We know passengers like to be kept informed; this finding now gives an extra reason to make sure they are. During the work we saw some good examples of planning with passengers’ experience in mind – for example, there were rail-to-rail connections at South Parkway onto Merseyrail services. An every15-minutes service into central station meant passengers didn’t have to wait too long for connections. Staff proactively guided passengers between the services at South Parkway station. At Lime Street, a Routemaster bus was drafted in as a quirky temporary waiting room. Although passengers generally don’t like rail replacement buses, we were pleased to see that where they had been used, they

were of a generally high quality. We were also pleased with the detailed information online, including maps of unfamiliar areas that passengers might have to get around. As we go to press we’re midway through the works so only time will tell what the real impact was on passengers. Overall it feels like the industry has started to get on board with the principle of planning for the passenger experience. This work was just a warm up for an eight-week closure next year. We continue to press all parties to invest time and energy in getting the communication right, both about the immediate impact and long-term benefit. And of course we will be monitoring the work in real time. Look out for our report on planned engineering works, with Northern and Great Western, coming out very soon.

David Sidebottom is passenger director at Transport Focus


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VIEWPOINT FEATURE |

Delivering the goods

19

Chris MacRae

New supply With growth targets set against a background of reduced electricity supply industry coal traffic, further policy challenges lie ahead, says Chris MacRae

T

he benefits of using rail freight were highlighted at two rail freight commodity workshops held recently in Inverness and Aberdeen. Jointly promoted by Transport Scotland, FTA and the Chartered Institute of Logistics and Transport, the events aimed to shine a light on the benefits of moving freight by rail, following Transport Scotland’s recent publication Delivering Your Goods: benefits

North of the Central Belt of Scotland this challenge is exacerbated further. An issue that flows from this...is the scope for collaboration between retail importers and Scottish product exporters to synergise use of container equipment types so that adequate numbers of containers (of the right type) are available in Scotland to get goods to market

of using rail freight. Attendees at the events got the opportunity to speak directly with industry representatives including DB Cargo, Freightliner, John Russell Transport, and Network Rail, to hear about rail in the domestic, deep-sea, European and worldwide logistics chain, and learn in detail about how rail freight has already benefited other companies and the advantages that it can bring to Scottish business. These workshops proved to be a good opportunity for companies that have been considering using rail freight to learn more about how the rail network can move goods around the country swiftly and cost-effectively, as well as hearing from other firms which have made the switch successfully. FTA members that have incorporated rail in their supply chain have

found significant savings in money and time, and of course there are environmental benefits to be considered as well. Added to this, the Scottish government has shown a clear commitment to the future of rail freight, with policy that focuses on freight growth and a Scottish freight investment fund. This follows the publication of Transport Scotland’s Delivering The Goods - Scotland’s Rail Freight Strategy 18 months ago. The strategy comes as rail freight in Scotland is at something of a crossroads (or should that be junction) given the demise of electricity supply industry coal traffic hitting rail freight volumes particularly harder in Scotland than elsewhere in Britain, so new growth in other traffics or new traffics must be sought. Rail Professional


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As Scotland’s supply chains depend upon routes to and from the English haven ports and English Midlands distribution centres, there is always the challenge of distance as well as balancing inbound and outbound flows of different products The strategy has a series of actions grouped under the four thematic headings of innovation, facilitation, promotion, investment. Additionally the Scottish government’s High Level Output Specification (or HLOS) published in July sets out a target of 7.5 per cent growth in

Scottish rail freight in the next five year Control Period from March 2019 to 2024. This is accompanied by a loading gauge strategy to allow the more widespread use of taller and wider shipping containers which are becoming more common, together with a freight journey time metric to improve performance of freight journey times and productivity and asset utilisation. Practical opportunities Following a similar workshop held at Coatbridge in June, these two further rail freight commodity workshops in Inverness and Aberdeen looked at the practical opportunities as well as challenges of using rail freight. Experience of retailers using rail was shared in the form of Sainsburys and its logistics service provider. The importance of working with local road freight and logistics service providers to fill trains was stressed. The positive case study of Highland Spring bottled water and its growth of rail traffic was highlighted, as was the resurgence of Royal Mail rail traffic and developments in bulk traffic by Tarmac. As Scotland’s supply chains depend upon routes to and from the English haven ports and English Midlands distribution centres, there is always the challenge of distance as well as balancing inbound and outbound flows of different products. North of the

Central Belt of Scotland this challenge is exacerbated further. An issue that flows from this and that warrants further exploration is the scope for collaboration between retail importers and Scottish product exporters to synergise use of container equipment types so that adequate numbers of containers (of the right type) are available in Scotland to get goods to market. This has been a particular challenge with the Whisky sector and has also emerged with the seed potato export market. This is not just about modal shift from road to rail but the effect on un-constraining the economic growth of Scottish export products that drive economic growth in Scotland’s economy. Other challenges affect timber transport where rail can potentially play a significant role in unlocking the economics of movement to market and assisting in the product’s competitiveness. So, with challenging growth targets set against a background of reduced electricity supply industry coal traffic, further policy challenges lie ahead. Chris MacRae is head of rail policy – Rail Freight and Scotland

Email: cmacrae@fta.co.uk Tel: 01892 552355 Mobile: 07818 450353

   

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FEATURE | VIEWPOINT

Laying down the law

23

Martin Fleetwood

More stick than carrot Is your company assisting tax evasion, asks Martin Fleetwood

W

hile probably all the people reading this article would immediately respond ‘No’ to such a question, would you feel so confident if you had to make such a statement in court? The new corporate offence of ‘failure to prevent the facilitation of tax evasion’ under the Criminal Finances Act 2017 came into effect on 30 September this year and companies now need to be able to show that they have neither intentionally nor unintentionally allowed tax evasion to take place in their company or their supply chain.

The Criminal Finances Act 2017 introduces two strict liability offences for companies and partnerships (see box). If a person who is associated with that company or partnership undertakes an act which allows tax evasion to take place and the company has failed to take reasonable steps to prevent that act, the company or partnership will have committed the offence

How is the new offence different to the old one? Under the previous regime, senior members of a company, such as board directors, had to be aware that illegal tax evasion activities were taking place for an offence to be committed. If they didn’t do anything to try and find out, there was no offence. Government policy is now to require companies to become more engaged with what is happening within their organisations and the organisations they do business with. A company can now be guilty of the offence even if it has no actual knowledge of the illegal activity being committed. The Criminal Finances Act 2017 introduces two strict liability offences for companies and partnerships (see box overleaf). If a person who is associated with that company or partnership undertakes an act which allows tax evasion to take place and the company has failed to take reasonable steps to prevent that act, the company or partnership will have committed the offence. The penalty is a fine levied on the company and it is unlimited. It is not yet clear how the courts will calculate the value of the fines, but given

that they are intended to act as a deterrent, they are likely to be significant. The definition of an ‘associated person’ has been drafted particularly widely, which is likely to create a concern for companies. It not only covers employees of the company, but also agents and any other person or entity who performs services on behalf of the company, such as out-sourced service providers and sub-contractors. This means that a company will need to take particular care in choosing the service providers and sub-contractors that it is intending to work with and look at those with whom it already has relationships. Steps to take to minimise risk of committing the offence Like the Bribery Act 2010, the only defence against a prosecution is to show that the company has put in place reasonable prevention procedures. Government guidance published on 1 September 2017 suggests that companies should: • conduct a risk assessment of their domestic and international business to ascertain who the associated persons Rail Professional


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| VIEWPOINT

Failure to prevent the facilitation of tax evasion Strict liability offence for companies and partnerships Two offences: Failure to prevent facilitation of UK tax evasion Covers actions of: employees of the company parties carrying out services on behalf of the company i.e. service providers or subcontractors Employees or other associated parties must have deliberately and dishonestly facilitated the evasion of tax. Failure to prevent facilitation of foreign tax evasion Similar to UK tax evasion but: • the relevant body who facilitated the tax evasion had an involvement in the UK; and • the tax evasion and facilitation was a criminal offence in both the UK and the relevant foreign jurisdiction. Penalty is an unlimited fine for the company • •

are and if any of these pose a risk of facilitating tax evasion • implement reasonable prevention procedures. What is reasonable will depend on the level of risk the company is exposed to as well as the size, complexity and scale of the business activities of the company and the associated persons • monitor and review internal procedures on an on-going basis. This is likely to include reviewing existing contacts with

third party ‘associated persons’. If the risk assessment indicates that a company is exposed to higher risk, it should consider undertaking more extensive due diligence. Companies in this category are most likely to be those undertaking transactions in foreign countries which lack adequate anti-corruption and money laundering legislation or where there are requirements to work with local subcontractors.

Companies will need to: • establish self-reporting and whistleblowing procedures • consider introducing internal and external training; and • establish a communications programme so that policies and procedures are understood throughout the organisation. Management will need to give a strong commitment to support the operation of a zero tolerance culture. Arguably the new offences mean that companies are having to monitor potential tax evasion on behalf of the tax authorities. With a number of tax avoidance schemes highlighted in the press in recent years, the government has clearly decided to try and reduce tax evasion through more use of the stick than the carrot. Martin Fleetwood is corporate partner at Shoosmiths

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

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VIEWPOINT

Avoiding the cliff edge It’s a comfortable SoFA, but government can’t afford to sit back, says Peter Loosley

L

ast month the Department for Transport published the Statement of Funds Available (SoFA) for the next funding period, known as Control Period 6 (CP6) which runs over five years from 2019 to 2024. The SoFA has much to welcome in it. It sets out a £48 billion funding settlement, largely for the operations, maintenance and renewals budget of Network Rail. This is around £10 billion more (a 25 per cent uplift) than the last Control Period, which is hugely positive for the industry. The announcement shows that the government is taking rail infrastructure improvements seriously and is prepared to invest in the rail supply sector. In the Railway Industry Association’s (RIA) response to the SoFA, we publicly applauded the government. Another element of the SoFA announcement is that largely it does not include enhancements, something of a

In the longer-term, we must consider how we can avoid this boom and bust cycle altogether. RIA certainly believes the funding structure can be improved. This doesn’t require a root and branch reform of funding ...We would propose that the peaks and troughs of control periods be smoothed by moving to ten-year control periods with continuous project development using Early Contractor Involvement (ECI) approaches, so that there is always in effect at least two years’ work in a mature state of development Rail Professional

change from previous Control Periods. Instead, options for the treatment of enhancements are expected to be announced by the government later in the year, probably around the time of the Budget. This means that the £48 billion will go even further since it will focus on operations, maintenance and renewals. We can also expect the enhancements announcement to take into consideration the recommendations in the Hansford Review, which sets out how Network Rail and the Department for Transport can channel third party funding into the rail network. RIA looks eagerly towards this announcement and how the supply chain can work with the government and Network Rail to provide some of this third-party finance. In the face of growing passenger numbers, the SoFA will enable the sector to properly maintain the UK’s railway network,


VIEWPOINT |

ensuring the UK’s rail infrastructure can more reliably carry growing numbers of passengers and freight. A key challenge will be delivering renewals more efficiently to ensure that taxpayers’ money goes even further. The Office of Rail and Road will be setting the efficiency targets it expects the sector to deliver, and RIA looks forward to working with ORR to help both establish those targets and enable the industry to step up to this challenge. Our Renewals Cost Working Group, which includes representatives from Network Rail and ORR as well as suppliers, is already hard at work to see how we can deliver renewals more efficiently. We must do this by developing more collaborative working practices, investing in new technologies and innovations and working more closely with Network Rail and the government. The announcement by the government that there will be more funding for the early stages of developing new rail schemes will certainly help, and it will help to avoid subsequent cost overruns. End boom and bust Nevertheless, while welcoming the SoFA, RIA is still pressing the case to government for the need to end the boom and bust

cycle caused by the structure of Control Period funding. Currently, the industry is seeing a greater than usual downturn in renewals volumes – particularly in track – at the end of CP5. This downtown is having a significant and negative impact on the sector, making it very hard for businesses to plan, making life, and indeed survival, difficult for SME’s in particular. This feast and famine in funding has also resulted in redundancies, short-time working, and reduced – or in some cases frozen – graduate and apprenticeship recruitment. Put simply, it’s an incredibly inefficient way to run a rail system, leading to short-term decision-making and higher costs for suppliers who have to expand and shrink to meet short-term demand. Volatile workload profiles will potentially continue to add up to 30 per cent to rail industry costs – something that we hope can be significantly diminished with more supply chain visibility. To manage the immediate shortfall, RIA is calling on the government to bring around £500 million forward from CP6 to the end part of CP5, in order to smooth out the workload. This will ensure suppliers will see through this downturn. Bringing this money forward will also ensure the industry is ready for the ramp up in activity once CP6

27

starts in 2019. In the longer-term, we must consider how we can avoid this boom and bust cycle altogether. RIA certainly believes the funding structure can be improved. This doesn’t require a root and branch reform of funding – after all, five-year funding periods are a vast and welcome improvement on the annualised budgets that preceded them. One option to avoid the peaks and troughs of control periods would be to move to longer control periods with continuous project development using Early Contractor Involvement (ECI) approaches, so that there is always in effect at least two years’ work in a mature state of development. However, we are open to working with government on finding a solution. Overall, government has sent the industry a positive signal with the publication of the SoFA. It is right that we welcome it and congratulate the government on its commitment to the sector. Yet, the CP5 funding shortfall looms large, and we must act quickly to avoid the funding cliff edge. Peter Loosley is policy director, Railway Industry Association

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VIEWPOINT FEATURE |

29

The great NorthSouth divide? So is the North being treated unfairly and, if so, what can be done about it, asks Mark Elsey

T

he Chancellor’s announcement at the Conservative Party conference of a £300 million commitment to the Northern Powerhouse Rail initiative was broadly welcomed by both politicians and industry commentators. There were, however, some dissenting voices. The Mayor of Greater Manchester, Andy Burnham, made reference to the recent scrapping of electrification plans in the North: ‘At best this investment will only deliver benefits in the future. However, the travelling public in the North is having to put up with sub-standard rail services right now,’ he said. The think tank IPPR North commented that this was ‘a drop in the ocean in comparison to what is needed and nowhere near the £59 billion catch-up cash

The other point often conveniently overlooked is the dividend that London and the South East pay to the rest of the economy. Commentators estimate the net tax yield from London alone at around £36 billion – money which is used to subsidise services and infrastructure across the rest of the UK. Failing to invest in London will not only damage London but also the very real value that London delivers to the rest of the UK

necessary to narrow the spending gap with London.’ In the same week, Barry White was announced as the new chief executive for Transport for the North, an influential statutory body, but one with limited powers and no budget. Clear comparisons can be drawn with Transport for London, a body with wide-ranging powers and a multibillion pound revenue stream. So is the North being treated unfairly and, if so, what can be done about it? Looking at the first part of this question, the largest rail infrastructure project currently underway in the UK is, by some margin, HS2. While cost estimates vary, one

can safely say that HS2 before its completion will have cost the UK at least £50 billion. In the debate about transport funding, it is important to remember that HS2 was not a scheme promoted by London or for the benefit of London. London business strongly backed and funded Crossrail, and most stakeholders in London and the South East see Crossrail 2 as more important strategically than HS2. In truth, HS2 (and HS3) are designed principally to provide better transport links to and within the Midlands and the North. The other point often conveniently overlooked is the dividend that London and the South East pay to the rest of the


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One of the challenges is that this process is currentlyacompetition, with different parts of the UK and relevant interested parties effectively bidding to a centralised DfT and Treasury to back their respective schemes economy. Commentators estimate the net tax yield from London alone at around £36 billion – money which is used to subsidise services and infrastructure across the rest of the UK. Failing to invest in London will not only damage London but also the very real value that London delivers to the rest of the UK. So, I would take issue with these southern prejudice claims. These often unfounded comparisons only serve to inflame and entrench positions, potentially resulting in skewed funding decisions in

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order to fight political fires, as opposed to making investment decisions on the basis of where the money should most sensibly be spent. More fruitful starting point It should not be an ‘us versus them’ debate. All parts of the UK need sensible and balanced investment and this leads me on to the second part of the question, i.e. how to balance the competing demands of different regions of the UK. One of the challenges is that this process is currently a competition, with different parts of the UK and relevant interested parties effectively bidding to a centralised DfT and Treasury to back their respective schemes. TfL is the exception to this process and with effective control over buses, taxis, underground and increasingly overground services and revenues, it is able to take an integrated approach to meeting London’s transport needs. Crossrail 2 will only happen if London can both fund and finance at least half the costs without recourse to central government. Despite Barry White’s best efforts, it is difficult to see Transport for the North ever having the same impact. It is too geographically diverse and will never, for political reasons, be able to take integrated control of the transport network across the

North. This brings us back to the devolution debate. Devolving a greater degree of control over infrastructure development and funding sources to the great cities of Birmingham, Manchester, Leeds and Newcastle would seem a more fruitful starting point. Not only would this reduce the time and effort spent by stakeholders politicking central government for one scheme versus another, but research has also shown that more localised decision-making is likely to drive both greater financial contributions and benefits (as evidenced in London). Greater devolution of powers comes at a price. That price is the ability and the willingness of these cities to show that they can equip themselves to handle these powers to make sensible investment decisions (and, most importantly, to deliver them) and to mobilise their business and residential communities to support a fair portion of the costs, as opposed to relying solely on centralised handouts. More time spent on demonstrating the political will and ability to step up to the funding and delivery plate and less on moaning about the portions on their plates would, I am confident, be a positive step forward for the regions. Mark Elsey is infrastructure partner at law firm Ashurst


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VIEWPOINT FEATURE |

Women in rail

33

Adeline Ginn

Amazing support Adeline Ginn explains what makes the Women in Rail mentoring programme so unique, and thanks all those who have taken part so far

R

ecent figures show that only 16.8 per cent of the rail industry workforce is made up of women. This is a statistic that Women in Rail is determined to address and increase because it is vital for our sector’s future growth that we are filling our industry with strong, diverse talent. Part of our overall plan to improve diversity and the gender balance has been our mentoring programme. Launched in 2013, the programme was created to help bolster the appeal of a career in rail among girls and to offer additional support to women already working within the sector, looking to harness their talent and reach their full potential. The programme operates in a cross-industry framework and offers interested mentees the opportunity to seek advice and guidance from a more senior industry professional, to help them get a better understanding of the industry they work in and support them in furthering their career. Last year, we paired 191 mentors and mentees – a record number. The success of the programme, in good part, has been down to the mentors who have kindly offered

their support. Anyone who works in or is/ has been affiliated with the rail sector can register to take part in the Women in Rail mentoring programme, either as mentor, mentee or both, save that men can only register as mentors. This is because the purpose of our mentoring programme is to provide support to women within the UK rail industry. Our mentors have come from all over the industry and their professional

For mentors, the Women in Rail mentoring programme has been a great way to get exposure to different silos of the industry and to see challenges that are common to women within the railway sector – and ultimately, bring about positive change. For mentees, it has been an amazing opportunity to receive help and guidance in professional growth and self-confidence”

experience ranges from mid-manager to senior and executive level. While the mentors’ professional backgrounds has varied, their commitment and their drive to help women in the railway sector has been consistent and clear. The success of the Women in Rail mentoring programme has stemmed from the mentors’ shared characteristics and approaches, the most prominent of which I have explored: Creating a safe space for discussion: Part of our programme criteria is that we expect mentees to be offered a ‘safe space’ to determine personal as well as professional priorities and rehearse new or alternative approaches to an issue or circumstance. To successfully create a safe space, mentors have been willing to share their knowledge and experiences and create an environment in which their mentee has felt at ease. This has often included the mentor adapting his or her personal style to empathise with their mentee, demonstrating respect for and sensitivity to her needs and feelings, looking to use behaviour to generate her enthusiasm, commitment and trust and identifying ways to help her reduce Rail Professional


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| VIEWPOINT

I personally want to thank all mentors and mentees who took part in the Women in Rail mentoring programme. Your support is truly difficulties, differences and conflicts. Being open minded: It is one thing to impart wisdom and knowledge gained from one’s experience, but mentors have also demonstrated an ability to see things from the mentee’s perspective and handle their mentee’s emotions without becoming personally involved in them. This has encouraged mentees to express what they really wanted to achieve in relation to specific problems or broader personal and business targets, and compare her needs and abilities with current business practices. Honouring the commitment: Being a mentor on the Women in

Rail mentoring programme is a real commitment. Mentors are asked to dedicate a minimum of eight hours of their time a year. Mentors have shown real dedication to helping their mentees. They have been respectful of their mentee’s investment and helped foster mutual respect thereby enabling the mentoring relationship to grow to its full potential. Remember – mentoring is not a training programme: Our mentoring programme goes beyond acquiring job skills or interview preparation. While our mentors have often been great sources for insight about roles within the industry, a substantial amount of work has also gone into building the mentees’ self-awareness, personal ambitions and self-confidence at work. Self-awareness and self-confidence are the grounding traits for any successful employee and can be instrumental for someone to help realise their full potential and career aims. Mentors have understood this and fostered it. Expand YOUR network: The rail industry is vast and offers a range of opportunities and experiences to lots of different people within the sector, and often the most successful business minds

are constantly building relationships from lots of different sources; from across the industry, from different genders and age brackets. Mentors were encouraged to introduce their mentee to their own network and facilitate networking opportunities so that their mentee could grow their own network and seek advice and guidance from other professionals. For mentors, the Women in Rail mentoring programme has been a great way to get exposure to different silos of the industry and to see challenges that are common to women within the railway sector – and ultimately, bring about positive change. For mentees, it has been an amazing opportunity to receive help and guidance in professional growth and selfconfidence. I personally want to thank all mentors and mentees who took part in the Women in Rail mentoring programme. Your support is truly amazing. If you would like to take part in the Women in Rail mentoring programme 2018, please visit our mentoring site and register here: http:// womeninrail.org/mentoring/mentoringinformation/. We are always looking for mentors and mentees to take part in this important initiative.

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VIEWPOINT FEATURE |

37

Fair to passengers ‘Treating Customers Fairly’ is a regulatory requirement in the financial services sector, and features extensively in political discourse in other sectors. Will it arrive in rail, asks Andrew Meaney

T

he Financial Conduct Authority (FCA) expects the firms it regulates in the financial services sector to ‘treat customers fairly’ (banks, insurance companies etc). And it’s not just in financial services that attention is being paid to how retail customers are treated. Despite a lengthy Competition and Markets Authority inquiry, which deemed that its ‘behavioural remedies’ (i.e. requiring companies to behave in particular ways) would help empower energy supply consumers to get the best deals and hence enforce price competition, the Conservative Party

manifesto at the recent General Election promised a price cap would be imposed on standard tariffs. How might this affect the rail industry, and how could it pre-empt unwarranted and, potentially, undeserved media or political attention? One starting point is how the FCA is operationalising its fair retailing requirement. It expects that companies in its sector should ‘strive to achieve’ six consumer outcomes in order to demonstrate they are treating customers fairly – I have reworded them in some cases to ensure they are applicable to rail passengers1:

On the one hand, the FCA might well act if it saw companies penalising ‘buy-on-the-day’ customers: an insurer charging high prices for insurance that starts immediately, especially if they know they are the only insurer available for such a quick service (as with rail at a station), might be deemed to be falling foul of the FCA’s principles. On the other hand, a passenger turning up at Gatwick Airport looking to buy a ticket to travel that day to New York would expect, as perhaps the rail passenger should, to find the car parking expensive, and the walk-up on-the-day ticket to the Big Apple eye-wateringly expensive

• Consumers can be confident they are dealing with firms where the fair treatment of customers is central to the corporate culture • Products and services marketed and sold are designed to meet the needs of specific passenger types and are targeted accordingly • Consumers are provided with clear information and are kept appropriately informed before, during and after the point of sale • Where consumers receive advice about the tickets to buy, the advice is suitable and takes account of their circumstances • Consumers are provided with products that perform as firms have led them to expect, and the associated service is of an acceptable standard and as they have been led to expect; and • Consumers do not face unreasonable postsale barriers imposed by firms to change ticket, switch operator, submit a claim or make a complaint. Looking through this list, I would say that most rail operators and retailers I have come across look to behave in a way that should deliver these outcomes. However, it’s worth highlighting some nuances in the FCA’s list. Firstly, when it talks about providing consumers with products that perform as firms have led them to expect, it anticipates that companies will not use human behavioural biases to their advantage. This could be as simple as ensuring the cheapest way of making a journey is always presented first to the customer, and seeking to ensure (perhaps with the advent of smart ticketing) that a passenger isn’t persistently buying an over-priced way of travelling. Secondly, treating customers fairly also requires ‘captive’ passengers not to be


38

| VIEWPOINT

exploited. Imagine someone turning up to an unfamiliar station and finding that car parking is expensive, and the walk-up Anytime Return to where they need to go eye-wateringly expensive. On the one hand, the FCA, with its duties, might well act if it saw companies obviously penalising ‘buy-onthe-day’ customers: an insurer charging high prices for insurance that starts immediately, especially if they know they are the only

insurer available for such a quick service (as with rail at a station), might be deemed to be falling foul of the FCA’s principles. On the other hand, a passenger turning up at Gatwick Airport looking to buy a ticket to travel that day to New York would expect, as perhaps the rail passenger should, to find the car parking expensive, and the walk-up on-the-day ticket to the Big Apple eyewateringly expensive.

Thirdly, the phrase about the service being as passengers have been led to expect is interesting. It suggests in rail that more information would need to be provided at the time of sale regarding typical conditions on the line – whether this refers to bus replacement services, whether the service chosen is likely to be particularly crowded at that time (which might make the person choose a different time), or ontime performance. Again, rail is not alone in rarely making this information available – neither coach companies nor airlines typically make information about average on-time performance of the service you are booking onto when you are making your buying decision. In summary, rail is rarely out of the political eye, and it seems inevitable that questions will be asked whether it is treating customers fairly in its retailing activities. Being prepared to demonstrate what it is doing in the areas I’ve highlighted – even with simple uses of case studies, as opposed to major programmes – would seem to be a good way to protect itself against potential detractors. Andrew Meaney leads Oxera’s Transport team

Footnote: 1. https://www.fca.org.uk/firms/fairtreatment-customers

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VIEWPOINT FEATURE |

41

The Cheek of it... Chris Cheek

Middle ground As commuting falls drive the national total down again, Chris Cheek wonders whether selfinflicted wounds or outside events are to blame

D

emand for passenger rail services in the UK was gone into reverse, as the impact of terrorism, poorer performance and industrial relations problems drives demand down on the three south of London franchises and the other businesses affected by industrial action. Overall, demand fell by 2.7 per cent during the second quarter of 2017, according to National Rail Trends statistics, published by the Office of Rail Regulation (ORR). The reversal is primarily due to a 4.6 per cent fall in demand in London and the South East. The provisional figures were published last month, and cover the first quarter of fiscal year 2017/18, finishing at the end of June: across the network, 415 million passenger journeys were made during the 12 week period, down from 427 million in 2016. Between them, they covered 16.2 billion passenger kilometres, 0.3 per cent ahead, and paid a total of £2,377 million in fares, 1.3 per cent less than in 2016. It was not all bad news, though: long distance InterCity services saw a 1.4 per cent rise in passenger journeys. The Cross Country Toc led the growth with 4.1 per cent, while Virgin West Coast patronage was 2.7 per cent up. On the East Coast, though, demand was 1.8 per cent down. Other long-distance routes are operated by East Midlands Trains, who saw overall growth on all its routes of 0.6 per cent. Great Western, also very much a mixed franchise, saw a fall of 1.0 per cent. In the regional sector, demand was also up on the previous year by 1.7 per cent. The

growth was headed by ScotRail on 8.3 per cent, while services in Wales experienced a 1.5 per cent increase. There was a small amount of growth at TransPennine, up 0.3 per cent. However, there were falls elsewhere: a combination of industrial action and major engineering work continued to affect Merseyrail, which saw a 7.6 per cent drop in the quarter. Action by RMT members also affected Northern which saw a fall of 1.5 per cent. In London and the South East, though, patronage was 4.6 per cent down, which meant that around 13.8 million fewer passengers were carried during the three months. The biggest quarterly falls came at South Western, down by 8.8 per cent (five million journeys), followed by Southeastern on 7.4 per cent (3.3 million). Govia

Thameslink (GTR) saw a fall of 5.3 per cent compared with the same quarter last year. Elsewhere on the south east commuter networks, there was also a 7.5 per cent fall on the routes out of Liverpool Street run by TfL Rail. But there was growth elsewhere: Chiltern led the way with a 6.6 per cent increase, still driven at least in part by its arrival in Oxford. Other growth came from c2c on 2.9 per cent and London Midland (1.1 per cent). In terms of passenger kilometres, the biggest rise was on the the regional routes on 4.3 per cent. InterCity routes were 2.7 per cent ahead. In London and the South East, though, there was a fall of 3.1 per cent. Revenue fell, too – not good news for Toc’s or the government. Overall, revenue was down by 1.3 - 2.2 per cent in London Rail Professional


42

| VIEWPOINT

and the South East, and 1.3 per cent on InterCity. These were partially offset by a rise of 2.2 per cent on the regional services. Rolling year figures Short-term effects can affect a single quarter’s figures, so it is often better to look at the figures over a rolling year. Here, there was still a fall in passenger numbers, but kilometres travelled and revenue both maintained their upward trajectory – just. The national totals for the twelve months ended 30 June 2017 show the number of passenger journeys falling by 0.6 per cent to 1,717.8 million. Passenger kilometres travelled rose by 1.4 per cent to 65.4 billion, while passenger revenue was 2.0 per cent higher at £9,480 million. After allowing for inflation, however, revenue was 1 per cent lower in real terms. Looking at the individual sectors, passenger journeys on the London and South East routes fell by 2.3 per cent, with passenger kilometres down by 1 per cent. On the InterCity routes, annual growth was 3.0 per cent in terms of passenger journeys, while the growth in passenger kilometres was 3.4 per cent. On the regional routes, there was a 3.3 per cent increase in the number of journeys, while the number of passenger km was 4.0 per cent ahead.

Revenue yields were down by 0.2 per cent in cash terms. Two sectors contributed to the fall, with InterCity routes down 1 per cent and regional services by 0.9 per cent. These were offset by a 1.3 per cent rise in London and the South East. After allowing for inflation, yields fell in real terms in all sectors. Not worth the candle? Continuing industrial disputes, a trio of terrorist incidents in both London and Manchester and ongoing disruption from major engineering works all contributed to the negative trends in rail demand during the April to June quarter, and indeed one could say that things could have been a great deal worse in all the circumstances. It might have been expected that those Toc’s with ongoing disputes with the RMT would have suffered the most, and indeed all three strike-hit Toc’s experienced some fall in patronage. However, three of the biggest losers were as yet unaffected by strikes: Southeastern (7.4 per cent), South West Trains (8.8 per cent) and TfL Rail (7.5 per cent) all suffered significant losses. It’s as yet far from clear whether the old relationship between London employment numbers and rail demand is actually kicking in once more. Other Toc’s

such as c2c, Chiltern and London Midland all saw increases in demand. Outside the commuter belt, growth on other routes not touching London was maintained in many areas, notably in Scotland, Wales and on CrossCountry services. We still need to see what happens when the upgrade in the London Bridge area is completed, and other works in Liverpool and the North West finish. Meanwhile, the jury is still out on whether the wounds of this fall in demand are self-inflicted or the result of ongoing social and economic change. Is it a pause, as we saw in 2001 and again in 2009 – or is this the end of the long period of growth? The answer probably lies somewhere in the middle. But I do not envy those franchise bidders who are trying to get their heads round all this and come up with a coherent forecast of the future. Deciding what will happen over the next ten months is difficult enough, let alone the next ten years. Depending on the outcome, it may well be that the private sector says to government that they can have the train operators back; that the risks are too high and not worth the candle. If that is the case, then the taxpayers had better look to their wallets.

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VIEWPOINT FEATURE |

45

’Tis the season to keep safe With the winter months well and truly on the way, Aimee Skelly-Burgess explores the health and safety risks that this brings

S

adly, the summer months are now well behind us. With autumn and winter comes a new set of risks, which may mean we have to alter of our ways of working and our behaviours to adjust and continue to work safely in our environment.

Darker nights Longer hours of darkness impacts on working conditions, particularly increasing the risk for machinery operatives Employers need to ensure reduced visibility is factored into risk assessments and method statements. You will have controls in place to manage operating machinery safely, even with reduced visibility, so make sure you always apply these controls. For example, remember that if you need a banksman to operate machinery, he or she must not be engaging in other work and must be communicating effectively. Personal Protective Equipment is the

last line of defence, so make sure it is in good condition and fit for purpose. High-vis clothing is crucial during darker hours. A person in high-vis can be seen from around 300m away, compared to just 50m without. For this reason, you need to make sure your high-vis is clean for it to be effective. The shorter days don’t just impact on colleagues working outside and engaging in safety-critical tasks. All of us can be affected on our commute. If you do cycle to work, for example, make sure you are visible to other road users and always wear a helmet and follow the Highway Code. Poor weather conditions When getting the scarves and gloves back out of the cupboard, be mindful of how poorer weather can increase the risks you face at work. Wet and icy weather affects road conditions, so be mindful when operating machinery and commuting to and from work.

The shorter days don’t just impact on colleagues working outside and engaging in safety-critical tasks. All of us can be affected on our commute. If you do cycle to work, for example, make sure you are visible to other road users and always wear a helmet and follow the Highway Code


46

| VIEWPOINT

While shops are filling up with festive treats, it is also important to stay healthy. To fight fatigue and stay healthy and alert, it is as important as ever to maintain a good, balanced diet You also need to think about underfoot conditions in your environment, and that of customers on the railway. Make sure you always wear the appropriate footwear and, if you need safety boots, ensure they are in good condition. Watch where you are treading – look out for icy patches and uneven ground. If you work in a station environment, be prepared in advance to put measures in place to protect customers. Slips and trips are the most common cause of injury at work in the UK, causing around 40 per cent of all major injuries. Think about the risk to you and your colleagues. If you see something unsafe, speak up and report it. Low rail adhesion One of the most significant risks is low

rail adhesion. As leaves fall onto lines, particularly in wet and damp weather, this can have a direct impact on the adhesion between lines and train wheels. The industry has done a great deal of work to manage this risk. But you should ensure your risk assessments are suitable and sufficient, and take into account aspects such as gradients, signals, level crossings and vegetation, as well as environmental conditions such as damp, frost and mildew. For extra detail on this, you can refer to the Rail Safety and Standards Board industry guidance GE/GN8540 – Guidance on Low Rail Adhesion between the Wheel and the Rail – Managing the Risk Issue 02. Staying healthy While shops are filling up with festive treats, it is also important to stay healthy. To fight fatigue and stay alert, it is as important as ever to maintain a good, balanced diet. It is equally crucial you stay hydrated. Though our bodies may crave a nice cup of tea to keep warm, drinking water is critical to maintaining our hydration levels. If you do need a hot drink, try switching to fruit teas instead. Another tip is staying active. This doesn’t mean going on a 5k run between shifts; it simply means getting up, stretching and moving about. Our bodies were not designed

for prolonged sitting, so think about how you can incorporate stretching and small movements into your daily tasks. Try taking the stairs instead of the lift, take a short walk during your rest break, and keep those muscles moving. Keeping focused during the festive period With the festive period nearing, distraction can be an issue that we need to be mindful of. Ensure you are well rested before each shift and not feeling fatigued. We work in a high-risk environment, so maintaining focus and alertness is critical. Before you undertake each task, ask yourself a set of questions to get yourself in the right frame of mind: Are you familiar with your surroundings? Do you have all the right tools and equipment you need, and are they fit for purpose? Are you aware of the safe system of work, and following the correct rules and procedures? Let’s all do what we can to keep ourselves, our colleagues and our customers safe this winter.

Aimee Skelly-Burgess is a committee member of the Institution of Occupational Safety and Health’s (IOSH) Railway Group

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VIEWPOINT FEATURE |

49

A change of business Chris Docker looks at embedding asset management at the heart of the railway of tomorrow

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here is little doubt that the railway has changed enormously over the last decade. We have seen step changes in safety and efficiency, but the overall cost of the UK railway remains too high. With unit rates increasing in many areas since the middle of the current control period, we need to understand why we are hitting an absolute cost wall which seems almost impossible to surmount. It is easy to shout about industry structure, about incentives and disincentives for Toc’s to cooperate, about the effect of devolution, about the shifting political view on the cost-effectiveness (if not the environmental benefits) of electrification. These are all factors, but they do not reflect the reality of day-to-day work on the

We now have a Linear Asset Development Support Tool (LADS) and a Rail Infrastructure Network Model (RINM). Both are revolutionary – yet they are not able to deliver efficiencies which the industry needs. Worryingly, to some degree, these technological investments have built a false confidence in our own ability to manage the railway

railway; they do not recognise the common underlying thread. Operating costs and maintenance costs account for 40 per cent of Network Rail’s expenditure, with the efficiency of the operating model directly driving that £1.2 billion annual bill for maintenance. I believe it is here, in the heart of the asset management arena that a key barrier exists to meeting our efficiency challenges,

because it is our front-line approach to asset management that triggers much of the perceived need for downstream investment. In 2011, former Network Rail group asset management director, Peter Henderson’s vision of a modern asset management organisation which would use technology to radically transform organisational efficiency was followed by the massive investment in the ORBIS programme. As a consequence,


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among other things, we now have a Linear Asset Development Support Tool (LADS) and a Rail Infrastructure Network Model (RINM). Both are revolutionary – yet they are not able to deliver efficiencies which the industry needs. Worryingly, to some degree, these technological investments have built a false confidence in our own ability to manage the railway. On the 7th September, 1841, outside Wootton Bassett, there was a major train derailment, with seven people injured. An enquiry identified the cause of the accident to be a landslip associated with an inadequate inspection of the assets and poor construction of the embankment formation. 174 years, eight months and four days later, if you were trying to travel from Paddington to Wootton Bassett, you would have been delayed because of a landslip following heavy rain – less than 30 miles from that original event. So, we have a mirrored event, despite all our progress, despite ORBIS, despite the fact that in 2014, the Great Western Route was identified as being at relatively high risk of earthwork failure. Issue one of granularity In the last few years, we have seen Network Rail embrace intelligent infrastructure.

Embedded devices reporting asset condition have enabled faster, more effective reactive maintenance and the transition to preventative maintenance will undoubtedly realise significant benefits. Yet remote condition monitoring cannot be placed everywhere. No matter how small, how cheap, how specialised the device, the reality is that the railway is an enormous physical asset. So how then do we best drive asset performance upwards? The answer will be in how Network Rail works to mesh its investment in technology with the people who make up the railway. While many RCM devices can report their own condition, the one thing they are not is ‘intelligent infrastructure’. Intelligence comes from people, not devices, not detection subroutines, but the individuals who design the algorithms and detection flags which identify that the condition of an asset has changed and intervention is required. Intelligence stems from the people who recognise the anomalies on our network. This is a key principle of lean, something which Network Rail is also seeking to embrace. Recognising people as part of the technological system that is our railway will reduce the frequency of boots on ballast and deliver the next step change in safety and cost for the railway.

Remote Condition Monitoring works well where there are key elements of fixed infrastructure, where we have a solid understanding of the failure modes of an asset, but it gives us a narrow field of vision, shining a light on a tiny fraction of railway networks. This is where the role of maintainer remains key and it is this that we need to unlock by dovetailing the two together. Control Period 6 needs a different focus on investment from that which we have seen in the past. We are not facing a challenge of technology in asset management, but one of business change. The railway now needs investment to convert the vast tranches of data which exist into effective algorithms and the integration resources to dovetail this learning into better asset management policies, reflecting local route knowledge. If we do this, then digital rail asset management must surely offer us the greatest opportunity to break through the cost wall that faces us, by letting us put the right investment in the right place, for the right people.

Chris Docker is strategy and international development director, Transportation at Atkins

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VIEWPOINT FEATURE |

53

Why it takes guts to inspire #NextGenRail Do you have the GUTS to support skills asks Lucy Prior. It is incumbent upon us in our respective organisations to help tackle the skills gap, she believes

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he past few days have been awe inspiring. In the last week or I have attended two launch events, hosted a very lively rail freight networking session, discussed numerous STEM events, helped promote #RailWeek, but most importantly I have met and been moved by some amazing students and school children. First up, Yo Race. For those of you that haven’t come across the lady with perhaps the coolest name in rail, let me tell you a little bit about her.  Only a little bit – there is absolutely no way I could replicate her words or delivery – but it is an important bit. Yo is currently studying at Newcastle College Rail Academy.  Last year, she and James McNeil, a fellow student at the academy, attended Rail Live as part of their ‘outstanding student’ award.  Last week I met Yo again, speaking at the first of the two launch events I refer to above – a collaboration between the academy, CrossCounty Trains and the Tyne Valley CRP.  She explained to the audience that before enrolling in the academy she was a painter and decorator by trade, but needed a change after facing redundancy. She hated maths. She was not sure what her options were. Oh, and she didn’t do science. She looked at the academy, the courses it offered, and her interest was piqued. Did I mention she hated maths, and science? With amazing foresight and alacrity she enrolled on the HNC in Civil Engineering with a Rail attachment at Newcastle College Rail Academy.  As part of the course she also happens to be studying degree-level maths, with a fair amount of science in the mix. I cannot do her words justice, but as she presented to the crowd she moved me and many others to tears, describing how she challenged herself to make a bold move and overcome her own

fears and dislikes. And how she has never looked back since. Fast forward a week and I am attending the launch of the Doncaster campus of the National College for High Speed Rail. Amazing at it was to hear Sir Terry Morgan, education secretary Justine Greening, Mayor of Doncaster Ros Jones, chief exec of Doncaster Council Jo Miller and chief exec of the NCHSR Clair Mowbray (a fitting and prestigious panel of speakers), what was all the more inspiring was the fact that children from two local academy schools, Bentley High Street Primary and Rosedale Primary, were in attendance.  To see the sheer excitement and enthusiasm on their faces as they sat in the driver’s cab of #DonnyStar, as they ‘played’ on the VR/AR kit and with the tools at the work benches was just wonderful. Doncaster, like other major towns, has a important railway heritage. To see the regeneration of rail within the town’s psyche is just magnificent. The college is neighbour

to Trackwork Moll, DB Cargo, Hitachi’s IEP depot, Thales, Hird Rail and Volker – with a plethora of other rail companies within a small radius. This proximity of training to industry will also, undoubtedly encourage, inspire and make real the myriad opportunities to which rail skills training can lead. Women in Rail top 20 Another great example of skills in rail can be seen in the recently announced Women in Rail top 20.  Twenty amazing ladies in their early stage rail careers, from a vast variety


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of backgrounds and disciplines. Three of whom are Birmingham University alumni, a university that is a shining example of nurturing professional rail careers. Rhianne Evans, Lucky Sahota and Anni Feng all hail from diverse backgrounds and education routes, with equally diverse careers. This is part of the challenge/opportunity. In my mind we need to be able to show just how many paths and opportunities the rail sector offers. This in turn can not only inspire career choices, but also encourage and enrich learning.  As Lucky Sahota stated: ‘There are lots of other roles available, such as resource managers, design, and commercial roles. They need to be more accessible to all and advertised within the local community. A photo of a man in his orange gear isn’t representative of the industry as a whole, there’s much more to it than that. GCSE or A Levels is too late to begin informing girls about this industry. It needs to be when they are around 7-9 years old or even earlier. It is critical to promote STEM at this age.’ RTS Infrastructure recognises that engaging young school children is just as important as speaking to secondary or FHE students to encourage future generations into the sector.  The Leeds based company truly stepped up to the Rail Week challenge, and in collaboration with Northern Rail,

Harsco and Network Rail they hosted more than 90 Key Stage one school children at their depot. Director Chris Reid says he is proud to be ‘fortunate enough to be able to showcase a large cross section of our industry; it means we have a unique opportunity to share the fun with young people, most of whom may not consider the railways as an option.’ Individual role This leads me on to my personal view. It is incumbent upon us in our respective organisations to encourage people into rail and to tackle the skills gap. In terms of skills though, we must all also be prepared, on an individual level, to inspire and inform kids and their parents, our friends and peers. It is also a matter of definition. Rail isn’t just tracks and trains and maintenance.  It’s coding, language, systems engineering, customer service, management and team work, mechanical engineering and big data.  And a whole load more.  To try and constrain rail to one definition is to stymie the nurturing of skills. That’s why I personally have committed to support Get Up To Speed (aka GUTS ) – a cross-sector skills fair taking place at Magna in Rotherham in April 2018.  This, like many other STEM and STEAM events aimed at KS1-2 are vital – to schools, to FHE and to employers and therefore to

rail and the wider transport sectors. Railspecific events such as iRail, which has always been supported in Derby by RFEM, and which Rail Alliance is also supporting in 2018, or more diverse events including GUTS, Big Bang events and Fun Palaces to name but a few are worthy of our time and our support. And let’s be honest – they’re fun too. So, do you have the GUTS to support skills? Visit: www.getuptospeed.org.uk; www. funpalaces.co.uk

Lucy Prior is membership development & international trade director at Rail Alliance

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www.railwayoperators.co.uk IRO scholarship fund continues to support railway operators Now in its third year, the Institution of Railway Operators’ (IRO) scholarship fund has continued to attract applications from across the rail industry. This year the Institution received a range of strong applications from a broad range of railway professionals who wish to further their railway operations knowledge and career prospects through the study of its higher education courses in Railway Operations Management. More than £8,000 in scholarships has been awarded to students who began their studies in October 2017, and the IRO is delighted to have helped these railway professionals access these career enhancing opportunities. We spoke to Naphtali Rhoden, a train driver for Virgin Trains East Coast, and Marlon Osborne, head of Jubilee Line customer services at Transport for London, who were awarded scholarships for 2017 to find out more about their motivations for studying and the importance of the scholarship to their professional development.

train operations Management. and service Discussing his control. He reasons for is looking undertaking the forward to the course, Naphtali Our Annual Lunch for Members and Guests will be held at challenge of the said: ‘I would like The Mermaid, Puddle Dock, London. On Friday 19th April BSc in Railway to improve my 2013 from midday. and Our guest speaker is the Rt. Hon. Operations prospects Simon Burns, Minister of StateManagement for Transport. develop a deeper and the understanding opportunity wider per head Ticketsof–the£47.00 to develop his railway and gain a Table of 10 – £470.00 per table knowledge. qualification that (Ticket prices are inclusive of VAT @ 20%) Why did Marlon apply to study this can complement my experience. I am looking year? ‘I applied to study on the academic forward to meeting and working with a wide Download a booking at: to consolidate my understanding programme range of people who work in different areas of form of some activities and also broaden my the railways.’ www.railwayoperators.co.uk awareness of the rail industry. He added: ‘The scholarship is important 01785 248113 ‘The IRO scholarship is very important in allowing me toCall: progress with my studies as as without the support I would have been it means I stand a good chance in succeeding unable to undertake the course and this could in what I want to achieve. Overall I feel I have meant the opportunity to develop would will become a better railway employee with have been lost.’ a deeper understanding of the railway and Discussing his experience of the course wider network.’ application process, Marlon concluded: ‘This What advice would Naphtali give to course will invariably provide opportunities anyone who is thinking of applying to study to support both your developmental and with the IRO? ‘My advice to anyone thinking career aspirations. The support I received of applying is go for it. I had been looking throughout the application process was at it for a few years and after talking to exceptional and it was the confirmation I people who have completed the course and Naphtali Rhoden needed that I was making the right choice the support you get from the IRO and the Naphtali started working on the railway in with my course selection.’ university, it is worthwhile.’ 2006, and during this time he has worked for Visit www.railwayoperators.co.uk find out more several Toc’s in various frontline positions. He Your localtrain IROdriver Areaand runs all year round. There are opportunities toIRO’s see higher howeducation otherscourses in about the Marlon Osborne is currently a qualified looksevents broaden experience and add to your professional development. Railway Operations Management. Alternatively, Prior to this current position Marlon worked forward towork, complementing hisyour professional please email learning@railwayoperators.co.uk in a number of roles across stations, and in experience withthe a BScwebsite in Railwayto Operations Visit find out more… www.railwayoperators.co.uk

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| INTERVIEW

There is lots of research that shows women are less likely to ask for a pay rise than male colleagues, and actually they’re on a kind of ‘lose-lose’ on that because also, unfortunately, the perception of women who do ask for pay rises is rather negative, whereas the perception of men is that they’re ambitious

Julia King Julia King, Baroness Brown of Cambridge, spoke to Lorna Slade about the importance of attracting women into engineering at a very early stage; apprenticeships, and why she would welcome more involvement with the rail industry in STEM learning in schools

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ou are on record as saying that being a woman in engineering is most difficult at the start of a career, when it feels very competitive and you are trying to establish yourself, but that when you get through to senior levels you get a lot of respect and you think it’s much easier to be in a small minority. Can you elaborate on that? When I was at Rolls Royce, what I felt was tough for young graduates coming into a big project team was that, at that point you may feel very confident, but there will be a lot of questions you need to ask, because it’s a new environment, a new job, suddenly you’re having to apply stuff you learned at university, and in the context of a real business there’s an awful lot you need to learn. You really do need to feel confident in engaging with your colleagues and they need to feel comfortable with you, and want and know how to help you. But you can’t always, in those first jobs, see where the women in the organisation are who have progressed or who are in the senior jobs, so you may not have any immediate signals that say ‘you’re going to get through this and you’re going to go on to great things’, so there can be situations that can feel very lonely. I suppose the further on you are in your career, as you get older and Rail Professional


INTERVIEW |

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more confident and more established, you don’t notice it so much: in general your support structure outside of work is probably stronger – you may well have a partner and a family and other anchors to your life, you’ve got some achievements and milestones behind you that told you that you did do it. People are a bit less impetuous too as they get to more senior levels and management, so they’ve learnt the lessons and had to recognise the value of diversity, whereas for many young female engineers they’ve got to get through those early stages where they’re not necessarily surrounded by people who’ve been through all of that. Engineering needs more women because diverse teams are more creative and better at innovation and problem solving, but ‘it’s hard work managing diversity’ you said at a recent event at the University of Huddersfield. Do you think companies will want and persist with that kind of hard work? I think they should and I think they must because the environment is increasingly competitive. In our knowledge economy you need as much innovation as possible. You’ve got to have the best ideas, and it is absolutely clear that you have to learn to manage disagreements – hopefully not aggression or anything – but actually science and innovation progress by challenging each other’s ideas. And when you’re a young team leader, having a group who challenge each other and challenge you is quite frightening, quite daunting, so we have to make sure we give our young managers the confidence that managing conflict and conflicting ideas, and being challenged themselves, is all about how we get better and how we have more and better ideas. Because historically we’ve seen very homogeneous organisations where people appointed those who had the same kind of educational background and interests, who wore the same kind of ties, and that doesn’t actually deliver innovation, that delivers a lot of the same type of thinking; increasingly polished perhaps but the same type of thinking. So we really must teach our young team leaders to manage diversity from day one and to go out and look for diversity and to recognise it – for example have you listened to the quietest voice in the room? Because that person may be intimidated by the environment but actually have the most interesting things to say. And unless you’re prepared to make sure they get a chance to speak you might miss the real opportunity. Are senior women and men doing enough to develop female talent and provide an equitable playing field? 79 per cent of women in rail are not in managerial roles and only 0.6 per cent have progressed to director or executive level. That’s awful. It is, and I’m sure an issue of that is not enough women are coming in at the early stages. Not enough female graduates are coming into rail thinking ‘this is the right kind of environment for me’. But people also need to recognise that the ones who

do come in and stick it out are probably on average some of the top performers, because they’ve had to be pretty persistent and pretty capable to develop the respect and keep on going in what may have been quite an adverse environment at times. So you would expect them to do rather better than average in terms of their progression, and if they’re not the organisation should be asking itself why. It’s hugely important that people don’t have a stereotypical view that the person who will do the job well looks exactly like the last person who did the job well, because that’s typically how many engineering organisations have operated. It’s about recognising you can do jobs in very different ways. Increasingly, management styles are changing in many successful industries and are much more about ‘how do you bring out the best in people?’ rather than ‘are you the person who always has always has the best ideas and dictates them?’ So it’s a matter of really thinking about what you are looking for and not starting with ‘we’re looking for what we had before’, and recognising that competencies and skills in a job can be fulfilled in perhaps some very different ways. Adeline Ginn, the founder of Women in Rail, believes that ‘self-confidence’ is a substantial part of the reason why women don’t progress in the same way as men. What would you say to that? That’s a difficult one. I can completely understand what she means and I do think we need to do a better job of supporting women’s confidence, but it’s a mixture of self-confidence and the fact that sometimes women have come through school not having had to push themselves forward – by being in a system that when they did well it recognised them. Then, moving into a work environment that transition to actually having to point out how good you are is something women can find quite difficult. I think you might call that ‘confidence’ but I also think it’s slightly the way we still, rather stereotypically, bring women up to think that bragging is not

quite ladylike. I meet great young women engineers and I wouldn’t say they’re lacking in self-confidence, but somehow they do find rather harder this ‘selling’ or ‘advertising’ or ‘embellishing’ their capabilities in the way their male colleagues will. We haven’t prepared them for that and we’ve got to help them break out of it. And what management therefore needs to be saying is ‘we need to have a look at whether these people fit the specification and encourage them to apply’. Rail is simply not hiring enough women, which is going to affect the sustainability of the skills pipeline. As someone who has moved between academia and industry, what would you say are the factors involved – the role of unconscious bias for example? Most universities have had fairly extensive unconscious bias training, and I’m sure there are plenty of good organisations in the rail industry who have too. I think we all have unconscious bias – the important thing is we recognise we have it. It’s not ‘wrong’; we’ve all been brought up in environments where stereotypes are being imposed on us all the time, for example by the advertising industry, so you can’t get through life without some of that infecting you. The key issue is that you recognise it affects you and you therefore take steps to mitigate it. That might be through having an unconscious bias observer or having the discussion before an interview, to make sure everybody has registered that these are things we need to think about. When we’re all then discussing candidates, it might also be that we challenge each other and challenge ourselves about whether we’re being biased. I chair STEM Learning, a not-for-profit company which is the biggest provider of CPD for STEM teachers in the UK. It runs the STEM Ambassador programme, and I would say the rail industry doesn’t feature very much in schools. It’s not something I suspect teachers would immediately think of as a career for girls, so I think we do need to make Rail Professional


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INTERVIEW |

sure we have some really positive messages in at that level, to get teachers thinking there are plenty of things that girls could do and really enjoy in the rail industry. The other issue is that rail has quite a tough time because it’s sort of associated with ageing infrastructure and overcrowded commuter trains. I suppose you might argue that at the moment aerospace is associated with Ryanair treating us appallingly and Monarch going out of business and leaving everybody stranded on holiday, but somehow air travel seems to have managed to maintain a sort of glamorous image, and the technology in aviation is right at the top end. So rail is challenged by its portrayal in the media, which is usually negative – we usually couldn’t get to work, we’re usually standing for so many hours – which is exactly why it’s an area you might expect to appeal to women, because it’s such an important element of so many people’s lives and absolutely fundamental to our welfare and quality of living, and actually therefore it’s a career in which you could make an enormous difference potentially. So I think rail does need selling in a more 21st century way. So there are ways the industry could give itself a more positive image that would be helpful, through getting involved with schools, getting more involved with school teachers around both the technical challenges and the importance of the industry, and conveying positive images that all sorts of people work in rail and that it has lots of professional jobs that are not dirty jobs. In rail, do you see any discriminatory measures built-in that are hindering equality? We know about the cultural. Should the rail industry find better ways to accommodate the demands on women? I do think the engineering industry needs to recognise that it can be more flexible. Most industries are recognising that now and most professional companies know that people don’t physically have to be in the office and that they can work flexible hours, because we’re so well-connected, and a lot of the time you don’t even need to know where people are. In what have traditionally been very male-dominated industries people get very anxious about part-time employees.They feel there is some comfort in having somebody who can be summoned at any time. But you may well get far more from part-time employees, particularly if they’re working partly from home. That was my experience at Rolls Royce with some of the women who came back part-time, and also in academia with female academics – many of them were working as many hours as their full-time colleagues and you were thinking ‘wow if that’s what you do on a three day week!’, so it puts others to shame. It takes a bit of bravery when you’re used to having everybody available all day or all shift, to think you could manage with something slightly different, but I think people need to take that step because it can work incredibly well.

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class of seven year olds and re-painted the cupboards where they kept their coats so they weren’t blue and pink, and they stopped the teacher calling the girls ‘love’ and the boys ‘mate’. Then they had a careers session where they brought in a female policeman and a female fireman and so on, in ordinary clothes and the children had to guess their professions. They then came back in their uniforms and the kids were all going ‘Aaahh’. They also had a male make-up artist for films who the boys all clustered around while he showed them how to make people up as if they’d been in fights. What was horrifying was to see how totally stereotyped the views of these children were, but once you broke through it was just great to see how completely engaged they were in the fact they could do these careers. We really do have to sort that out in the UK because we are still, frighteningly, embedding stereotypes very early. We’ve got to get to a critical mass: if there are 2530 per cent female apprentices in a group they’ll pretty much always see another female around, whereas if there is just one woman the pressures on her are going to be very strong.

What has contributed to gender disparity in engineering do you think, over the years? It starts very early, to be honest, with the kinds of toys we give children and the assumptions we make about what they might like. Recent studies have shown that we have some of the most gendered toys in the world in this country, which I think is quite horrifying. So from birth onwards we’re giving babies messages about what we expect, and possibly messages we’re not intending to give them, which is even more frustrating. There’s an advert which has wound me up – it’s plastered all over the Tube this last month. It’s from Vitabiotics – Wellkid it’s called. There are two little girls, and to be fair I think they’re being doctors because one of them is wearing a stethoscope, they’re around six or seven years old and they’ve got a baby doll in front of them, so I think they’re doctors examining a baby, and then there’s this little Asian ethnic origin boy wearing safety specs doing some electronics, and they’re all delightful children, but the stereotyping is terrible. And that’s a new advert! You know, here we are in 2017 and people are still producing adverts like that. Schools and teachers and parents, unfortunately, are all part of getting and transmitting these stereotypical messages, so unless you’ve got a mum who is an engineer or a dad who’s an engineer but has good female colleagues and wants to make sure his family receive the right kind of messages, you’re still subject to them. There was a marvellous BBC 2 programme recently called No More Boys and Girls: Can Our Kids Go Gender Free?, which took a

Do you believe this lopsided distribution of women does damage to equal pay? I think it probably does, yes, but I don’t think rail is alone in that. There is lots of research that shows women are less likely to ask for a pay rise than male colleagues, and actually they’re on a kind of ‘lose-lose’ on that because also, unfortunately, the perception of women who do ask for pay rises is rather negative, whereas the perception of men is that they’re ambitious. So it’s a kind of double-edged sword for women – you either don’t ask and therefore you get a pay gap, or you do ask and the perception of you as a good employee rather changes: you might get a bit more money but you lose out on other stakes – you’re more likely to be described as over-ambitious. So that has been one of the difficult ones and I really do think companies need to do lots of equal pay audits and they need to be pushed to publish their pay gap data, because it’s when you start publishing it that everybody looks at it and companies are shamed into, or shocked into, doing something about it, because quite often they weren’t doing it intentionally, and that needs to happen. As chair of the STEM Learning board, what difference do you think encouraging young people to study STEM subjects can make to the economy of the UK? It’s absolutely crucial for the economy of the UK, particularly as we have a lot of overseas engineers, physical scientists and mathematicians working in the UK economy at the moment and we may have rather less of those. We’re going to have to produce our own home grown stock. It’s no good looking at universities and saying ‘we need you to educate more scientists and engineers’ because if students don’t want to study those Rail Professional


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INTERVIEW |

subjects and if they haven’t been encouraged to study those subjects at school then we’ve already lost out on them. One of the really positive things about engineering skills or STEM skills more generally is that a lot of research demonstrates how very effective they are for driving social mobility, because traditionally engineering and technical jobs have been well paid and you’re much less likely than in many other sectors to be out of work, because you have skills that are very much in demand. It’s not a sector like the law or journalism or possibly even medicine, where if your parents did it then you’ll have had opportunities to do internships and you’ll know the right people. I think most STEM subjects don’t’ have that sort of history, so in terms of social mobility and enabling kids from a whole range of backgrounds to do well, and to progress beyond where perhaps where their parents go to, it’s fantastic. If that’s what we want to see in society we should really be having a big push to encourage young people into STEM subjects, and of course it’s what we need to drive the economy. New universities should be turned back into polytechnics to boost vocational education, according to Lord Adonis. He described the decision to ‘rebadge’ the institutions as universities a ‘very serious mistake’. ‘We’ve lost a very great deal of the edge and focus of vocational, particularly technical, higher education as a result,’ he said. Do you agree? No I don’t. We have now a great group of very diverse universities, and many of the technical colleges that became universities in 1992 have kept a very strong technical focus to what they do. Coventry University for example has the big collaboration with the automotive industry for engineering, design engineering and manufacturing engineering. My own institution, Aston, which became a university in 1966 had been a college of advanced technology. And at Brunel University, another much earlier one, they are still very strongly focused on engineering and technical subjects. I think having more degree qualified engineers has been hugely beneficial for the UK. If you go back to the 1970’s I would contrast the automotive industry with the aerospace industry in this country: aerospace had a primarily graduate engineering base and the automotive industry had primarily at that time an apprentice engineering base, and the aerospace industry, I think, did much better. Now, the automotive industry has a good mix of both graduate and apprenticetype engineers, as aerospace does, so that’s been very healthy for engineering. What we need to focus on, and I hope we’re seeing that with the introduction of the new T levels, is not trying to say people who are studying engineering at university should be doing apprenticeships, but actually saying 60 per cent of the population doesn’t go to university and we need really good apprenticeships for them. Kids who perhaps

are not inspired by academic subjects at 14 or 16 but are very keen on technical things, who can get engaged in a more hands-on route may well, later in their careers, decide they want to do some of the more academic things, but get them into apprenticeships first by doing really exciting and positive things. Are apprenticeships as high quality as they used to be? Some of the engineering ones are very high quality but I think apprenticeships generally have got a bit of a bad name. They used to be seen to be about technical subjects but some of the growth in apprenticeships over the last ten years has been in areas such as beauty therapy, and some of them have been very short – in hairdressing there have been six week apprenticeships, so it’s unfortunate that they’ve been given the same title. People need good training whatever sector they’re in and we should always be encouraging people to up their skill levels, so I don’t want to suggest we don’t need to train people in beauty and childcare and so on, but actually we really want to make sure that engineering apprenticeships have real status. Somehow the last ten years hasn’t done a lot for the status of apprenticeships and so the concept now of higher apprenticeships and degree apprenticeships is good; we need a lot more focus on that and we need people who have done their degree through an apprenticeship route. We need absolutely for them to feel and be shown to have the same status as somebody who has done their degree through a different route and to make sure there is absolute parity, and that is what the T levels are trying to do. Lord Sainsbury’s review of technical education showed it too, that we’ve also had such a diverse range of different qualifications at different levels that it has been quite confusing for employers, although I suspect less confusing for engineering employers, because they probably had a better idea of what they wanted. But all of that has added to a lack of esteem for apprenticeships generally. If schools have got young people onto really high quality apprenticeships, why is that not esteemed as highly as having got them into university? So when Ofsted is ranking schools it should include apprenticeships as well as entrance into degree courses, otherwise we will still be giving kids the message that this is a second class route. In Germany their apprenticeship routes essentially take you through to degree level qualifications and have done so for a long time, so hopefully we’re on pathway in that direction, although I saw in the newspaper this morning that with the introduction the levy, apprenticeship starts have dropped by 40 per cent compared to last year, which sounded a bit alarming. What advantages does your position now give you in helping challenge the situation for women in engineering? You get a change to raise issues in a very public forum – the House of Lords. People

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listen to you, so that’s helpful, and clearly it’s important that people see that both men and women can be very successful in engineering, because that’s a hugely important message for our society. So I’m very committed to making sure we encourage women to fight for the kind of jobs they want to have and that they see it is possible to achieve that. What is your vision of the future for women in engineering? There are 51 per cent of women in the population and I’d like to see 51 per cent of them on every engineering degree course. I’d like to see women as likely to do engineering, and not only engineering degrees but progressing into engineering companies; I think it would make those companies even more interesting places to work and we’d get even better engineering. We do some pretty good engineering in this country but we could do even better, and that diversity would help. There are some very positive companies that have done very good things but you don’t actually see change happening very fast, and I’m sure they’re frustrated by that. We have to make sure that when we get women in the pipeline they stay there, or, that we get them to come back in, because almost every company is saying they are finding it hard to recruit engineering talent. There are plenty of talented engineers who have taken time out to have children who are perhaps interested in coming back, and companies really should be looking at them, because they not only have a talent for engineering but they have phenomenal experience in negotiating skills – they’ve been at home looking after toddlers – I jest not, you know – patience persistence and negotiating skills are hugely important skills in a company, and it’s important that recruiting people recognise that different experiences can deliver a skill set. Clearly we do need to find ways of attracting that talent back in, and that may involve having to be more flexible about the hours people work, when they work and where they work from. While there may be some jobs that do need you to be physically in one place all of the time, most engineering jobs don’t. Can you say more about STEM Learning and the rail industry? I’m sure we have STEM Ambassadors from the rail industry who go into schools and work with teachers, but we don’t have any rail companies among our major sponsors, so we’d be delighted if the industry wanted to start to engage with us. If you’re a school in Crewe for example you probably do have STEM Ambassadors from rail coming in regularly, but I suspect there are lots of schools where they don’t, and yet there’s so much of physics and maths, and indeed probably also chemistry, that you could teach children in the context of some of the technologies in rail, and plenty of interesting materials challenges in new train systems and so on.

Rail Professional


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Rail Professional


SKILLS |

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In danger of missing out Neil Franklin looks at why focusing on skills leads to higher productivity levels

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he dynamic, technical skills and numbers employed on the UK railways has evolved. To meet the increased demand in services (in 2016, there were 1.718 billion journeys on the network – doubled since 1997 – making it the fifth most used in the world), we have a workforce that is one quarter of what it was 50 years ago. But it’s not just about numbers.

The cost to the industry of not having enough workers with the right skills at the right time in the right place are in the tens or hundreds of millions of pounds. In turn, this contributes to low levels of productivity compared to other sectors. The rail industry is in danger of missing out on the level of government funding it requires if it cannot address this. We must act now to avoid this

The National Skills Academy for Rail (NSAR) estimates that the workforce in UK rail is around 250,000 including all infrastructure organisations, train and freight operators and the supply chain to deliver the service enhancements, maintenance and renewals levels. As has been well-documented, the workforce in UK rail has a poor gender and diversity ratio. NSAR and Women in Rail will share evidence of this later in the year, following an industry wide diversity survey undertaken during the summer.

Previous surveys have suggested the proportion of women in the industry is anywhere between 10 and 20 per cent of the workforce, depending on which sectors you look at. Clearly, this is not good enough. Overall, the age profile in the workforce mirrors that of the UK working population, with an average age of 42. However, this masks an issue in some sectors or regions of the industry where the age demographic is significantly higher than the average. For example, for workers in operational roles Rail Professional


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The cost to the industry of not having enough workers with the right skills at the right time in the right place are in the tens or hundreds of millions of pounds. In turn, this contributes to low levels of productivity compared to other sectors. The rail industry is in danger of missing out on the level of government funding it requires if it cannot address this. We must act now to avoid this within train operators and infrastructure owners, the average age is 13 per cent higher than the industry average, and 37 per cent are over 50. Workforce planning in the rail industry really needs to take notice of the messages coming from NSAR’s skills intelligence data. The demands of the network are placing huge burdens on the workforce, in the desire for increased productivity and expectation of lower costs. The way we recruit and train our workforce is becoming critical in shaping the way the UK rail industry adapts to its changing and evolving environment. Get it wrong and the industry’s ability to function effectively is significantly compromised. The demands of the macroeconomic and political environment are propelling industrial sectors to consider how best to improve productivity levels. Rail is not immune from these forces. It is simply not enough to carry on as we have done. Levers of productivity include creating an environment for efficiency where learning curve restarts are averted, the costs of skills shortages avoided, reasonable risk levels are accepted, stopping paying for excessive design redundancy, facilitating unrealistic risk transfers, and adopting more digital solutions rather than concrete ones. We cannot continue to think of skills development and technology advancements either in isolation or as mutually exclusive. Productivity gains of up to 40 per cent are Rail Professional

achievable given time and strong leadership. Our thinking on this is evolving and there is no lack of encouragement within industry to change. However, the factors holding the industry back can be summarised in the following ways: • clients need to create the right leadership and environment for the supply chain to innovate effectively • contracts need to be less liability focused and more centred on effective outputs delivered through better productivity • a more equitable solution to risk sharing should be introduced • whole lifecycle funding should be the focus rather than ring-fenced project expenditure • increasing levels of digital product maturity should be sought, and; • there should be a clear line of sight of the value proportion that skills, and culture change, can bring to organisations. NSAR recognises the environment in which the rail industry has to operate. We also know that effective change, particularly when it comes to skills and people development, is driven systematically by the three parts working together in collaboration – government, employers and academia. Delegation from Malaysia The UK rail sector is not alone in this challenge. Other countries recognise the economic and social value of a comprehensive rail system and vast rail investment programmes are appearing all over the world. Recognition of what NSAR is achieving has attracted interest globally. In August, we received a delegation from Malaysia High Speed Rail Corp, the Malaysian Land Public Transport Commission, TalentCorp and UTHM University who visited to learn more about the human capital development strategy of UK rail. The visit to NSAR kicked off a weeklong tour of organisations involved with highspeed rail and included NTAR, Birmingham and Sheffield Universities and HS2. The delegation was keen to understand the role of NSAR in rail education and training, development of occupational standards, workforce planning and the promotion of rail industry as a career. We have subsequently explored the creation of a Memorandum of Understanding with Malaysian Kuala Lumpa to Singapore High Speed Rail project (MyHSR) to share good practice and promote UK Rail’s activities. Vital to productivity improvements The importance of skills development in UK rail cannot be overstated. The introduction of more digitised technology in the assets we deploy, the way we operate the railway, the way we engage with our customers and passengers, the way we run our businesses

Recovering the Apprenticeship Levy by taking on apprentices and upskilling the workforce is a sensible long-term investment. NSAR’s research suggests that the industry will end up paying over £10 million into the Treasury through lost levy, with no training or productivity benefit, if it doesn’t take on apprentices and the way we train our people is becoming more prevalent, and vital to seeking productivity improvements. There’s also significant commercial gain for employers too. Recovering the Apprenticeship Levy by taking on apprentices and upskilling the workforce is a sensible long-term investment. NSAR’s research suggests that the industry will end up paying over £10 million into the Treasury through lost levy, with no training or productivity benefit, if it doesn’t take on apprentices. By taking a proactive, strategic workforce planning approach, an employer can avoid paying inflation-busting salary levels, which are a direct result of insufficient supply of skilled labour. Skills shortages are an industry-wide problem that requires an industry-wide solution. The two to three year investment in higher technical skills always takes longer than the conventional commercial look ahead. Employers are, understandably, reluctant to invest before needing skills commercially. By which time it is too late; there isn’t enough time to get the skills before they are needed. So we end up paying more for scarce resource. At a national or macro level, the effects of this are significant. The cost to the industry of not having enough workers with the right skills at the right time in the right place are in the tens or hundreds of millions of pounds. In turn, this contributes to low levels of productivity compared to other sectors. The rail industry is in danger of missing out on the level of government funding it requires if it cannot address this. We must act now to avoid this. Neil Franklin is head of skills intelligence at NSAR


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An ethos of collaboration Organisations can work separately to tackle the skills gap, but working together can be extremely fruitful for all of those involved, says Tim Rudin

W

hen you think about everything happening in the transport industry at the moment, from new river crossings to the Elizabeth line, it’s a very exciting time to be part of the sector. One of the key reasons why I like my job at Transport for London is because I get to see how my work positively impacts those travelling in the Capital – no one can confidently say that their life is unaffected by transport. Not only does it have the power to get people from A to B, transport can shape cities and regions, develop economies and encourage job growth. However, despite all of the fantastic projects underway in the sector and the satisfaction you get from making a difference, the transport industry is facing a skills gap. We anticipate there will be a shortfall of more than 55,000 people equipped to work in transport infrastructure by 2020. Across the sector, organisations are coming up with new, creative ideas to attract more people to consider working in transport. One of the biggest challenges is myth-busting. People tend to assume that you have to be a bus or train driver when you could pursue careers such as quantity surveying, software development or mechanical engineering. TfL’s annual schools competition is one of the ways we’re demystifying the sector. Last year, we partnered with Cleshar, one of our suppliers, for the competition (also known as Innovate TfL in association with Cleshar) to inspire young people from schools and youth groups from across London to come together to solve the transport challenges of the future. By taking part, students not only learnt about the range of job roles available in the sector, but improved their employability skills too. Over 80 per cent of the students who fed back Rail Professional


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said that their communication skills had improved a lot and almost 70 per cent said the same of their ability to work in a team. The competition was a great example of how transport organisations and their supply chain partners can work together to be part of the solution to the skills gap. My role in TfL’s Supplier Skills Team is to encourage this ethos of collaboration and help suppliers to employ people with the right skills, as well as address the issue of under-representation in the industry. Lot of success While there is always room to do more, there has already been a lot of success. Since 2009, TfL, its suppliers, Crossrail and the London Transport Museum have employed more than 7,600 apprentices. They have worked on vital infrastructure projects including the modernisation of key Tube stations, the construction of the Northern line extension, and the redesign of London’s road junctions to make them safer for everyone. For the past five years as well, we have organised an apprenticeship recruitment fair for National Apprenticeship Week, which allows attendees to see the broad range of opportunities on offer both at TfL and our suppliers. We have also been working with our v2-half.pdf 1 who 23/03/2016 suppliers to inspire people might 16:30

Rail Professional

not otherwise consider a career in transport. Earlier this year, we piloted a pre-apprenticeship programme with Peabody, which helped to upskill young people for the world of work through employability skills sessions. The attendees came from a range of backgrounds, with some studying at college and others being patrons of Peabody. For many of them, it was the first time that they received in-depth, practical advice about employment. They learnt about the work of Stagecoach, KeolisAmey Docklands, and Ferrovial Agroman Laing O’Rourke, and were offered the chance to gain work experience with these suppliers too. As an organisation, we then applied the lessons of this pilot to run another programme for women who were single parents or had been unemployed with the charity Gingerbread and not-for-profit organisation Women into Construction. The women undertook training as part of the programme, which meant they received a Level One Health and Safety qualification and a Construction Skills Certification Scheme Certification (CSCS) card, enabling them to work on construction sites. They also got the opportunity to undertake work placements with some of our suppliers – this time, Siemens, Arriva Rail London and

Arup. It was really successful and more than a quarter of the women have already found employment since the scheme, including at Siemens and Arriva Rail London. While organisations can work separately to tackle the skills gap, I’ve found that working together can be extremely fruitful for all of those involved. As organisations, we benefit by sharing best practice and closer collaboration, while the individuals taking part in the different programmes get the opportunity to discover companies and jobs they might not have otherwise heard of. Tim Rudin is supplier skills project manager at TfL

For more information about the Supplier Skills Programme, search for TfL Supplier Skills online.


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The real thing A new partnership between rail and academia is bringing the railway to life for students

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ith increasing debate about a growing skills shortage across Britain’s railways, as demands to deliver the existing rail investment programme are matched alongside the need for a future workforce, much of the industry’s focus is now on promoting rail as an exciting career opportunity. While many rail businesses are focused on opportunities from the government’s flagship apprenticeships scheme, there are already many opportunities for people to enter the industry as part or fully qualified engineers. At the beginning of October a new partnership was launched in the North East, described by Neil Robertson, CEO of the National Skills Academy for Rail, as ‘revealing just how attractive, interesting and rewarding a career in the rail industry can be, as well as helping deliver greater diversity in the rail workforce.’ The partnership involves Arriva’s CrossCountry passenger franchise, the Tyne Valley Community Rail Partnership and the Newcastle College Rail Academy, to offer opportunities for the Academy’s students to gain an even greater understand on how the railway works. Each year the academy provides around 350 students a range of study opportunities in subjects such as rail engineering, track maintenance, civil engineering and construction management, with certification from NVQ to HNC level 4. And, with an increasing number of female and mature students enrolling, the academy is yet another example of how the railway is delivering social and economic benefits to Britain’s regional economies. However, while the students can complete their academic qualifications at the academy, they will still lack the practical experience of the ‘real’ railway environment and be unaware of the wide opportunities a career in the industry can provide. Recognising this, CrossCountry and the Tyne Valley CRP proposed a collaboration with the Academy, offering resources and opportunities for the students to learn more about the railways, how it works and to participate in hands-on activities at community stations.

Rail Professional

Real railway experience CrossCountry has committed to provide people from management and front-line roles to deliver presentations to the students on how the skills they are learning will keep Britain’s railways running, and how building their experience will mean they can further their careers. Alongside classroom-based work, the students will have an opportunity to work with Tyne Valley CRP on a number of community projects to improve facilities and increase awareness of the region’s smaller stations and rural lines. The first of these will be the old Booking Hall at Haltwhistle station that has recently been refurbished, where the students can help develop the rooms even further by restoring the facilities to create an educational resource for local schools. The partnership will also encourage students to become involved at other stations, looking for more projects to enhance peoples’ appreciation of the railway. Fiona Forsyth, the Tyne Valley CRP officer, expressed her delight at the students’ involvement, saying

‘helping the students experience how a railway works beyond the classroom can only build their experience and chances of a career in the industry.’ The partnership has already started to benefit the students as, alongside the Academy’s £7 million investment in the site and engineering equipment to practice on, to provide further learning opportunities CrossCountry has donated almost £50,000 of surplus equipment, including computers, monitors, televisions and projectors, which the academy has used to construct a dedicated IT suite. And, to create a more modern and welcoming rail-themed learning environment, vinyls of rail images have been applied to a classroom wall and other part of the academy. Welcoming the new partnership and the opportunities it presents for their students, head of the Newcastle Rail Academy, Scott Johnson, said the partnership would ‘bring enormous benefits to the employability of our students’ by offering ways to ‘better understand and experience the world


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beyond the classroom.’ CrossCountry’s managing director, Andy Cooper, highlighted the lasting contribution the students would offer the industry. Citing the region as ‘the birthplace of the passenger railway’ he said it was fitting that partners had come together to ‘help the region’s students as they pursue an exciting career in building the railway of the future.’

Rail Professional


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| SKILLS

A goal that delivers Julie Nugent explains a new way of working for WMCA which engages businesses and education in local decision making, to drive up skills and productivity

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he West Midlands economy is growing faster than anywhere else in the UK. The region tops the league tables for inward investment, exports, start-ups outside London and growth in pay. There is competitive advantage in key sectors like manufacturing and transport technologies, digital technologies, life sciences, construction and professional services. From building driverless and electric cars to designing future planes, trains and automobiles, the region is committed to building on its industrial legacy and harnessing the expertise and innovation of its world-class universities and research centres to support further growth. The government has already begun

In its first devolution deal with the WMCA the government agreed an annual contribution of £36.5 million for 30 years, to unlock £8 billion of further investment and to create up to half a million jobs in the West Midlands Rail Professional

to devolve powers to the West Midlands Combined Authority (WMCA), enabling better targeting of policy and spending in the region by those who know the area best and who are first and foremost committed to the needs of its businesses and communities. The WMCA is a collection of the West Midlands councils: Birmingham, Coventry, Dudley, Sandwell, Solihull, Walsall and Wolverhampton. Its leadership comes from the Mayor, Andy Street, who was elected in May, 2017, and the leaders of the seven constituent local authorities. The WMCA board also includes the chairs of the Local Enterprise Partnerships and ten non-constituent authorities from across the wider West Midlands region.

The WMCA works on region-wide issues such as transport, economic development and skills where the issues and solutions cut across city boundaries and where responsibility for decision-making is more effective at regional rather than national level. In its first devolution deal with the WMCA the government agreed an annual contribution of £36.5 million for 30 years, to unlock £8 billion of further investment and to create up to half a million jobs in the West Midlands. Improving regional productivity and skills is a fundamental part of the devolution agenda, where there is now a real opportunity to stimulate a resurgence in industry and economic growth while also


SKILLS |

increasing employment opportunities for all. The vision for the future is a bold one – a region that capitalises on technology, supports industry and ensures inclusive growth for all. At the same time, the Mayor and the WMCA are clear that this growth must benefit all of the region’s residents. Currently, too many individuals lack the skills they need to progress while, simultaneously, too many businesses struggle to recruit the skills they need: 14 per cent of working-age people in the West Midlands have no qualifications and only 29 per cent have university-level skills: both of these are far worse than the national average 77 per cent of West Midlands business leaders struggle to fill roles because applicants lack the right skills. Getting skills right will be critical for individual and economic prosperity. We have to tackle both sides of this problem: giving our residents the education and training they need to take-up great jobs and careers and helping businesses prosper by helping to train new recruits and upskill the existing workforce. The WMCA has established a Productivity and Skills Commission to help tackle this challenge. The Commission will

issue its first report in early 2018 and will help the WMCA to target the areas where we need to boost skills and productivity. Alongside this, the WMCA is working the West Midlands Further Education Colleges and Universities to identify how we can better respond to employers’ skill needs. Our ambition is to develop a more strategic offer to local businesses, one that builds expertise, supports learner progression and delivers more for the region. Our priorities include: • securing maximum impact from government skills funding to help more young people and adults develop their skills and careers, with greater emphasis on twenty-first century skills such as digital, engineering, design and advanced construction • maximising the region’s investment from the Apprenticeship Levy to enable more high quality training that improves productivity and delivers employers’ skill needs • developing a high quality technical education offer, that includes Institutes of Technology and the National College for High Speed Rail, to better meet the higher skill needs of industry

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• improving the range and quality of careers advice and information available to young people and adults looking to re-train • retaining graduates who study in the West Midlands or who grew up in the West Midlands with a ‘West Midlands First’ programme – a manifesto commitment by the Mayor which would encourage students to begin their careers in the region. We are keen to work with the region’s employers to better understand their skills needs and priorities. Our commitment is to a new way of working, which engages businesses and education in local decision making, to drive up skills and productivity. The goal is a strong and growing economy that delivers for the people and businesses of the West Midlands. Dr Julie Nugent is director of productivity and skills, West Midlands Combined Authority

For further information please contact Dr Nugent via the Productivity and Skills Commission, 16 Summer Lane, Birmingham B19 3SD Email: productivityandskills@wmca.org.uk

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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: • • • • • •

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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Rail Professional


Developing, building and maintaining railway Infrastructure since 1989

Delivering international projects of both OLE and Track infrastructure in complex and challenging conditions, Neopul creates and implements the procedures to always work within the highest Technical and Health and Safety standards.


CONSULTANTS |

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The most exciting of roles For those who think consultants and headhunters are on the periphery and you need a corporate role to make a difference, think again says Alex Warner

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or nearly 25 years, I plied my trade in the corporate structure in transport and logistics, from junior and middle management roles across the full panoply of sectors, rail, bus, coach, aviation, regulatory up to board and MD level, all the time being suspicious of consultants and headhunters. The former were, I thought, either ‘has-beens’ on a downward career trajectory, overpaid and re-cycling oldschool approaches, or ‘wet behind the ears’ youngsters with no experience of the real world of running a transport business. Headhunters – well, I’d got sick of dealing with these glib and cheesy, lazy folk, never having worked in our sector and seeking to put me forward for jobs where I was patently unsuitable. I would have combusted with laughter back then if anyone had said that post a mid-life crisis I would set up a transport consultancy/headhunting combo. As a rebellion against the old-school, stuffy consultancies, I wanted my business to deliver tomorrow’s solutions today being truly multi-modal, serving all the passenger transport sectors from taxis to ferries and rail with (unsurprisingly) an emphasis on transport integration. When it comes to recruitment, as we come from line management we hope we have a direct understanding of what managers are looking for when hiring staff or interims with the resilience and other sometimes quirky attributes needed for the transport environment. By combining headhunting with consultancy, we think we are in a stronger position to serve our customers. The consultancy aspect enables us to really get under the business’s skin, to understand the issues affecting our customers’ customers’ context and challenges in the changing environment within which they operate. As an example, we have assignments that involve running mystery shopping

programmes and talking to customers on trains, trams and buses, so we hope we have a particularly sharp grip on customer insight that we can build into our work of getting (paid) bums on seats. Our core product is a root and branch diagnostic Customer Services Clinic – a health assessment for transport companies of every customer touchpoint in their journey experience, as well as assessing the inputs that drive the experience, the barriers stopping employees more effectively undertaking the tasks that drive customer satisfaction. These deep dives help us develop plans for our customers so that they can best determine where they need to focus their efforts to drive tangible increases in customer satisfaction survey indicators and patronage growth. With this knowledge and appreciation of each business, we hope we are then able to help select the right candidate, as well as working with our customers to help mentor and support the new recruit.

I can genuinely now see the real benefit of consultancy first hand; my scepticism of yesteryear has been dispelled. I believe that consultants can have real value in the breadth of experience that they bring by being dispassionate and objective, and not carrying the burden of expectation and history that comes with being an employee – where quite often they feel the need to be focused on doffing their cap to their superiors to climb the greasy corporate pole. A consultant enters into the most transparent of commercial arrangements – paid to deliver a service, no griping, no subjectivity, hopefully providing excellent value for money, drawing on the skills, experiences and insights of best practice to adopt and worst practice to avoid from working in a variety of environments. And if the consultant doesn’t deliver, there’s no drawn-out, pink and fluffy HR process to massage your disappointment or get you back on track – you are out, never to return. Rail Professional


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| CONSULTANTS

Taking a detached even clinical perspective on a problem that a customer is experiencing is a key role for consultants and something that we can do away from the politics or longstanding culture of the organisation. It’s that breadth of experience and knowledge that is just so important in an industry such as rail with its multi-disciplinary, myriad challenges and opportunities. Being pan-sector is something we pride ourselves upon and, we think, especially important in rail, which can be dare I say it a sector that can be dominated by career lifers and can be a little arrogant at times, turning its nose up at some of the experiences from, say bus and coach who are constantly having to reinvent themselves commercially in the face of the hugely challenging market forces they are currently experiencing. We bring to the table the insights and successes from these sectors. The need to be an all-rounder as a consultant as well as a specialist is just so satisfying – indeed nothing gives me greater pleasure than overseeing a range of assignments from revenue protection to revenue development, safety to strategy, engineering to efficiency, mystery shopping to manpower planning, brand to bidding all under the omnipresent and overriding theme of making life better not only for our

customers but their customers who use their services. Needing to have an understanding of all these disciplines either in directly delivering an assignment or overseeing it through our specialist teams is hugely important but also hugely enriching and dare I say it, hugely fun. It enables our team to be more rounded perhaps than if we were in traditional roles in functional based organisations. A vital part of our role is to invest time in keeping one step ahead of the industry, looking at how the market is developing not just in the UK but overseas, gleaning external best practice and innovative concepts that are in the laboratory, not just from a technological perspective but in approaches to running business. Every journey, every day, everywhere, in every mode is an opportunity for us to learn. A word about headhunters Finally, a word about headhunters now that I am a full-on convert. In the hugely pressurised lives of the managers running our transport systems, where management turnover and the need to recruit is high, managers struggle to have the time to invest in properly sourcing candidates. We think that a good headhunter is one that does not turn his/her nose up at recruiting junior to middle management roles, as well

as the board level positions, recognising the need to give great value for money. It’s a tough gig, actively keeping in touch with candidates, knowing what drives them, their personal circumstances, understanding the highs and lows of their career to date. It also can be about – and this can be really satisfying – placing someone who has had their confidence knocked during a reorganisation where they have been re-organised out and seeing them re-gain their mojo. As a headhunter, if you work feverishly hard, are straight with the client and the candidate you can get the right candidate and delight the customer in the process. So, I take it all back – overseeing a consultancy is the most exciting of roles. For those who sometimes think that consultants and headhunters are on the periphery looking in and you have to have a role on a corporate ladder to be making a difference, think again. We hope we get to see and maybe understand some of what is is going on and have a part to play in so much of what makes the transport industry tick. It’s just that it’s under the radar and out of the limelight, which makes it even more fun. Alex Warner is the founder of Flash Forward Consulting

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Rail Professional


We are pleased with the aesthetic finish of the Stronguard™ RCS 75 which looks like our standard fence, whilst affording us the added benefit of the impact system

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ROPE ACCESS SERVICES Preferred supplier of rope access With over 18 years of individual experience providing rope access services, both on and offshore. Cygnet Projects have become a preferred supplier by many of their clients, recognised as a safe reliable solution to their ongoing maintenance and access requirements. Sister company Cygnet Resources are available to their clients for specialist recruitment services www.cygnetresources.co.uk combined makes Cygnet the ideal partner for resources and projects.

Cygnet Projects carry out the following services:

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Innovation with clients and environment in mind High Density Co2 Blasting is both a non - waste productive and environmentally friendly form of blast cleaning that has been developed to remove existing coating systems, corrosion products and soluble surface salts. Using frozen Carbon Dioxide pellets derived from high density liquid Co2 the blast medium sublimates and returns to a gaseous state upon impact. This sublimation results in no spent blast medium being created.

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81

A winning combination Business Consultancy Director of the Year Donna Butchart looks at running a consultancy in the rail industry

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s MD of a business consultancy, I am often asked what it is like running a business within the rail industry. I set up Prōject (EU), a niche business process and finance systems consultancy, 17 years ago in response to a growing need in the market for quality consultancy around how Oracle products could be used and adapted to help businesses at every level. My background is finance rather than IT, having qualified as a Chartered Accountant. However while working within accountancy I began to work on international Oracle implementation projects and I realised I could help other businesses extract maximum value from their finance system. Now our clients know that I am able to use my finance experience and expertise to see how their Oracle products can deliver results

The award was made as part of The Businesswoman of the Year Awards 2017 which recognises the exemplary work done by women in business worldwide. When you consider the low numbers of women working within both the rail and construction sectors, it is important that we have strong role-models for younger women joining the industry

through improved business processes. This is particularly relevant within the rail and construction sectors where our clients are running major projects and managing complex infrastructure portfolios. They are dealing with masses of data, which they need to carefully sift through to find the core information they need, often referred to as ‘big data’. We use our technology expertise to be able to extract the right data, in the right format; whether it is for a monthly report, a health and safety forecast, a board update or a financial summary. I have recently been awarded the Business Consultancy Director of the Year – 2017. Heather Ryan, the Awards Coordinator, said: ‘With this award, it is our priority to empower women all over the world and help transform corporate and media perceptions of females in the

industry.’ The award was made as part of The Businesswoman of the Year Awards 2017 which recognises the exemplary work done by women in business worldwide. When you consider the low numbers of women working within both the rail and construction sectors, it is important that we have strong role-models for younger women joining the industry. Our clients want someone who totally understands the products they have, so they can be confident that you are designing the best solution for them. This is one of the reasons that I make sure all of the Prōject team immerse themselves with every new Oracle product. We need to know its limitations and its full capability. That means our clients get the most out of their E-Business Suite and business analytics applications every time. Investing in people is essential within a Rail Professional


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We work with both public sector organisations and private corporate businesses; they tend to be large organisations that have extensive workforces, intricate complex IT systems and large data warehouses. Our projects are large-scale business processes, which mean that I can make sure that everyone, at every level, is involved with a client project consultancy. My team is made up of experts with unrivalled knowledge and expertise. This means we achieve a virtuous continuous knowledge transfer as everyone is interested in the latest technology opportunities, and

wants to both share and learn how they systems can be applied to help clients. We work with both public sector organisations and private corporate businesses; they tend to be large organisations that have extensive workforces, intricate complex IT systems and large data warehouses. Our projects are large-scale business processes, which mean that I can make sure that everyone, at every level, is involved with a client project. I want to stretch the boundary of possibilities for our senior consultants and developers, and give more junior team members the excitement and experience of developing innovative solutions. I believe the only way you can truly understand a clients’ needs is through experience and I work hard to give all of my team the opportunity to shape their own career and reward ambition and results. Shift in the market place As a go-to-provider of choice, we actively monitor the marketplace, ready to respond to changes. One of the current trends we are seeing is a shift in the marketplace as the IT team within the business is faced with increasingly sophisticated demands for reporting and business analytics from the finance and operations teams. Often businesses just aren’t geared up to be able

to deliver the business process change; they don’t have the in-depth Oracle product knowledge, the developer skills or the framework for business process change. We are helping clients who want to both future-proof their existing reporting functionality and consider how they can use their data to help run their business (through advanced business analytics). This is particularly true around adoption of Earned Value Management where we are helping clients to understand the real status of their major projects, programmes and portfolios against budget and schedule. Two of the key things highlighted by The Businesswoman of the Year Award judges were my technical expertise and inspirational leadership. As the MD of a niche IT business I am fortunate that we work for some of the UK’s largest rail and construction organisations, and that I have built a team who can deliver results to our clients. However, the achievement that gives me the greatest sense of satisfaction though is running Prōject (EU); when I look at our clients, the team and the solutions we deliver I feel a great sense of professional achievement. Donna Butchart is MD, Prōject (EU) Ltd

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Rail Professional


RIA12 compliant train-borne dc dc converter The URB series from Mornsun are a range of rugged ultra-wide input dc dc converters, when used in combination with the specially designed FC series input filters they conform to the challenging requirements of EN50155 and RIA12 for train-borne applications.

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Available in 3 input ranges: 24Vdc input (range 9 to 36Vdc) 48Vdc input (range 18 to 75Vdc) 72V, 96V, 110V & 120Vdc input (range 40 to 160Vdc) Output voltages: 3.3V, 5V, 9V, 12V, 15V & 24Vdc Power rating: 6W, 10W, 15W & 20W Mounting: PCB; chassis mount or DIN rail Efficiency: 90% Isolation: 1.5kVdc Cooling: convection Protection: reverse polarity; output short circuit; over voltage Lead time: 4 weeks By virtue of their design for the harsh environment of the railway, they are also suitable for many other applications requiring a compact rugged dc dc solution. Applications include: passenger reading lights; on-board Wi-Fi; passenger USB hubs; sensor control modems. The URB series and the filters are very competitively priced, for further information or to discuss your application please contact our technical sales team.

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Rail Professional


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| HIGH SPEED RAIL

High Speed 1’s powerful legacy This month marks ten years since the opening of the entire length of High Speed 1, the UK’s first high-speed railway

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his has enabled passengers to travel up to 186 mph from London St Pancras to Kent, Paris and Brussels, and has attracted at least £3.8 billion in economic and social benefits to Kent, London and the UK. Electrical power UK Power Networks Services is also celebrating this milestone, as the company is High Speed 1’s electrical infrastructure partner and the power behind the route that carries 75,000 train services and 20 million passengers each year, contributing to the success of High Speed 1 being the most reliable railway line in Europe. UK Power Networks Services invested £150 million into the design, construction and commissioning of the traction power

Rail Professional

and non-traction networks, which included four National Grid connections, 20 autotransformer sites and 36 substations along the 67 mile-length of the track. This investment has seen outstanding results for the local and national economy. Research by Visit Kent and Destination Research this year identified leisure journeys increased nine-fold since the opening of the line, contributing £72 million to the region’s visitor economy in 2017 alone, and an overall economic contribution of approximately £311 million. Financial stimulus Private investment in the electrical infrastructure of the line will also benefit the UK long-term, by deferring risk and public investment, where the assets will return to

the UK government at the end of the current concession in 2040. As a strategic partner and a member of an ecosystem of suppliers to High Speed 1 and National Rail, UK Power Networks Services continues to operate and maintain the power infrastructure of High Speed 1, proudly contributing to the impressive reliability of the line which has an average delay time of five seconds per train. The electrical reliability is due to the innovative design, where the traction power design included the use of Static VAR Compensators, and value engineering reduced the number of physical sites for the National Grid connections from four to three. This resulted in increased reliability of the electrical assets, reducing the overall


HIGH SPEED RAIL |

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UK Power Networks Services owns and operates the power assets and systems, which gives the travelling public and High Speed 1 certainty over maintenance, whilst keeping the assets up to date with modern technology costs for construction, maintenance, land purchases, planning, staff and insurance. These ideas and innovations earned UK Power Networks Services a British Construction Industry Major Power award. UK Power Networks Services owns and operates the power assets and systems, which gives the travelling public and High Speed 1 certainty over maintenance, whilst keeping the assets up to date with modern technology. Safety record Safety is the firm’s top priority when managing the power infrastructure of High Speed 1 and impressively, UK Power Networks Services has had no accidents, which resulted in staff taking time off work, during more than seven years of operating the line. Ian Smyth, director of UK Power Networks Services, says: ‘From the initial design, to project management, financing, and the construction of the electrical assets of High Speed 1, we are proud to have contributed to the success of Europe’s most reliable railway. ‘We continue to invest in the training and development of engineers working along the route, which has provided the opportunity for apprentices to move through technical roles to operational highvoltage engineering roles. This dedication will continue for at least the next 40 years. ‘By investing in local projects and local people, we’re helping the ongoing growth of local employment across Kent and London for decades to come. This ensures High Speed 1 will continue to meet the needs of its domestic and international customers, and that the UK has a safe, efficient and reliable high-value asset. ‘As the industry turns its attention to High Speed 2, we have learnt from the success of High Speed 1 and know the huge potential that private investment and innovation can bring to national infrastructure projects.” Email: enquiries@ukpowernetworks.co.uk Visit: ukpowernetworksservices.co.uk Rail Professional


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BUSINESS |

87

Earlier than most David Hope looks at getting rail’s high absenteeism rates back on track

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he latest results from FirstCare’s quarterly Index reveal the transport industry has a higher than average rate of absenteeism, but what part has rail played and how best can it manage employee wellbeing? This second edition of the Index - the Absence Management Barometer – has again exposed some particularly interesting facts; not least that Days Lost Per Employee (DLPE) has risen in the past three months. It also revealed the transport sector has returned with 8.08 DLPE over the past 12 months, higher than the national average of 7.2. A deeper look into rail alone uncovers an even higher rate of absenteeism at 9.62 DLPE over the year – the highest of any industry, including the NHS at 9.21. The industries with the lowest rates of absenteeism were entertainment, finance and insurance and retail. While reporting these statistics is important and gives a cross-section of how, why and where absenteeism occurs across

A deeper look into rail alone uncovers an even higher rate of absenteeism at 9.62 DLPE over the year – the highest of any industry, including the NHS at 9.21. The industries with the lowest rates of absenteeism were entertainment, finance and insurance and retail

the UK, what’s more crucial is how the data is used. The Index is used as a benchmarking tool for UK organisations to help them reduce both absenteeism and their healthcare costs, in addition to scanning the horizon to predict potential trends to help employers manage their absenteeism and workforce requirements. It examines more than 13 million days of absence across more than 180,000 employees in the UK, including those working in the transport sector. In fact, out of all the sub-sectors examined by this latest Index, rail performed considerably better than most

in the months of September, October and November but had its second worse month in August – which bucks the trend somewhat. The absence rates, therefore, for rail appear skewed to the rest of the UK. Rail’s lowest absenteeism rate came in February – the norm is April. But why is this? There’s a strong chance industrial disputes play a part in this, with some operators being accused of issuing the ‘sick note strike’ at various points throughout the year. And, with the RMT again voicing its concerns over the tactics being used by Rail Professional


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Out of all the sub-sectors examined by this latest Index, rail performed considerably better than most in the months of September, October and November but had its second worse month in August – which bucks the trend somewhat. The absence rates, therefore, for rail appear skewed to the rest of the UK. Rail’s lowest absenteeism rate came in February – the norm is April Southern Rail in ‘bullying’ its staff back to work, it appears that employees in this sector have been under a considerable amount of pressure and it’s no wonder the figures don’t align with the rest of industry. This no doubt adds to stress, which again gives weight to the rise of absenteeism in the summer months. It’s no coincidence that mental health issues accounted for the highest reason for days taken off from work in this season, pushing musculoskeletal into second place. And, the pressures upon employers to both manage holidays and illness during these months appears to be mounting, too. For the UK as a whole, August saw a seven per cent rise in DLPE over May, which when normalised to the working population of

Rail Professional

31 million, equates to an additional 1.25 million people taking time off sick during the summer months. While we anticipate the winter months continually create challenges for employers and managers, summer surprisingly brings its own issues and as has been recognised, when rail workers are potentially working at full steam. Rotas have to be reorganised as staff take holidays, while there is also the risk of employees taking time off for surgery caused by injuries as extra curricular activities and excursions are more commonplace when the sun is shining. Added to this, children being off school for a number of weeks can add strain and stress in the home – this should not be

underestimated or taken lightly. The rail sector is no different in this respect but absence in this sector is clearly exacerbated by other political and external factors that squeeze it from all sides. One thing we can glean from the mixed results across all industry sectors is that when it comes to managing absence in the workplace there is no ‘one size fits all’ solution. For this 12-month period transport returned absence rates above the national average as we have identified – but only just. We are aware that people working in this sector are often under immense pressures but with the right absence management policies in place it can be turned around. The key to this data, however, is to understand the trends around absenteeism and the impact it has on an organisation and its staff. Only that way will we be able to fully support our clients in reducing absenteeism and help improve the health and wellbeing of their employees. David Hope is CEO of FirstCare Absence Management


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BUSINESS |

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A call to action With bureaucracy between Network Rail and Toc’s halting the advancement of UK rail operations, says Mike Hankins, it’s time the industry has a champion at government level

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his year, Rowe Hankins was selected to appear in the latest edition of The Parliamentary Review – a government publication that flagships the very best practice in British businesses. Intended to celebrate excellence and to raise standards, it is sent to over half a million leading policymakers and businesses. The Review’s September release is now a key fixture in the political calendar and the articles act as both a blueprint for success and a template for reform. It fills me with immense pride to be chosen to contribute to such an important document, but it has also given me a platform to promote the vital importance of investing in innovative technology that improves safety and increases utilisation in rail operations.

While we have support from members of the Network Rail team, we continually stumble when it comes to implementation due the red tape between Network Rail and the train operators as to who will benefit the most from using the technology

The current situation At present, metal fatigue continues to be one of the main culprits in train and tram derailments. In 2003, the RSSB (Rail Safety and Standards Board) carried out a survey on wheel/rail lubrication practices. It found that where no lubrication is used the wheel life is only 170,000km. The addition of trackside lubrication only increases it to 300,00km. However, the most substantial impact occurs in the use of on-train lubrication, improving the wheel life to 1,000,000km. Research shows that an effective flange lubrication system significantly extends wheel life and reduces rail wear, when compared with a non-lubricated network. The use of intelligent wheel flange lubrication results in extending service and

maintenance intervals, reducing down-time and costs, and most importantly, improved safety, helping to prevent further train and tram disasters in the future. There are approximately 11,000 miles of double track in the UK. Network Rail uses a dated trackside lubrication system, which lubricates up to a quarter of a mile of track per system, meaning it would take 88,000 systems to lubricate all the track. Network Rail own 4,000 systems, resulting in thousands of miles of unlubricated track. This leads to wheel screech noise, down-time for maintenance and an increased risk of derailments. Commitment to advancement It’s for this purpose that the technical team at Rowe Hankins designed the Intelligent Rail Professional


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Wheel Flange Lubrication (iWFL), an onboard dispensing system which applies precise amounts of biodegradable lubricant and engineered for both national rail networks and urban tram services. The iWFL system uses geographical location-based dispensing of flange lubrication. Its intelligent design senses the location and intensity of track curves using a combination of GPS signals, speed and distance sensors. The unit processes the data and, only where required, applies lubricant precisely at each location. When used with our Intelligent Top of the Rail Friction Modifier (iTORFM) it improves safety by reducing friction and rail wear. This results in significantly reduced wheel noise screech levels and rail wear, and extends wheel life by up to 50 per cent, when compared with a non-lubricated network. It improves service and maintenance intervals, reduces down-time and costs, and most important, boosts fuel efficiency and safety. The on-board system lasts for the average life of a train, approximately 30 years. UK investment in new rail tech Britain needs to invest in new rail technologies that improve safety and increase utilisation in rail operations. Investing in iWFL will see a full return on capital expenditure in under 12 months, a

Rail Professional

significant saving, in the order of 10 to 15 per cent of total fuel cost alone. It is our strategic aim for iWFL to be standard among British rail operators. However, its implementation is halted due to the bureaucracy between Network Rail and the train operators. The eco-friendly and cost-effective iWFL system is already in use on rail networks across Europe, and train operators are already seeing the financial benefits. Great Britain, once a world leader in the rail industry, is lagging badly behind the rest of the world as it continues to operate on outdated and less efficient technology. Over the last few years, we have attempted to convince Network Rail to upgrade its rail network to the iWFL and iTORFM system. While we have support from members of the Network Rail team, we continually stumble when it comes to implementation due the red tape between Network Rail and the train operators as to who will benefit the most from using the technology. The honest answer is that the whole country will benefit, through cost savings, reduced pollution and efficient rail network. It is my belief that for the UK to achieve a fully integrated railway, it needs a champion at government level, who can give decisive, clear communication and instruction to

It is my belief that for the UK to achieve a fully integrated railway, it needs a champion at government level, who can give decisive, clear communication and instruction to push through change push through change. It should not need nationalisation of the railways for the UK to be working to the same standards as our European and international counterparts. Mike Hankins is managing director of Rowe Hankins


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Very high value for money It’s time to transform regional rail networks – and Jonathan Bray gives four practical examples of why and how it could be done

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rom the evidence and experience the Urban Transport Group and its members have developed over the years, we know investment in rail services can have a real and transformational impact on people’s lives and regional economies. Previous research from UTG has shown that investment in urban and regional programmes represents high or very high value for money, and returns far in excess of the original capital investment. Our latest report The Transformational Benefits of Investing in Regional Rail: four case studies is a powerful study of the benefits that improvements in rail infrastructure can bring to regional economies. Although the case studies are based on real examples they are indicative of what can be achieved from different types of rail schemes rather than fully worked-up business cases for particular schemes.

Our latest report The Transformational Benefits of Investing in Regional Rail: four case studies is a powerful study of the benefits that improvements in rail infrastructure can bring to regional economies

Rail Professional

The examples include the development of a new passenger service on an existing freight route (based on the Ashington Blyth and Tyne line in South East Northumberland), the linking of two radial passenger routes to create new longer-distance and crosscity journey opportunities (based on a new link in the West Midlands), a whole route upgrade approach (based on the Leeds-Harrogate-York line) and the total transformation of an entire rail network to include tram-train technologies and on-

street running in city centres (based on the Cardiff Valleys). The benefits that the report identifies from the four case studies includes the potential to generate more than 2,000 jobs and up to £70 million of additional GVA per annum (the rail reopening case study), the delivery of land for housing to support more than 3,000 new residents (the total route modernisation case study) and a total value to the economy of around £35 million of additional GVA each year (the developing


BUSINESS |

inter urban links case study). This excerpt from the report outlines the four case studies we have developed: Case Study 1 – is a single route and describes the introduction of a new passenger service on an existing freight line. The aim of the service would be to promote regeneration of surrounding settlements by increasing the opportunities to find work and releasing development land to promote housing growth along the corridor. The scheme is estimated to generate economic benefits worth £233 million in present value (pv) terms and have a benefit cost ratio of 2.35:1. Case Study 2 – describes a ‘whole route’ upgrade approach which is designed to transform an existing passenger service. The investment package would help to provide capacity that would support the delivery of housing growth and promote mode shift from the car to rail, in turn improving road congestion across the area. The benefits are calculated at £812 million (pv) and the scheme shows a benefit cost ratio of 4.0:1. Case Study 3 – describes an approach to linking two radial passenger routes into a city to create new cross-city and

longer-distance journey opportunities. The investment would improve inter-urban connectivity and reduce journey times to achieve a modal shift from car coupled to an improved network of local services that would support higher density development around new stations. Economic benefits are valued at £933 million pv and the benefit cost ratio is 3.58:1 Case Study 4 – describes an approach to transforming an entire local rail network. The outcome of the project would be a substantially enhanced city region functional labour market helping support regeneration, economic and housing growth while also in turn reducing congestion and improving the environment. The project could generate £3,608 million pv of benefit and have a benefit cost ratio of 3.0:1. The report shows investment in urban and regional rail schemes can bring transformative benefits for the areas served. It can re-connect left behind places, support the growth of city centres through providing the mass transit they need and unlock sites for much needed new housing developments. It builds on our recent Rail Devolution Works and earlier Destination Growth – the case for Britain’s regional railways publications

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as part of a body of work that makes for a compelling argument that modern and devolved rail services not only deliver the everyday function of people movement, but also drive real economic and social improvements long-term for the places they serve – and at a significantly cost-effective price. Research from UTG has shown that investment in regional rail in general represents very high value for money with every £1 of investment delivering £4.36 of benefits. These and other reports can be found on the regional and urban rail hub of the Group’s website. This evidence base will be used as part of the wider case UTG will be making for investment in urban and regional rail in the run-up to the Budget this month and as part of the rail industry processes which will determine Network Rail’s future investment plans. The Transformational Benefits of the Investing in Regional Rail: four case studies report should be seen as a signpost to what can be done and what can be achieved – if brave and forward-looking investment decisions can be reached. Jonathan Bray is director of the Urban Transport Group

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VIEWPOINT FEATURE |

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Destination Change If train operators can take advantage of this period of transformation they will realise the true potential of the railway station environment, says Jason Cotterrell

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ith more than 1.7 billion train journeys taken each year in the UK, travellers are using this type of transport now more than ever before. It’s no longer just about the transit, but the customer’s experience during this journey. The railway station sits at the heart of this, and train operators need to ensure this is high on their list of priorities. It will take more than the physical infrastructure to create a travel experience that makes people feel their journey is easy and rewarding. UK rail stations can no longer be perceived as just travel hubs, they need to be recognised as gateways to towns, and hubs for communities. They drive economic and social development, connecting the country through rail, regenerating areas in towns and opening

In Tokyo airport, technology is used to assist passengers with limited mobility, with robotic wheelchairs being available throughout the terminals at the touch of a button. Users can select their destination via their smartphone and the wheelchair will identify their location and the fastest route there. Facial recognition technology and smart wallets are used in Dubai airport to speed up traveller journeys. This all seems very futuristic... but it’s fascinating to see how far forward these innovations are taking transport environments

up job opportunities both within the stations and by giving passengers the ability to travel further for work. As well as jobs, the potential for new commercial space and housing is vast. The case for investment Take the Euston Station redevelopment, which is particularly interesting given its role in HS2. The £2.25 billion investment will include a complete rebuild of the station, which serves more than 40 million passengers a year, but is also a catalyst for wider development and improvements to the surrounding area. These will have a hugely positive impact on the passenger experience as they travel, offering improved community facilities and connectivity across rail and other transport modes. Another example is the ‘Darlington 2025’ project, which will build connections across the UK, with the development of 1,500 new homes, 98,500 square metres of commercial space and the creation of over 3,000 jobs. Or take a look at Stockport: the station is the focus of an impressive redevelopment with commercial, retail and leisure facilities Rail Professional


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regenerating what was frankly a tired nightclub and car park. Retail has increasingly become an important reason as to why people choose to visit certain stations. We’ve seen from figures released last month the true potential for retail at stations – for the three months to June this year, £192.5 million was spent at Network Rail stations, with total sales up 5.3 per cent. 64 million passengers visited shopping outlets over this period, with fashion and gift sales doing particularly well, climbing 33 per cent and 53 per cent respectively. These results are testament to the ongoing investment in stations. Transformation at stations such as King’s Cross and Birmingham New Street has led to increased sales but crucially, better passenger satisfaction – the biannual Transport Focus passenger satisfaction survey found that 83 per cent of the 27,000 people surveyed were satisfied with services, up by three per cent on last year. What do customers want? Toc’s have the challenge of developing stations that work as destinations in their own right, while not forgetting their fundamental purpose. It’s about going above and beyond the expectations and providing services for customers that they didn’t know they needed. Think about the introduction of Wi-Fi. Whereas once it was considered a luxury to

find Wi-Fi in a station or on public transport, now this has become an expectation for passengers. Research from our national consumer panel work.shop.play. revealed 79 per cent of urban travellers think it’s important to have Wi-Fi at stations, even rating it higher than cash machines, heated waiting rooms, coffee shops… and toilets! Wi-Fi doesn’t just benefit passengers; it gives Toc’s a well of untapped data which can unlock huge potential if used in the right way with the right partnerships. The TfL WiFi pilot conducted last year demonstrated how data can help train operators with station design, mapping passenger journeys, understanding retail opportunities and supporting commercial development. With the increased dwell time that comes with the shops, restaurants and bars that now enhance rail stations, data can not only help transport operators make daily commutes easier and more comfortable, it can help them to understand what passengers look for in a station, to create more engaging environments and unlock new commercial opportunities. What could the future hold? If we look at other markets across the globe, it’s clear that creating an experience and, ultimately, a destination where people want to go, is key. From better signage and developing apps for people to find their way around easier, through to adding retail options in transport

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Rail Professional

hubs. Airports, in particular, are leading the way when it comes to these innovations, and Toc’s can learn from their approach. In Tokyo airport, technology is used to assist passengers with limited mobility, with robotic wheelchairs being available throughout the terminals at the touch of a button. Users can select their destination via their smartphone and the wheelchair will identify their location and the fastest route there. Facial recognition technology and smart wallets are used in Dubai airport to speed up traveller journeys. This all seems very futuristic, I know, but it’s fascinating to see how far forward these innovations are taking transport environments; these spaces are transforming from what passengers would have traditionally seen them as, into new and exciting destinations, and all with the ultimate purpose of making the passenger’s life easier. It comes down to looking at what the customer wants. If train operators can take advantage of this period of transformation, keeping the passenger – and what they want – at front of mind, they will realise the true potential offered by the railway station environment, impacting both the bottom line and delivering a stand-out experience for their customers. Jason Cotterrell is group development director, Exterion Media


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TECHNOLOGY |

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Future in mind Sedat Sezgün looks at leveraging COTS safety technology for the digital railway of the future

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he international rail market has great potential with above average growth rates predicted for the next three decades and increasingly the rail industry is inclining towards digital technology. Within this context, the industry is in the midst of a change from costly proprietary safety technology to open source, commercial offthe-shelf (COTS) controllers that provide flexibility and cost saving for digital rail transport. More and more vital control processes are being implemented as cloud – or internet – based solutions. In the digital age, safety controllers form the basis for critical applications such as level crossings, rolling stock and interlocking. In addition, the interplay of safety and security is becoming

Presently many railway applications are an eclectic collection of proprietary technology, often consisting of several generations of equipment. This lack of standardisation and modularity makes maintenance and system extensions both complicated and costly

increasingly important, and in the ‘Rail 4.0’ era, COTS controllers can be more flexible and more economical than proprietary safety technology. The question of which is preferable – proprietary safety technologies or standardised, COTS solutions – is currently a hot topic. COTS designates series production controllers, which are sold in large numbers and deployed in a variety of industry sectors. Thanks to the use of standard components, they are significantly less costly than proprietary systems, while at the same time fulfilling all important safety standards of the railway industry. The global market share of COTS controllers in safety-related electronic systems is expected to be about 25 percent by 2020.

The benefits of COTS vs proprietary systems Historically, the railway industry was slow to change. It did not help that for the past decades, technological advancement was relatively sluggish in the rail industry. Now, with the advent of digital technology resulting in lower cost of COTS, more stringent compliance requirements and the need for flexibility and scalability, there is a clearly visible trend toward COTS components as the new standard. Proprietary safety systems are developed and produced in small quantities. That makes them more expensive than COTS systems and it limits their application flexibility. After original equipment installation, users are ‘forced’ to procure Rail Professional


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follow-on systems from the same manufacturer, which is often the control system supplier. By contrast, COTS systems are standardised, produced in large numbers and have a prior track record in numerous applications outside the railway industry. Using standard components gives railway operators flexibility in their choice of suppliers and allows them to select the ‘best of breed’ solution for each application, including safety technology. A decisive prerequisite for the digital railway era is the networking of a wide variety of systems for data exchange. Here as well, COTS safety controllers have an advantage over proprietary solutions because the interfaces of conventional systems are not standardised. That can make it difficult to integrate those solutions into existing heterogeneous automation architectures. Due to proprietary programming, in many cases only the controller manufacturer is able to carry out upgrades, updates and maintenance. By contrast, COTS controllers have operating systems that are based on globally available standard programming languages compliant with IEC 61131. They also support interfaces for all major communication protocols, including Ethernet, TCP/UDP, RS485, RS422, RS232

and CAN. Standard industrial protocols are used for communication. Many people come into contact with a safety controller during its long lifetime. They include hardware and software developers, operators and users – train drivers, maintenance staff, assessors, inspectors from approval agencies and commissioning technicians. Consequently, the system should be as simple and intuitive as possible. The objective is to make it as easy as possible for all people who deal with vital matters every day to operate safely and reliably, and manage very complex machines such as railway vehicles. Reducing the complexity of safety systems also reduces the cost of training service employees. Presently many railway applications are an eclectic collection of proprietary technology, often consisting of several generations of equipment. This lack of standardisation and modularity makes maintenance and system extensions both complicated and costly. Standardisation and the widespread use of industry-standard programming languages compliant with IEC 61131 make COTS controllers easier to use and maintain, making operating and life cycle costs significantly lower in comparison to proprietary technology with the same level of safety.

Due to the required long-term availability of safety controllers in rail transport, in part made necessary by the long useful life of rolling stock, future viability is an important evaluation criterion. The acceleration of adopting digital technology and evershorter innovation cycles increases the significance of this aspect. With proprietary technology, the cost of keeping the solutions constantly up-to-date is relatively high due to the small production volume. For users there is also a risk that the product may no longer be available for the next application. The standardisation and widespread use of COTS systems will give users more planning security. That also applies to the availability of spare parts and software updates. Moreover, COTS controllers comply with the strict SIL 4 standard in accordance with CENELEC, the European Committee for Electro-technical Standardisation. With their modular structures, standard communication interfaces, and stringent safety compliance, COTS systems are easy to adapt to changing needs arising many years later.

Sedat Sezgün is head of rail, HIMA Paul Hildebrandt (Germany)

From May 2018 we will be introducing a significantly enhanced RISQS, the Railway Industry Supplier Qualification Scheme used by Network Rail, London Underground and 100-plus other buyers with over 4,000 supplier members throughout the GB rail industry. It is the supplier qualification scheme by the industry, for the industry. The enhanced RISQS will feature a new easy to use platform with more functionality, better integration with buyer systems, and the ability to respond more quickly to industry requirements. We are running a series of industry engagement workshops for suppliers during November:

• Bristol on November 2nd • London on November 3rd and 6th • Doncaster on November 8th • Glasgow on November 13th • Birmingham on November 16th To book please visit www.risqs.org/supplier-events

www.risqs.org

Rail Professional


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Celebrating the best of UK rail The entries are in, the judges are deliberating itâ&#x20AC;&#x2122;s time for another star-studded evening of networking and celebrations with the 20th Rail Business Awards

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stablished 20 years ago to mark the very best developments across the UK rail sector following privatisation, the Rail Business Awards has become firmly established as a highlight of the UK rail industry calendar. It provides an unrivalled opportunity to pay tribute to all the hard work that goes on day in, day out. Part of the Railway Gazette Group at DVV Media International, alongside Railway Gazette International and the agendasetting newsletter Rail Business Intelligence, the Rail Business Awards is supported by lead sponsor Ricardo in association with Rail Professional.

Attendees More than 600 senior executives and industry leaders will be gathering at the London Hilton on Park Lane on February 22 2018 for the 20th anniversary event, and we are lining up a very special host to mark the occasion. The Rail Business Awards give companies and organisations a unique opportunity to tell everyone about their achievements during 2017, and a chance to celebrate the people behind the scenes that make it all happen. The awards are open to any company of any size that conducts business within the UK rail industry, and a wide range of entrants are competing for the 18 categories which are up for grabs this year. These categories have been carefully selected to recognise many different aspects of the rail business, from individual achievements through customer service and technical innovation to operational excellence in both passenger and freight. The presentations will culminate with the coveted award for Rail Business of the Year, awarded by a panel of independent judges on the basis of the results from the other categories.

Whether you have entered or not, the awards evening provides an unrivalled opportunity for networking with colleagues and contacts across the rail industry, at the prestigious five star London Hilton on Park Lane. Tables are already selling fast, so now is the time to get your booking in. The evening will begin with a drinks reception in the Wellington suite, before assembling in the Grand Ballroom for a sumptuous meal, an entertaining talk from our celebrity host and the awards presentations. Our 20th anniversary celebrations wonâ&#x20AC;&#x2122;t end there, as you can dance your way into the night at our exclusive after-show party.

Book a table Join us for a great night out â&#x20AC;&#x201C; book your table today. To book your tables visit www.railbusiness awards.com, which provides more details of the Rail Business Awards and the many industry-leading companies among the award sponsors. Further information about the Railway Gazette Group is available at www.railwaygazette.com Tel: 020 8652 5200 Email: info@railbusinessawards.com Visit: www.railbusinessawards.com Rail Professional


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KAM - Strength in partnership A client with a vision. A Managing Director who previously operated the world’s largest light rail network. And two stakeholders with world-class operational experience and infrastructure expertise. KeolisAmey Metrolink is a perfect example of how, even in a crisis, a strong clientoperator partnership is the key to providing an intelligent transport network for customers

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hen KeolisAmey Metrolink (KAM) was handed the reins to Greater Manchester’s Metrolink light rail network, in July 2017, there was a simple philosophy at the heart of the new operator’s business; Thinking Like a Customer. It sounds like an obvious concept, but having a customer-centric focus is an idea that is only now being regularly engaged with, as clients and operators alike explore how they can make the most effective use of the data and technology now at their fingertips. It means that companies need to consistently ‘walk the talk’ to ensure that customer needs are at the heart of every decision and see using the public transport network as the obvious choice for their journey. This involves both an inwards and outwards outlook to get the best quality of service for every individual customer. Inwardly, it involves understanding the need of every customer at every step of its journey. Outwardly, it translates into being prepared to engage with fellow operators, actively integrating our customer offers, whilst working together as an industry, alongside clients, to remove or mitigate all customer pain points. Keolis and Amey are in one of the strongest positions to help lead this drive towards intelligent mobility, not least from

Rail Professional

the experience gained through their awardwinning partnership running the UK’s busiest light-rail network, Docklands Light Railway, where KeolisAmey Docklands was recently nominated as Operator of the Year at the 2017 Global Light Rail Awards. Keolis is now involved in the delivery of one in every three light-rail journeys in the UK (as it also run the tram network in Nottingham, where timetables are integrated with the local bus companies) and has drawn on its expertise from across the globe. Amey brings its engineering and asset

management expertise, underpinned by operational experience across the UK public services sector. Access to Amey’s consultants, who can use the latest data science techniques and technology to analyse performance, means that clients can make decisions about their infrastructure and manage risk effectively. In Greater Manchester, the KeolisAmey Metrolink partnership also benefits from having a client, Transport for Greater Manchester (TfGM), who comes with a crystal-clear vision for its transport system; a prescriptive set of obligations and performance measures, and the appetite for enabling the community to maximise on the opportunities provided by over £1.5bn investment in the Metrolink system over the last 10 years. The network is now the UK’s largest, spanning more than 60 miles and boasting 93 stops across seven lines. The most recent figures show that it now delivers 40million passenger journeys a year. KAM’s Managing Director, Aline Frantzen, is clear that KAM has inherited an already high-performing network that has been designed with passenger safety and accessibility at its core. Her experience and knowledge, having held the chief operating role at Yarra Trams


PROMOTION |

in Australia, gives her the understanding of what good looks and feels like, and she’s keen to drive this ethos throughout the business. However, what Metrolink’s existing excellence means, is that when things don’t work, customers quickly feel the pain of poor service. KAM was just one week into its new operating contract when it was faced with the unwelcome decision of shutting down the entire network. On a Saturday morning as the weekend service got underway, a section of fibre optic cable and key equipment failed, resulting in complete loss of communication between network critical systems such as the TMS (the system that manages tram traffic) and the Radio System (driver communication). From the initial failure, the IT network started to fail and, over the next 10 hours, key systems went off-line. Critically, in the early afternoon, KAM lost the ability to speak directly to the tram drivers and in the interest of everyone’s safety the decision was made to stop services. The shutdown lasted just over 8 hours and services were back up and running the next morning, but this was the fourth time in 18 months that customers found themselves without their trams. It meant that KAM’s response had to be swift, robust and able to meet the single, stark instruction of the new Mayor, Andy Burnham – never let it happen again. Haste and speed are not the same thing however and, whilst KAM was quick to take action, the approach has been thorough and meticulous, working closely with TfGM and key supplier Thales, to not only find and fix

the root cause, but to ensure that there is resilience in the network. This means that if something were to go wrong again the network will keep running. The long-term work will continue throughout the rest of the year but after 5000 man hours, nearly 1km of fibre-optic cable replaced (creating a back-up network should the cable fail again) and a new oncall team of specialist technicians recruited and available 24 hours a day, seven days a week, KAM is much more confident in the network’s contingency plans to keep services moving in all circumstances. The intelligence gathered about the network during this root and branch review will prove invaluable as KAM takes advantage of a network moving into ‘steady state’. The best practice expertise from colleagues at Docklands and overseas will, likewise, enable smart counsel. And whilst Metrolink has some final expansion work with the Trafford Park line construction providing a direct connection to the Trafford Centre by 2020, its ‘big bang’ expansion programme finally came to a close with the opening of the Second City Crossing in early 2017. KAM’s approach is two-fold. The operational experience it draws on from Keolis and Amey means it understands the simple touches that really matter to customers - improved security, cleaner infrastructure and reliable assets – and how to work with the community to drive change. It is these standards that form the foundation of KAM’s performance targets, and early progress has been well received, with a new cleaning regime implemented,

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and the deployment of TravelSafe Officers to support customer service staff and police to further enhance passenger safety and security. But KAM does have clear ambitions around the role it can play in helping TfGM in delivering the latter’s 2040 vision and help meet the Mayor’s objective of integrated travel for the region. TfGM is already reaching out to organisations to increase the choice of transport mode, such as becoming the first city in Europe to introduce the Mobike cycle hire scheme, and making incremental improvements to its “get me there” travelcard as it works towards a truly integrated, multi-modal smart ticketing system, so KAM knows it needs to be on the front foot to support this evolution. KAM’s use of tools such as a visualisation room – a place that is always open to employees and client alike, displaying the latest performance data - means that it is always possible to see how Metrolink is performing and enables transparent conversations between TfGM and KAM about the state of operations. This step-change in the approach to the client-operator relationship means that Keolis and Amey are therefore in the prime position to draw on the brainpower and operational muscle within their two organisations to interpret and use data and technology in an intelligent way, helping TfGM get the most out of their investment. Tel: 0161 205 2000 W: www.keolis.com/en W: https://www.amey.co.uk/aboutus Rail Professional


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HS2 celebrates National Inclusion Week by achieving Disability Confident accreditation S2 Ltd has achieved Disability Confident Level 2 accreditation for its ‘leading practices in equality, diversity and inclusion’. Disability Confident is a scheme designed to help organisations attract, recruit and retain disabled people. Level 2 accreditation acknowledges a number of measures including removing barriers to disabled people and those with long-term health conditions, and ensuring that disabled people have the opportunities to fulfill their potential and realise their aspirations. Head of equality, diversity and inclusion (EDI) at HS2 Ltd, Mark Lomas said: ‘Our aim is for HS2 to be built by people as diverse as the population it serves. To do this, we need to change perceptions and we need to reach a wider talent pool. At HS2, we want to create the most diverse workforce in British infrastructure – not just in our company but across our whole supply chain.’ He continued: ‘We are already changing the way the sector recruits and are determined to ensure our major contractors meet the commitments set out in their contracts to promote inclusion and diversity.’ HS2’s Tier 1 contractors, Arup, recently became the first engineering consultancy to achieve the National Equality Standard, recognising its commitment to EDI practices.

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TWI taking part in new project to investigate train door failure new project, funded by the European Union’s H2020-FTI (Fast Track Innovation) Pilot programme, is aiming to develop a system to detect train door failures and predict their remaining lifetime. The Vibration Analysis for Remote Condition Monitoring (VA-RCM) project, set to run until 2019, has TWI involved as part of its Innovation Centre partnership with the Transport Systems Catapult, under the banner of the Smart Asset Management Innovation Centre (SAMIC). The consortium for the project also includes Hitex (UK, Germany), Transports Metropolitans De Barcelona SA (Spain), and Innovative Technology and Science Limited (UK). The principle is to apply vibration analysis and pattern recognition to signals received from the train doors and reported to a central location via the internet. This information can then be used to analyse the level of functionality and assess mechanical damage to the train doors. Sofia Sampethai, project manager from Transport Systems Catapult said: ‘This can pave the way for better maintenance, enhancement of future design of train doors and, most importantly, a decreased number of accidents.’ VA-RCM is a project funded by the European Union’s H2020 research and innovation programme under grant agreement No 730766. Visit: www.twi-innovation-network.com

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TWI helps Merseyside Engineering College meet industry demand for staff irkenhead’s Engineering College is to launch a commercial welding training centre. Part-funded by Liverpool City Region’s Growth Deal, the centre got the go-ahead after the College gained CSWTO certification from TWI Certification, which confirms the facilities, equipment and staff are fully compliant with the requirements of CSWTO (Certification Scheme for Welder Training Organisations). With 330 apprentices being trained currently and more than 70 clients across a range of sectors the welding training facility has been set up as a direct response to industry demand. Engineering College CEO, Terry Weston explained: ‘Since re-branding in late 2016 our commercial welding team has been working alongside The Welding Institute to set up a certified commercial welding training and testing centre. Feedback from companies we work with highlighted the lack of certified welding test centres in the local area. Collectively we saw the opportunity to tackle the training gap. However, we are not only here to undertake welder qualification testing but to train and develop welders to meet the skills shortage in an evergrowing industry.’ The facility, located in Monks Ferry, Birkenhead, includes eight high-spec welding bays with state-of-the-art extraction systems over a 200m2 work area. There has also been further investment in classrooms with new IT facilities to deliver technical training and testing. Visit: www.twi-global.com

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Tout le monde for SNCF 2B travel technology company, SilverRail, has announced an industry-first connection to French rail operator SNCF. The new partnership means that SilverRail will be the first non-SNCF partner to connect to SNCF inventories via its PAO (Portail d’Acces aux Offres) API. Access to the PAO API will enable sales and after-sales operations on SNCF operating carriers including TGV, Eurostar, Thalys, TGV Lyria, RENFESNCF in cooperation, DB-SNCF in cooperation, TGV Bruxelles-Provinces, TGV France-Luxembourg, SNCF Italy, Intercites and Regional train (TER). This means SilverRail will be able to distribute SNCF products through its SilverCore technology platform to travel management companies and online travel agents in other European countries and globally, allowing them to book SNCF tickets on high-speed, long and medium-distance routes. France is one of the largest European markets for rail with more than 1.2 billion travellers a year, and was the first to invest in high-speed rail. Today more than 200 cities are connected to highspeed TGV trains. By enabling SilverRail to distribute globally, SNCF can expand its reach to international travellers looking to book rail travel within France. Fabien Soulet, director of business, corporate and travel agencies said: ‘SilverRail has taken a global approach, developing the world’s first unified technology platform for rail. This is an approach that seduced us and should expand our indirect distribution network internationally, and thus our sales.’

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Vislink enters agreement with Panasonic on video communications G Technology, a provider of wireless video solutions has announced that its Vislink business has entered into an agreement with Panasonic System Solutions Europe to collaborate on projects to bring Vislink’s video communications technology to the rail industry. Vislink says its solutions are suited to situations that involve high-speed vehicles, the effects of shock and vibration and challenging radio frequency conditions – all typical in rail operations. James Walton, president of IMT and head of IMT and Vislink operations outside of the Americas, said: ‘We are pleased to embark on this exciting partnership with Panasonic to introduce our technology to the rail market, where it has the opportunity to significantly improve efficiency of operations, leading to new and better services, enhanced reliability and improved passenger safety.’ Tony O’Brien, managing director of Panasonic System Solutions Europe, said: ‘We needed to find the right technology partner to help us in this challenging environment and in Vislink we have found it. Together, we can solve long-standing challenges that the industry faces, such as the ability to offer latency-free surveillance across the rail network.’ Visit: www.imt-solutions.com; www.vislink.com

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Freightliner and Tarmac open new rail depot Tarmac rail depot within Freightliner’s existing Garston complex, which will take around 10,000 trucks off the roads every year, has been opened by the Mayor for Liverpool City Region, Steve Rotheram and local MP for Garston and Halewood, Maria Eagle. The operation will receive up to 300,000 tonnes of aggregates a year for onward supply to Tarmac customers across Merseyside and Cheshire. Richard Kirwin, area director for Tarmac, said the depot is part of its national strategy to increase the movement of material by rail. ‘The operation at Garston enables continuity of high quality material supply to customers in the North West, at the same time as supporting an important drive towards more efficient, sustainable transport and a lower carbon built environment.’ Rotheram said: ‘This depot will help serve the ambitious development plans that I have for the Liverpool City Region, and I am heartened to hear that Tarmac is putting environmental concerns at the centre of its thinking. Moving materials by rail over long distances has to be better than thousands of HGV movements on our already crowded roads.’ Maria Eagle described Garston as a perfect location for a rail freight depot to serve the Liverpool City Region and beyond. ‘We have years of underinvestment in our national infrastructure to catch up on, and I am really pleased to see Garston playing such an important strategic role in this. I particularly welcome the new jobs that the rail depot will create.’

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Card, West Yorkshire’s multi-operator smartcard ticketing scheme, has released an android app that customers can use to buy and then load tickets. One of the first of its kind in the UK, the app is being credited as being a ‘game-changer’ in the way customers choose to buy their travel. The app is fully compliant with the ITSO part 11 solution and has the ability to communicate with all relevant databases to deliver transport ticketing for use instantly, in real time. Due to its ability to read and understand all available ITSO products, it is also possible for MCard to issue new ticket types and pricing ‘on the fly’. The app, which can be downloaded from Google Play store, is free and customers can purchase and upload day, weekly, monthly and annual tickets for travel on just buses, or buses and trains throughout West Yorkshire. Richard Armitage, chairman of the MCard scheme, said: ‘Our customers already have a variety of retail options to choose from when purchasing their travel tickets and loading them to their MCards. The app will enhance this offer and allow passengers to buy and load their MCards 24/7 wherever they find themselves. The app was developed by Molten Mouse, a digital delivery agency specialising in the public and transport sectors.

CILT and RSA merger puts rail sector on right track he Chartered Institute of Logistics and Transport has merged with the Railway Study Association. The vision is to create an industry-leading forum for the rail sector which will allow individuals and organisations to share best practice, knowledge and opinions. The merger is expected to bring extra weight to CILT’s influence across the profession and RSA’s membership can join CILT. RSA will act as its own forum within the Institute through the newly formed Railway Studies Association Forum, which will continue to organise and host events, study tours and seminars for rail professionals. Professor Richard Wilding, chairman, CILT, said: ‘This is an exciting merger that brings with it a wealth of influence, prestige and expertise that will help CILT lead the way in shaping the future of the rail industry.’ Kevin Richardson, chief executive, CILT, said: ‘I am looking forward to working with the members of RSA to build on the history and the strengths of the organisation. I am eager to see how this merger will evolve and bring value to all of our members involved in the movement of goods and people.’ Neil Micklethwaite, president, RSA, said the merger ‘provides a huge opportunity to our current and future members to better engage with and understand the wider sector and profession within which we now operate.’ RSA members are requested to contact the Membership Services Department to confirm their membership with CILT. Tel: 01536 740104 or Email: membership@ciltuk.org.uk

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Engineering in the news he Institution of Engineering and Technology (IET) and ITN Productions have launched a news and current affairs-style programme Engineering the Next Generation, which explores the challenges, careers and future of modern engineering in the UK. With the government announcing £229 million of industrial strategy investment, Engineering the Next Generation is aimed at bringing to life the opportunities and challenges the sector in the UK faces, the changes in policy and long-term impact on the UK economy. The programme will showcases the work being done to attract future generations to engineering and the diverse range of jobs available in this sector, many which are unknown to career seekers. It also looks into how work experience and apprenticeships play a vital role in attracting the younger generation into a rewarding and life-long career in engineering. Alison Carr, IET director of policy, said: ‘Engineers are creators, inventors and innovators and we hope this programme inspires the next generation of talent, who will play a vital role in shaping our future.’ Simon Shelley, head of industry news, ITN Productions, said: ‘By examining the importance of engineering we hope to contribute to the debate on how we ensure the growth, talent and perceptions of the sector.’ To watch Engineering the Next Generation visit: www.theiet.org/itn  

Stagecoach Group commissions purchase invoice approval system he Group has become an early adopter of a bespoke cloud-based system to automate its purchase invoice approval process. The product, from Cloud B2B Solutions, has enabled the Stagecoach Rail Business Development (SRBD) team to reduce supplier payment delays by allowing invoice approval anytime and from any location. Additional benefits include more efficient invoice processing, with better traceability and auditability. SRBD was faced with challenges as its geographically dispersed team was not available to sign off paper invoices manually. In addition, authorised invoices then had to be sent for payment to the Head Office in Perth – leading to delays in settling supplier invoices. Using a streamlined workflow process, the new system allows for up to five levels of approvers. Invoices can be approved, rejected or queried, and notes can be added for explanations of actions taken. ‘By using the cloud B2B platform, we have put the key processes on screen, which gives us the advantages of speed, traceability and auditability that a paper based system did not have,’ said Donna Haigh, RBD finance manager and business lead for the solution. Visit: www.cloudb2bsolutions.co.uk

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Strong connections for a resilient network WAGO’s Paul Witherington, marketing manager for UK & Ireland, explains why reliable termination of electrical connections is crucial for Britain’s railways

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e’re at that time of year again where Tocs have to weather their annual battering in the press – leaves on the track, flooding, ‘the wrong kind of snow’, too hot, too cold, too wet, too windy – all largely things beyond their control. Whilst the headlines may not be fair, and certainly don’t reflect the reality, it does go to show that customers continue to have very little patience when it comes to reliability issues. When considering the electronics used on and around the rail network, you need to be sure that your electrical connections are reliable and secure, so that failures can be avoided wherever possible, even in the most extreme conditions. The challenges presented by the British climate demand electrical connections that are sufficiently robust to withstand heat, cold and rain, and that’s before you consider the rugged nature of the modern railway itself. As well as protection from the elements, connections also need to be able to withstand the rumbling of regular passing traffic, or even nearby engineering works. Clamp mechanisms As more and more devices across the UK rail network become electrified or automated both onboard and trackside, the safety, reliability and security of wire terminations becomes increasingly important.

In this respect, clamp mechanisms are fast becoming the preferred method for termination of connections, due to their superior reliability and ease of use compared to screw-type methods. Screws will invariably loosen over time due to repeated temperature cycling, and eventually fail, and that’s before you factor in the harsh environments and repeated vibrations found on railways. Screwless connections are far quicker and easier to install, and since the clamp mechanism doesn’t damage the wires, individual connections can be rewired more quickly, and entire cabinets can be subsequently reconfigured more easily with less downtime. Indeed, with no tools required and simple, push-in termination of solid and ferruled conductors, wiring time can be reduced by up to 75 per cent. Shock resistant blocks WAGO’s TOPJOB® S DIN rail-mounted terminal block is ideally suited to the demands of the modern railway. It is suitable for all conductor types from 0.14 mm2 to 25 mm2 including stripped, solid, stranded and fine-stranded with ferrules. WAGO’s Pushin CAGE CLAMP® technology means that once a wire is inserted, the spring adjusts automatically to the conductor size; this means that the wire is held securely and indefinitely. The terminal block can withstand shocks of up to 500G and vibrations of up to 20G, making it suitable for the harshest environments. The product family comprises the industry’s widest range of conductor sizes and includes single, double, triple and quad-deck terminal blocks as well as fuse, disconnect and diode terminals. The TOPJOB® S rail mounted terminal blocks

enable all of the above conductor types to connect one size greater than their rated cross section, saving up to 25 percent on wiring space and costs. A comprehensive range of feed-through and special function terminal blocks are also available, providing safe, secure, reliable termination of connections for many different railway applications.

TOPJOB® S rail-mounted terminal blocks are quickly and clearly labelled using continuous marking strips. Using free software, the strips can be printed with four lines of information with sufficient space to designate each module and its function. This ensures wiring accuracy which saves time and reduces waste. Tel: 01788 568008 Email: ukmarketing@wago.com Visit: http://global.wago.com/uk Rail Professional


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Failure not an option for Waterloo Station Having finished refurbishment work on Waterloo International Terminal’s iconic roof, Walker Construction returned to earth to extend London Waterloo’s platforms

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roper planning prevents poor performance. One of those ‘helpful’ acronyms we all know and love – and never was it so much in evidence than during the project to lengthen the platforms at London Waterloo station. The largest and busiest railway station in the UK, London Waterloo is the terminus for many routes from the south and southwest of England and, via a network of branch lines and stations, provides commuter services for the area southwest of the capital. Train operating companies using Waterloo manage around 1,600 trains carrying over 650,000 passengers a day – the busiest commuter service in Europe – but, as any regular commuter will tell you, those trains were horrendously overcrowded at peak times. The reason was simple. Platforms one to four at London Waterloo could accommodate only eight-carriage trains – lengthening them to allow ten-carriage, Class 707 trains would increase peak time capacity by as much as 30 per cent and this would ease, if not solve, the problem.

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Extending the platform Although the reason was simple, resolving the problem was anything but. Lengthening platforms one to four would have been relatively straightforward if the approach to the station was straight – but it’s not, it’s curved, and that’s the problem. The track, points and cabling serving platforms one to four would have to be lifted and re-laid to allow them to be extended. But the new track layout would conflict with the track serving platforms five to eight, and resolving that would mean lifting and relaying more track and revising the platforms to suit. Although not needing any track or structural changes, platforms nine and ten would also have to close as the points serving them, some 250 metres downline, were shared with platforms one to eight and would be temporarily out of action. And it wasn’t just platforms and track that would be affected, the signalling infrastructure would also need to be revised. Carrying out the work would close over half of London Waterloo’s 19 platforms causing intolerable levels of disruption for passengers throughout the region.

Avoiding disruption In 2007, Eurostar moved from Waterloo International Terminal to St Pancras, leaving the five Eurostar platforms disused. The plan to return these to domestic service use, a major task in itself, offered an opportunity for Network Rail to realise its long-held ambition: if at least some of the services using platforms one to ten could be temporarily transferred to platforms 20 to 24, disruption might be reduced to an acceptable level. In March 2016, Network Rail announced a major infrastructure programme, the £800 million Waterloo and South West Upgrade, a plan which included rebuilding Waterloo International Terminal, bringing platforms 20 to 24 back into use and extending platforms one to four to allow longer, ten-carriage trains to be used. The project would be managed by Network Rail and undertaken by the Wessex Capacity Alliance, a consortium made up of Skanska, Colas Rail, Aecom and Mott MacDonald. Although partially mitigated by reopening platforms 20 to 24, closing platforms one to ten would inevitably cause severe disruption: there would be fewer train services; those running would be busier than usual; journey times would lengthen; queues would be longer and passengers might have to use alternative stations which would


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Walker Construction’s feverish activity during the 18-week ECI period started to pay dividends. The origintal plan required the demolition of parts of the existing platforms but the company proposed a variety of alternative techniques which, once tested and approved, could be carried out before the blockade came into effect, reducing risks to the three-week timetable then affect other train operators and their passengers. Incredibly good planning was going to be essential. As peak-time passenger numbers drop by between ten and 20 per cent on week days during the summer holidays, this would be the least inconvenient time to carry out the work. In a blaze of publicity, Network Rail and South West Trains announced that platforms one to ten would close for most of August 2017 and that passengers should

make alternative arrangements, it even being suggested they work from home or go on holiday. Proactive approach Acting on recommendation, Skanska, which was responsible for the civils’ element of the project, approached Walker Construction for pre-tender discussions. Although the Kentbased company had worked for Network Rail on many occasions, it hadn’t worked for Skanska who perceived it as something of an unknown quantity. After three presentations, visits to previous jobs, receiving positive comments from past clients and detailed discussions about how it would carry out the project, Skanska made its decision: on Monday, April 3 2017, with just 18 weeks to go before the blockade started, it awarded the contract to Walker Construction. The key reason supporting the award was in Skanska’s words, the company’s ‘proactive approach to the job’ – having examined the plan, it identified a number of issues and then used its experience of working within the railway civil-engineering environment to suggest practical, sometimes imaginative, solutions to both address them and help alleviate pressure on the tight timetable. The eight platforms would need varying degrees of work after Colas Rail had removed the track. The island containing platforms one and two would need to be shortened by some 12 metres before extending it by 40 metres. The second island, home to platforms three and four, would need around 40 metres cut from its length before extending it by 55 metres. Although platforms five and

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six, on the third island, were designed for ten-carriage trains, the platform five side of the island would need to be demolished and rebuilt along a length of 105 metres. Platforms seven and eight, on the fourth island, would need structural revisions along a 37-metre length. All this would take place as Colas Rail re-laid the track. The project was logistically complex as spoil from demolishing the platforms and excavating new foundations would have to be removed by train to Colas Rail’s depot at Hoo Junction in Kent, and all new building materials would have to be delivered from the same place. Both removal and delivery services would have to be carefully coordinated around work affecting the track and would also need to be programmed into the station’s already overstretched train schedule. A further ‘challenge’ was that much of the reconstruction material would need to be delivered before work started but, with the track then removed behind them, the wagons would be ‘stabled’ at the platform for the duration of the project. If something was forgotten or underestimated, delivering it could cause serious problems. Multi-team effort Faced with such complexities, Walker Construction’s team, led by contract manager Andy Cheeseman, identified and planned around several ‘missioncritical’ elements. Apart from the physical construction aspects and the logistics involved, another key factor would be manpower. To staff the project effectively it was decided to treat each of the four islands Rail Professional


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as an autonomous site, each would be individually managed with overall project coordination coming from an overarching, management team. Each island would have its own site-management structure and both they, and the hand-picked teams they were responsible for, would be briefed on their site alone: the idea being to ensure dedicated focus, team pride and an element of competition. However, working around the clock on a 12-hour shift basis would mean duplicating each team, doubling up on every role. As the plan called for a total workforce of over 160 staff every day, the company advertised the project across its three divisions – Rail, Construction and Building – explaining exactly what it wanted. It was to be a short but intense project where personal commitment to getting the job done was going to be essential. Walker Construction’s entire workforce rose to the challenge allowing the project team to pick those operatives with the skills they needed before turning to Ash Construction, Role and McDonald Contractors, companies that Walker Construction had a trusted relationship with, to make up any shortfall in numbers. Having been a driving force behind winning the contract, Phil Webb, Walker Construction’s managing director – and Rail Professional

someone known to lead by example – stepped up to the plate and offered his services, joining the management team to help deliver the project. The intensity of the plan meant that staff would be accommodated in local hotels for the three-week duration of the project. Canteen and welfare facilities would be provided both in the arches below the station and in ‘Atlantis’, the vast, three-storey operations block that was to be temporarily erected next to platform one, giving staff, visitors and the media a panoramic view of the site. Sticking to the plan As the blockade drew closer, planning stepped up a gear. Briefing meetings for the site managers and the shift leaders were held both at Walker Construction’s head office in Ashford and on site. Following these, the individual site teams were briefed and a series of introductory meetings held so that everyone knew everyone else on the team. The teams visited ‘their’ island where the task they faced was explained in detail so that everyone knew exactly what was to happen and what was personally expected from each of them. With milestone reports having to be filed every six hours it was essential that the project kept to plan and, in the unlikely event that any aspect started

to ‘stumble’, it was vital that everyone knew who to turn to in order to get things back on track. A key component of the pre-blockade early contractual involvement (ECI) phase meant that Walker Construction had to build a 16-metre-long mock-up of the new platform structure for feasibility studies, material / technique proving and staff training purposes. Built at Colas Rail’s depot at Hoo Junction, the mock-up was completed within a week and, such was its importance, that Skanska insisted everyone involved with the project spent time at the site, busing in a coachload of managers, engineers and operatives for a briefing session. The blockade begins At 8pm on Friday, August 4 2017, the blockade came into effect and the contractors took possession of the site. Passengers braced themselves and the media rubbed their hands in anticipation: the station had to return to full operational use just over three weeks later, at 4.30am on Tuesday, August 29 2017, the morning after the August Bank Holiday Monday. Once the track had been removed, Walker Construction wasted no time in demolishing the sections of the islands that were to be either lengthened or revised. Within hours


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the site looked like a scene from a war movie, the result coming as something of a shock to those used to working in a more relaxed environment. But, as someone said, ‘There’s a plan: it’s a good plan and one that will work if everyone sticks to it – so keep calm and carry on!’ Walker Construction’s feverish activity during the 18-week ECI period started to pay dividends. The original plan required the demolition of parts of the existing platforms but the company proposed a variety of alternative techniques which, once tested and approved, could be carried out before the blockade came into effect, reducing risks to the three-week timetable. The first task would be to demolish parts of the existing platforms and lay new foundations for the extensions. However, the existing foundations could be reused in some areas, but only if they were left undamaged during demolition. To ensure this, it was suggested that the existing platform walls would be partially cut through, the cut being about 300mm deep, at a level 20mm below the level of the precast, reinforced-concrete ‘C-units’ that would form the side walls of the new platforms. Once cut, the original walls would break off exactly where intended – demolition would simply remove what wasn’t required leaving the site needing less remedial work. The platforms are not, as they may appear, built on the ground but on two levels of Victorian arches above London Waterloo’s underground station. Demolition spoil from the platforms would fall into the voids between the arches, this being very difficult to remove and risk damaging the existing arches. To pre-empt this, holes were bored through the brickwork from beneath the brick arches and the voids filled to a predetermined level with foam concrete. Many original walls beneath the platforms were retained and new ones built to act either as permanent formwork for areas of mass fill or provide ready-made foundations for the new ‘C-units’.

Labour intensive work With access to the platform inverts (the confined space beneath the platform) being possible during off-peak times before the blockade was put in place, teams of operatives worked ceaselessly to diamondcut the existing platform riser walls, build new walls, mass-fill voids and modify the drainage system. Working in the confines of the inverts was difficult, laborious and unpleasant. Equipment and material had to be moved through the station by hand, the route involving a lengthy trip under the station from an offloading area, up a ramp onto platform 12 in the centre of the station, down the platform to the main concourse, along to and up the relevant platform before being lowered through a manhole into the invert after which it was physically manhandled to the worksite. Every proposal had to be thoroughly reviewed and assessed by the temporary works coordinator to determine its practicality and identify any health and safety risks, before being signed off by, first, the contractor’s engineering manager (CEM), then Network Rail and, finally, London Waterloo station itself. With demolition complete, construction of the new platforms started. The process was remarkably quick thanks to close liaison with Colas Rail which resulted in a plan that coordinated platform construction with track laying, allowing full use to be made of road-rail vehicles. In those areas where new foundations were needed, over 200 metres of unique, L-shaped timber shutters were constructed, their shape allowing them to be

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held in place by the track ballast being laid. The precast ‘C-units’ that formed the platform walls were lowered into position from RRVs and topped with precast reinforced concrete oversail blocks which were themselves topped with G-Tech copers. Kingspan MD146 galvanised-steel formwork was laid between the oversail blocks to create the supporting structure for the reinforced-concrete platform deck that was then poured before being finished with an asphalt-topped screed. Project completion At 8pm, on Monday August 28 2017, with work and snagging complete, Walker Construction handed the site back to Skanska eight and a half hours before the blockade was lifted and the station reopened. The company had succeeded in its task, fully justifying the recommendations to Skanska and Skanska’s leap of faith to use what was, at the time, an unknown quantity. Apart from impressing Skanska, Walker Construction also earned praise from Network Rail, its construction review notification citing ‘excellent planning’ and stating the company had ‘achieved excellent production on these platform works due to good planning and a professional attitude in their delivery.’ Looking back over the project it’s clear that, of everything that apparently ‘made a difference’, one stands head and shoulders above the rest – perfect planning. Tel: 01303 851 111 Email: admin@walker-construction.co.uk Visit: www.walker-construction.co.uk. Rail Professional


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We need to talk about Uber Earlier this year a UK property developer signed a deal with transport app Uber to give its city centre tenants monthly credits for minicabs in exchange for their parking space

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oth parties are hoping that tenants will be ‘encouraged’ to dump their cars in favour of using alternative (Uber) forms of transport. The deal means that the developer – Moda Living – will build its 466-apartment complex in central Manchester with just 149 car parking spaces. Space that would have been used for parking will instead be filled with home cinemas, gyms, meeting spaces and swimming pools. Moda Living said it was Uber’s ability to offer their tenants a ‘frictionless life’ ‘efficiency’ and ‘value’ that inspired them to do the deal with the taxi-hailing app. And it’s a deal that should sound as a warning shot for public transport operators everywhere. Improving mobility, reducing congestion With space at a premium and increasing levels of pollution, it makes sense that cities

around the world are reducing available car parking spaces and encouraging residents to seek alternative means to get around. Some cities, like Oslo and Madrid want to kick cars off their roads altogether. Many more have plans to vastly reduce their residents’ reliance on having their own set of wheels. It’s a great opportunity for any alternative transport provider. Improving mobility and reducing traffic congestion are some of the biggest challenges facing urban communities today. But if Uber becomes the default alternative to individual car journeys – and preferential to jumping on a train or bus – the future of the UK public transport operators starts to look perilous. What Uber got right Uber has become a global phenomenon and the go-to transport option for millions of people for a few simple reasons: • it is very easy to use • it reduces hassle and saves its users money • it is quick, easy and reliable • it delivers an on-demand service. Uber is not a transport operator. It is a piece of technology – a taxi-hailing app which has reimagined the experience of taking a cab, made it better, and transformed its customers’ experience. The principles of its success are transferrable. So, what did Uber get right? They identified a real problem (the unreliability of taxis, complication of variable charging,

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need to have right amount of cash on the passenger) and developed a real solution using data flows and technology (an app which integrates with maps to show you in real time where your cab is, agrees a fare up front, automates payment direct with the passenger’s bank). What we can learn from Uber To support the continued growth and sustainability of our public transport networks, operators need to learn from Uber’s success. We need to consider what the ‘problems’ are and what the ‘solutions’ could be. What makes our public transport networks off-putting to use? How can we improve cost, flexibility and ticketing? Can we improve integration with other networks in our cities? Above all, how can we use technology to transform customer experience and enable us to compete with market disrupters like Uber? Going back to what the Manchester property developer loved so much about Uber - public transport operators need to consider how they can deliver a service to support a ‘frictionless life’, ‘efficiency’ and ‘value’. Finding the right kind of digital expertise It’s these kinds of challenges that digital experts at Glow New Media thrive on. The award-winning transport specialist has been using technology to improve the experience of public transport customers since the launch of the smartphone more than a decade ago. Working with local, national and international passenger transport operators, Glow has developed a whole suite of innovative apps and digital transport solutions to create smarter, better integrated public transport networks. By bringing together fully customised, integrated transport systems, Glow’s apps are helping transport operators to keep their passengers out of their cars – and Uber’s – and loyal to public transport networks. In short, Glow is working hard to make sure that when city centre developers encourage residents to dump their cars, it is public transport networks they turn to, not private hire vehicles. Tel: 0151 707 9770 Email: info@glow-internet.com Visit: www.glow-internet.com


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Cooling output inside enclosures Manufacturing automation systems are delicate and very expensive pieces of kit, which perform vital functions for the businesses they serve

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he enclosures that protect them must have strictly controlled internal environments with interior temperatures that are carefully maintained within a few degrees. If not, the impact can be harmful to the inverter drives, power supplies, contactors, PLCs and other electrical and electronic components operating within them. This requires careful control of the climate within the enclosure. Here, we offer some practical tips on how to evaluate an existing enclosure climate control through a series of simple checks. Heat source Like all electrical equipment, drives create heat and they therefore have a major influence on the temperatures inside enclosures. Drives are often quoted as having efficiency of 97 per cent, so one with a rated output of 150kW can produce as much as 4.5kW of heat. As well as the heat loss inside the enclosure, ambient temperatures within a production facility will also have an impact on the temperatures that a drive is operating within. A typical enclosure climate control system is designed for an internal enclosure temperature of 35 degrees centigrade. This means that the performance of a cooling unit should be specified so that the average internal enclosure temperature of 35 degrees centigrade can be guaranteed under all load conditions and under all the

ambient conditions that could be met at the machine’s location. Checking the temperature The first check is to measure the temperature within the enclosure to assess its climate control capability. Temperature sensors should be placed in a position within the airflow of the enclosure, sensors should not be placed on or near direct airflow from high temperature components. Otherwise temperature readings can be found to be inaccurate. The sensors should be left to monitor the temperature trend over a period of time. If the sensor records air temperatures of well over 35 degrees centigrade (set point) then the output of the cooling unit should either be considered insufficient or, alternatively, that there has been a malfunction of the cold air routing in the enclosure. This means that the cooling air cannot reach (or can only partially reach) the temperature-sensitive components. Behaviour of cooling devices Another easy way of checking an enclosure climate control system is to observe the cooling unit’s control behaviour. Unlike speed-controlled cooling devices

such as the new Rittal ‘Blue e+’ cooling units, conventional enclosure cooling units begin with the two-point regulation of the cooling operation when a temperature inside the enclosure gets above of 35 degrees centigrade and finishes when the shutdown temperature of 30 degrees centigrade is achieved (at a typical hysteresis of 5K).

If a cooling device does not reach the shutdown temperature, a conventional cooling unit will therefore continue to operate. If this happens, it’s a good indication that the cooling unit has an insufficient output and suggest that there is likely to be a deficiency in suitable cooling air to the components inside the enclosure. You can simply touch a device to determine a refrigerator’s operating status: the activity of the refrigeration compressor during cold production is accompanied by a slight vibration of the refrigerator housing that can easily be felt. Alternatively, the exhaust temperature of the cooling unit in the external air circuit may be measured. During active cooling operation, this will be significantly higher (potentially, anywhere between 10 and 40 degrees centigrade) than the ambient temperature. Locating hotspots You can also do a rough check of an enclosure’s climate control system with infrared thermography which measure the surface temperatures of the components inside the enclosure and these are recorded with an infrared camera. If any areas have significantly elevated temperatures it is an indication that they are not being supplied with enough cooling air. Tel: 01709 704000 Email: information@rittal.co.uk Visit: www.rittal.co.uk Rail Professional


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Putting things back on track Anyone who has owned a model railway knows how easily a misalignment of rail or failing to change the points can lead to a derailment

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rustrating, but easily rectified by lifting the vehicle back onto the track. Derailments on depots in real life however can not only be frustrating, but potentially expensive due to lost revenue and a situation which is much harder to rectify, especially in the modern railway environment where safety is of course paramount. The old order At one time, railway staff would routinely re-rail vehicles, most commonly unbraked short-wheelbase freight wagons, derailed during shunting incidents. Staff would use steel re-railing ramps typically carried in brake-vans or use whatever else was to hand, such as sleepers. The majority of depots had their own breakdown crane which would be used on a regular basis. These days, rail vehicles are technically more complex and much heavier than they were half a century ago and need 21st century thinking and equipment to recover them to the track. This is where Railway Support Services comes in. Set up in 2008, the company provides nationwide coverage to train operators on a 24/7 call-out basis. A fast response following an incident is vital. In fact, Railway Support Services offers a four-hour guaranteed response time to any location bordered by Carlisle in the north west, Newcastle in the north east, Dover in the south east and Exeter in the south west, with the only limiting factor being road traffic conditions. Outside of this border, response times are a little longer however the customer is kept informed of progress on a regular basis, and

all vehicles operated by RSS are fitted with trackers so their position can be monitored. Recovery procedures Each incident is attended to by fully-trained operators, one of which is a recovery engineer who will liaise with the customer and provide all the necessary risk assessments and method statements. The equipment used is the railway triedand-tested Hegenscheidt MFD hydraulic lifting and slewing jacking kit which comprises jacks, beams, skates, control desk and combined power pack/pump. Based in the West Midlands, the equipment is kept in secure vans on a permanently ready basis so once the call is received, the teams can be mobilised and on the road to anywhere in the

country within 40 minutes. A comprehensive wheelskating service is also offered as part of the RSS recovery package. With several skates available for use at any one time, the recovery team will arrive at a pre-arranged time, jack the vehicle, fit the skate and ensure it is safe for the vehicle to travel whilst also providing two technical riders to travel with the affected vehicle back to depot, where once again the vehicle will be lifted and the skate recovered. Unusual recoveries There have been a number of incidents in recent years which have led to significant planning challenges not only by the management team, but in terms of recovery. One of these include recovering the bogies of a Class 66 locomotive that plunged down a remote embankment at Loch Treig in Scotland, in 2013. There was no road access so the decision was taken to dismantle the locomotive on site and recover as much as possible of the equipment by rail. Railway Support Services was asked Rail Professional


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was laid in order to recover them back to the main site where they were recovered by road transport to be taken away for repairs. More recently, Railway Support Services assisted in the recovery of the derailed Class 455 unit at Waterloo, an incident which was compounded with additional problems due to the route the train took into the side of the ballast train. Extractions It isn’t just re-railing and recovery the company undertake. In 2013, the company used its equipment to lift and slewed two former LNER ‘A4’ class Pacifics from the USA and Canada, as part of celebrations to mark the 75th anniversary of the world speed record for steam, 126mph, by sister locomotive Mallard. All six remaining members of this celebrated class were reunited at the National Railway Museum in 2013.

to provide a method of recovering the bogies of the locomotive to Tulloch station, which included having wheelskates on standby and a specially-fabricated towing beam manufactured so that the road-rail vehicle could safely tow both bogies back to civilisation. Another incident involved several wagons that had been accidentally shunted through buffer stops and into a field where the ground was very soft. In this instance, the vehicles were lifted and a temporary track section Locomotive Dwight D Eisenhower was at the National Railroad Museum at Green Bay, Wisconsin and could not be extracted from its building by rail. In a complex series of movements, the engine was lifted from the track and traversed through the museum with millimetres to spare in a series of awkward and delicate manoeuvres. The recovery and repatriation of the locomotives was covered on television by Channel 5’s ‘Monster Moves’. Other aspects of the business include a newly introduced Class 08 hire and maintenance package and offering the option to introduce battery operated shunting vehicles to environmentally conscious installations.

Tel: 0870 8034651 Email: info@railwaysupportservices.co.uk Visit: www.railwaysupportservices.co.uk Rail Professional


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Information technology in operation In the military, aerospace and transport industries, digital transformation frequently bumps up against some very harsh operating conditions

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he need to ensure the reliability of information technology operating in extreme environments – especially when trying to use off-the-shelf technology to do it – is a science and an art that few have mastered. For many world-class technical teams working in these industries, a company called Diamond Point International (DPI) has become the go-to resource for quickly and cost-effectively solving ruggedized, embedded system problems using a combination of in-house design and commercial off the shelf components. Computing solutions DPI is a highly specialised design, engineering and technical consulting partner that works with leading microelectronics manufacturers and enterprise customers to deliver highly resilient, failureresistant embedded systems for transport applications. Leveraging an open systems philosophy and a diverse set of engineering skills, UKbased DPI has emerged as a market leader in robust industrial /military computing solutions, including delivering high performance enterprise-class storage and connectivity systems. DPI has 30 years of experience in applied innovation and strategic sourcing. Its loyal client base includes blue-chip industry leaders like GE Transport, Alstom Rail, Bombardier Leonardo, London Underground BAE Systems, Thales Defence, Harris Defence, as well as iconic hyperperformance engineering teams from Formula 1 and the Bloodhound SCC Project, which is seeking to not only set a new world land speed record but create a vehicle that can exceed 1,000 mph.

including hundreds of specialised designs, has created an institutional knowledge pool that customers find indispensable. ‘We’ve worked on hundreds of different projects over the years, and so we’ve learned a wide variety of techniques which we apply to new projects’ he says. ‘What our new customers are getting is effectively 30 years of knowledge of conduction cooled embedded computing. There are lots of twists and turns in the business that we understand. When leading rail companies face proper challenges with extremely harsh computing environments, they know we’re good people to talk to.’ Where larger companies struggle to provide rapid solutions or designs for limited deployment embedded systems, DPI has developed a reputation as a value-added integrator among aerospace, defence and rail companies for delivering quick turnaround proposals and ruggedized computer solutions specific to customer needs. Armed with the full suite of Cadence and Solidworks design tools, DPI’s inhouse design department can seamlessly integrate COM Express® based computing elements into its builds and own internal electronic designs; as well as its modular, robust mechanical designs. Vaines adds: ‘Where we are able to help people is that we have ultimate flexibility over design – if they have a physical goal to

achieve: height; width; weight; fit, we can build the enclosures to fit the application, and add all the IO they need. ‘We design and manufacture the equipment to make possible Internet connectivity to passenger trains; our aggregated modem bridge provides sufficient bandwidth to the rail company’s customers to allow good solid Internet connectivity.’

Specialised designs Operating at the tip of the spear of industrial engineering, the company represents a new group of innovators that are responding to growing custom needs beyond off-the-shelf products for transport organisations. John Vaines, managing director at DPI, says the firm’s diverse project portfolio, Rail Professional


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where 80 per cent is off-the-shelf and we’ll do the peripheral design.’ says Vaines. ‘For London Underground, for instance, the core products came from MEN (Mikro Elektronik). But LU had to overcome large voltage swings between trains, so they wanted all fibre optic links between all the systems, and isolated power supplies between the trains, and that’s truly where our (value add) came in.’

Core strength Wherever core embedded computing systems are required in applications that face tough conditions, such as extreme temperature, vibration, humidity to shock and moisture and more, DPI’s engineering and design teams are able to find smart, cost-effective, long term custom solutions. DPI’s design solutions range from incremental innovation to industry firsts. In one project for the London Underground, DPI became the first firm to take standard, lab-based data acquisition cards and make them rugged enough to bolt onto the underside of trains in one of the harshest rail environments anywhere. This saved LU a lot of time and money not having to re-compile software to work with a different hardware and allowed them to continue employing NI’s easy-to-use graphical programming interface LabVIEW. The result was a highly innovative system, with a rugged conduction cooled IP67 sealed housing for a shock vibration and noise analysis system for trains, which collects data on track faults and contributes to preventative maintenance by detecting G-force changes with extreme precision. Other parts of the system included the recording of eight high resolution infrared camera feeds and developing a central control unit (CCU) for power and all optical communications. For another railroad network DPI created a very low cost yet robust alternative, a conduction-cooled system called the bump box. This is already enabling critical data streams via dozens of trains in the UK, where the precise longitude and latitude of possible track cracks are transmitted via 3-G / 4G, and are then augmented with data from other trains moving over the same spots to create heat maps of potential problems. For security and proprietary reasons, Vaines can’t discuss the specifics of many of their highly successful embedded computing

projects for defence organisations. But his team is proud of its communication and storage system projects with a major aerospace organization. DPI was able to create ‘even more rugged products than the customer originally thought they needed’ says Vaines. ‘In one case, we took all the cabling out, improved reliability, designed (for shock and vibration), tackled cooling challenges, and made it as modular as possible – a total solution we were very proud of. Defence and transport companies are genuinely impressed by the solutions we can create in short time. ‘We’re quite a small company, so to work on major projects from our national institutions is quite an achievement on its own’ he says. DPI also fills a critical niche in being able to produce custom systems in small quantities; a service that defence and rail companies otherwise find hard to source. Smaller jobs Even for very low quantity builds, DPI will have an answer. One customer recently needed a completely fanless embedded computer system with its own power supply for a small number of units. DPI’s design team produced the system, which uses a Kontron processor card, data acquisition boards from Diamond Systems, a solid state drive from Innodisk and a specially designed power supply, encased in a robust machined enclosure And it was able to deliver on the small volume order by using COT’s boards and negate the use of hundreds of cables, by creating one simple custom IO printed circuit board. One clear value-add the company offers occurs at the project assessment phase. ‘When someone comes to us with a problem or a project, we try first to see whether it’s possible to do it with existing equipment. If not, then there will be the second stage,

Designing for the future Recently, DPI has worked with a leading motor-sports engineering company – one of the world’s most cutting-edge performance engineering brands. Vaines says: ‘They are among the most exciting companies I’ve ever had the privilege of working with.’ ‘Customers appreciate the fact that we speak the same language as manufacturers’ engineers, and so we can configure those systems to spec. In this case, they had a system that takes four modems. In the past six months, we’ve built a carrier card for them that uses 14 modems and SIM cards in the same size enclosure. We were told it couldn’t be done, but we’ve achieved it and we have it working for the customer.’ Customer-centric design agility is a major advantage of working with DPI. One customer needed multiple Ethernet fibre interfaces for its PCB system. Since CompactPCI processor cards ‘tend to have copper-based gigabit interfaces’ according to Vaines, he adds ‘if you want fibre based cards this requires another expensive I/O card or the use of standalone media converters. So, we de- signed this with a dual channel media converter which converts copper gigabit to multi or single-mode fibre in a compact PCI form factor.’ Many enterprise-scale transport companies are increasingly finding that the old, legacy brand systems they’ve used for years are either no longer fit-for-purpose, or obsolete because there are no modern matching components. When a leading transport company now part of Alstom found that its old, Motorola 68K-based boards could no longer be manufactured for its centralized rail signalling system, DPI’s team designed and manufactured a new board using latest components and processors. However, they were still able to maintain original form factor and provided identical IO and front panel indicators and connectors. They used a COM Express® processor form factor for the central processing giving the system maximum long-term availability. ‘We provided a nice, rugged design that will last a long time,” Vaines notes. Vaines adds: “It’s a point of pride for us that once we get a customer, we’re good at keeping them. And each project just adds to our flexibility, skill-set and insights for the next ruggedized technical challenge.’ Tel: +44 (0)1634 300900 Email: sales@dpie.com Visit: www.dpie.com Rail Professional


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Developing the next generation â&#x20AC;&#x2DC;If we want staff well trained who we can rely on then we have to create them ourselves.â&#x20AC;&#x2122; These were the infamous words spoken during a Bridgeway monthly progress meeting...

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ever was a truer word spoken and the results from the resultant actions speak for themselves. Bridgeway has been trading as a specialist rail company since 1995, challenges in all departments are what the business thrive on and this is especially true of its Structural and Geotechnical Investigations Department. The SI/GI department offers one of the widest inhouse set of services in the country and certainly when paired with the Geomatics and Infrastructure Services departments, probably the widest rail specific specialist front end information gathering service in the country. Bridgeway has a reputation for delivering the goods in tight locations both in terms of access and time constraints. Bridgeway recognises as a business that it can only deliver with the correct nurturing and developing of staff throughout their careers and people would be hard pushed to find another company who dedicates as much time and funding to training as Bridgeway. Specialist skills Bridgeway at the time of the aforementioned

conversation was firmly established as NSARâ&#x20AC;&#x2122;s number one ranked rail training provider in the country which meant the rails specific courses such as PTS, Lookout, COSS, Safe Work Leader would be taken care of as it would for any internal or external customer delivering first class training to achieve full understanding of how to work

safely on track. The second challenge was then to take the specialist skills from the workplace and teach them to newly qualified rail staff. As most who are familiar with the company and the team know that at the core of the team are a number of ex Royal Engineers. Several of the members of the team who fall into this category have completed tours of duty as an instructor teaching everything from field fortifications and demolitions, through to site investigation, through to UKAS accredited laboratory testing, through to interpretive report writing before finally the quality control of earthworks and building materials on site. With this inhouse skill set Bridgeway built a programme where it could take an average employee off the street without prior experience and give them underpinning technical and safety knowledge in an acceptable timescale. This would enable them to deploy on live tasks and be a safe, useful member of the team delivering the highest quality works when and where it matters most, on site. Core competencies Bridgeway trainees begin with the basic rail competence of PTS before moving onto be trained firstly on small tools, cable avoidance tools (CAT) and signal generator (Genny), de-vegetation, track trolley competence. Once these courses are completed successfully then the trainees move into

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a classroom for a few days whereupon they begin on the theory of why they are completing the tasks they will be learning to complete, the importance of accurate readings, completion of paperwork. Once the classroom lessons are out of the way they move onto basic logging before being deployed to the multiple training areas utilised with a ‘scenario’ to deliver. Training progresses through the more basic techniques to start with and smaller pieces of equipment until the trainees are operating to a high standard. Once the required standard is achieved the trainee is assessed and signed as competent to second man. The trainees then depart and begin their site careers.

Bridgeway’s staff progress at the speed they are comfortable with and start developing both their rail skills and technical skills. Staff can progress onto cable drilling, rotary drilling or slope climbing drilling or indeed all three if they have the aptitude. At the same time, they can be trained in what was the Controller of Site Safety (COSS) and Engineering Supervisor (ES), both now replaced by Infrastructure Projects with Safe Work Leader (SWL) level one and level two. As Bridgeway is a Network Rail Principal Contractor it has the ability to train and employ Safe Work Leaders which sets it apart from others in the same field. With the level of ability the staff hold this enables them to also act in the newly created person in charge (PIC) role covering all aspects of their discipline from both a safety and technical perspective. Professional growth To date Bridgeway has trained 23 people utilising the above regime, 19 of these has been retained for over three years. Once that aspect of the individuals training is complete their development does not stop. As Bridgeway is a very diverse business there is the opportunity to work with its Geomatics department utilising laser scanners, unmanned aerial vehicle (UAV) as Bridgeway are one of the few companies licensed to fly over the rail network), traditional total stations, or gauging trolleys to name but a few. Working with its Infrastructure Services department allows the individual to potentially complete an STE04 Structural Examiners course inhouse, IRATA Roped Access Course, Confined Spaces, CCTV, and Permanent Way duties to name but a few. For those that show the aptitude Bridgeway sponsors them through Bachelor’s Degrees in Civil & Infrastructure Engineering in

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conjunction with the University of Derby, to date it has had four successfully graduate with another three still attending. Cross training staff to be utilised across departments is a core value for Bridgeway. It has allowed the company to develop a highly competent, robust, dependable, eager workforce who constantly deliver time and again for clients while maintaining utilisation. Recognition The company’s approach to training and development and its approach to its staff development in general has seen Bridgeway recently be awarded the Queens Award for Sustainable Development and has seen its Investors in People upgraded to Gold Level. This approach is key for the rail industry as a whole and should be adopted whichever sector of rail each company works with. 2018 is again looking to be a growth year for the department with its latest trainees currently due to finish their training by the middle of December 2017 with a second training course planned for the end of March 2018. 2018 will also see the award of Bridgeway’s first internal NVQ Level 2 in Land Drilling Operations. The company’s ability to award this qualification follows a successful collaboration between Bridgeway’s SI/ GI and Assurance Departments resulting in a successful audit by CITB allowing the company to become an accredited NVQ centre for land drilling operations. Bridgeway’s approach to training has seen the department and the wider business grow year on year. Tel: 0115 919 1111 Email: mark.lindahl@bridgeway-consulting.co.uk Visit: www.bridgeway-consulting.co.uk Rail Professional


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Personal protection Airborne dust and pollutants are present everywhere in the environment and the respiratory system is designed to cope with low levels of what is deemed as nonharmful types of dust

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owever, when plant equipment is operated in the workplace the amount of dust generated by normal work activities is multiplied tenfold. Depending on the industries the equipment is being operated in, the dust can be classified from moderately harmful to deadly and must be filtered and dealt with efficiently and safely to avoid unnecessary operator exposure. Too much exposure could result in illness and time off work over the short term and long-term exposure could result in much worse illnesses resulting in debilitating and life-threatening lung conditions. Dust can be further classified as breathable or respirable depending on the size of the dust particle and the parts of the respiratory system tract they are able to reach.

These mechanisms are only effective when the dust particles are larger than ten microns in size. Respirable dust particles are much smaller and, depending on their type, are much deadlier. Your bodyâ&#x20AC;&#x2122;s respiratory tract is unable to stop them from entering deep into your lungs alveoli where they can cause permanent scaring to delicate lung tissue

resulting in mild to life threatening health issues over a relatively short period of time. To help understand the dangers of different types of dust a comparison of the safe work exposure limits (WEL) can be made as documented by the health and safety executive between breathable dusts of ten milligrams per cubic metre of air breathed and respirable dusts of four milligrams per

Respiratory systems In general terms when breathable dust is inhaled the bodyâ&#x20AC;&#x2122;s normal defence mechanisms are able to remove it by trapping it in saliva, nasal and throat hairs where it is then unpleasantly ejected as phlegm.

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Types of Silicosis Silicosis classifications range from chronic (developing after ten years or more) to accelerated (between five and ten years) and to the worst classification of acute developing in less than five years where the lungs become scarred, inflamed and fill with fluid causing a severe shortness of breath and low blood oxygen content. Quartz is the most common form of crystalline silica and if left unchecked can cause permanent alteration or destruction of the lungs Alveoli. Silicosis and Asbestosis are the most commonly known dust related diseases which are killers. This does not have to be the case.

cubic metre of air breathed. However, respirable crystalline silica dust present in many industries dealing with operations where stone and rocks are moved, cut or processed including the rail industry is so harmful to human health that it has a work exposure limit of 0.1 milligrams per cubic metre of air breathed partly due to its size but mainly due to its very jagged structure. Your body can cope with very small amounts of this dust as demonstrated by the extremely low (WEL) but over exposure over a relatively short period of time can cause irreversible effects potentially leading to Silicosis of the lungs.

Environment control Dust control is governed by the health and safety executive under the control of substances hazardous to health act 2002 (COSHH). If adequate dust control measures are implemented the health and safety of employees subjected to working in hazardous environments can be improved to a safe level. Operators of plant equipment working in hazardous environments such as mining, quarrying, tunnelling, landfill, composting, waste recycling, Bio mass industries, Asbestos industries and the rail maintenance sector to name a few are at serious risk of succumbing to serious health issues if the hazardous dusts and gases are allowed to enter the confines of their cab. Contaminants can enter through many different routes such as poor door and window seals, cable entry points and inadequate ventilation filters in the form of their capacity and filter media. When filter capacity is small it will block very quickly restricting air flow and reducing the available oxygen content inside the cab consequently increasing operator drowsiness, this will also allow contaminated air to by pass the filter and find alternative air entry routes.

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Clean air systems protecting people One solution is to install an ARCTIC AIR FILTRATION OVERPRESSURE SAFETY SYSTEM to combat the ingress of Hazardous dusts and gases inside the confines of the operator’s cab. There are five systems to choose from all made from 304 grade stainless steel and powder coated for maximum durability. All systems are ATEX zone 22 category 3D equipment certified suitable for use in Zone 22 explosive environments. A correctly installed filtration overpressure system is a vital health and safety addition to the plant equipment cab, Network Rail chose the Arctic Air AA5 system to be installed inside some of its track repair train cabs to help combat the dangers of working in high levels of respirable crystalline silica dust during track repair operations and so demonstrating its commitment to employee welfare and health and safety at work. Contaminated air is drawn through a very high capacity PRE-filter and then through a high capacity HEPA filter capable of filtering dust particles at 99.99 per cent efficiency down to 0.3 of a micron and 99.95 per cent efficiency at 0.1 of a micron particle size. The particle filtered air can now be drawn through a very high capacity granulated activated carbon filter if protection is required against hazardous Gases also. The clean air is now pressurised into the operator’s cab creating a positive pressure inside to keep the contaminated air outside. The cab’s internal pressure is regulated by the systems cabin control unit (C.C.U.) at a pre-set safe overpressure for the operator. A drop or increase in the cab’s internal pressure is sensed by the C.C.U. which then controls the overpressure system to maintain the pre-set pressure level. In addition to the regulated pressure control the C.C.U. is equipped with a visual and audible alarm function should the internal cab pressure breech the pre-set minimum and maximum alarm limit, there is also a NO FILTER alarm alerting the operator that the filters have been removed ensuring the operator can not use the system without the filters being installed. The system is fully automatic with no operator intervention required allowing concentration on the job in hand in the knowledge you are breathing clean fresh air. Arctic Air Overpressure Systems The installation of an Arctic Air filtration overpressure system is an effective solution to hazardous dust and gas control inside the operator’s cab, it provides a clean and safe working environment thus demonstrating a high level of duty of care towards employees. Tel: 0044 01905 616664 Email: julian@arcticaircon.co.uk Visit: www.arcticaircon.co.uk Rail Professional


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Metrology made to Measure Paul Bulman is the director of Manchester Metrology, he began his career as a toolmaker working within several large companies

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aulâ&#x20AC;&#x2122;s work included manufacturing jigs and fixtures for some key clients such as Rolls Royce and Airbus to name a few. After an opportunity was presented at Faro, Paul moved over to life as an applications engineer; then onto a sales role at Faro UK. After three years at Faro, Paul sensed there was an opening in the market for subcontract measuring services and the opportunity to hire equipment due to the cost factor of purchasing new. Hardware and software Manchester Metrology was established nine years ago and now has 14 members of staff and over 85 pieces of metrology hardware from several manufacturers including Faro, Leica and Hexagon. The company offers subcontract

measuring services as well as training and hiring of all portable metrology equipment. Manchester Metrology also stocks a full range of Faro accessories and can provide the latest software available on the market in the UK and Europe. Recent contracts and equipment hire has taken them across the world to Kazakhstan, Korea, Kentucky, Minnesota and many other places. Hard work pays off The company has seen a 65 per cent increase in turn over along with an increase in staffing levels year on year for the past four years and continues to grow with major investment totalling ÂŁ700,000 so far this year. Paulsâ&#x20AC;&#x2122; persistent hard work has evidently paid off and the company continues to thrive. Tel: 0161 637 8744 Email: info@manchester-metrology.co.uk Visit: http://manchester-metrology.co.uk/ Rail Professional


Quality and Innovation under every hat

With Aspin, you’ll find the ideal size of hat to fit your individual project needs, each with a badge of quality, innovation and unrivalled rail industry knowledge. Engineered Solutions: Packaged projects including below and above ground works such as platforms. Consulting & Design: Full range of consulting services for projects and bespoke designs. Foundations & Piling: Cost-effective solutions for below ground that secure high integrity structures. E N G I N E E R ED S OLU TION S

FOUN I O N S & P I LI N G I N S P E C T I O N S & I N V E S T I G AT I O N S Inspections &D ATInvestigations: Consulting services that provide accurate data for planning works.

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DC DC converters and filters Mornsun DC DC converters and filters are supplied by Relec Electronics, specialists in providing rugged and safe solutions for the railways

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he extensive range of DC DC converters and filters from Mornsun are ideal for the demands of on-board monitoring systems. Train manufacturers and operators share the same goals of striving to make rail travel as safe as possible with the development of data recording equipment covering four principal application areas: • on-train data recording (OTDRs) and Remote Condition Monitoring (RCM) • driver Safety Devices (DSD) • driver Interface Units (DIU) • interfacing and accessing on-train electrical and data channels on legacy rolling stock.

The URB1D family of converters from Mornsun is just one of a wide range of DC DC converters Relec Electronics supplies to Arrowvale which is one of the UKs largest designers and manufacturers of data recording and monitoring devices to the rail industry. Recorders and monitoring devices are used to support accident investigation and must meet the requirements of systematic safety monitoring procedures, vehicle system analysis, driver training and condition determined maintenance policies. The diagram below shows a typical layout of an Arrowvale data recorder (pictured below) showing an URB DC DC converter. URBD 1D R3 converters The URB1D family, a relatively new addition to the portfolio with increased isolation provides an ideal solution for this type of application. The units have a 40–160VDC ultra-wide input voltage with 2250VDC reinforced insulation meeting the requirements of EN60950 & EN50155 and are suitable for operation on 72V, 96V and 110V railway traction supplies. Rail Professional

They are typically used to power electronic equipment such as monitoring equipment, and also air-conditioning control and information displays. They have an operating temperature range of -40 degrees centigrade to +85 degrees centigrade and offer multiple levels of protection (input under-voltage and output short-circuit, over-current, over-voltage protection). The converters come in 2 x 1 inch standard package with two industry-standard pin-out positions available. They can also be supplied in A2S (Chassis mounting) or A4S (DIN-Rail mounting) packages, which have reverse voltage protection built in.

Key features • ultra-wide voltage range: 40-160VDC • power rating 6 – 20Watts • 2250VDC reinforced isolation • operating temperature: -40 degrees centigrade to +85 degrees centigrade • low ripple and noise


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• international standard pin-outs • reverse voltage protection available with A2S (chassis mounting), A4S (35mm DIN –rail mounting). • Compliant with EN50155/EN60950 and EN50121-3-2 RIA 12 compliant filters Mornsun and Relec Electronics have collaborated to offer protection of the DC DC converters not only against the requirements of EN50155 & EN50121-3-2, but also against the older railway standards of RIA12. The UK still has a significant amount of operational rolling stock where the requirements of RIA12 need to be met over and above those of EN50121-3-2. Any supplementary equipment fitted to these trains must be able to withstand these transients. The most difficult element of RIA12 to meet is surge A, which is a 20mS surge of 3.5 x the nominal battery supply voltage coming from a 0.2 ohm source impedance. The energy associated with these surges

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is too much for traditional MOVs and Transorbs, so DC DC converters must either be designed to operate over the entire input range, or clamp the supply voltage to a safer operating level. The FC-xx-RIA filters from Mornsun do just that and can be used with the URB series DC DC converters to provide simple, low cost, modular solutions which meet not only EN50121-3-2 but also RIA12 surge A.

• • • •

Key features: • convection cooled, high efficiency • wide input voltage ranges designed to meet RIA12, EN50155 & EN50121 24V, 48V and 110Vdc versions available MTBF: 1000k hrs operating temperature: -40 degrees centigrade to +85 degrees centigrade.

About Relec – other products and services offered In addition to this range of DC DC converters and filters Relec provides rugged high-performance power conversion

products, AC DC power supplies, DC AC inverters, Displays, EMC Filters and vandal proof switches. Products offered by Relec for rail applications are compliant with national and international railway standards EN501213-2, EN50155. Relec’s comprehensive and easy to navigate website shows the relevant standard to which a product is compliant. In addition, the product in question may also have been listed by Network Rail PADS (parts and drawing system). Tel: 01929 555700 Email: sales@relec.co.uk Visit: www.relec.co.uk

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A workplace hazard Carbon dioxide (CO2) is a gas that’s always present in our blood. It is the waste product generated as the body uses up oxygen

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t normal levels, its presence has no measurable adverse effects on an individual, but if breathing is compromised or we are exposed to large amounts of this gas, we can experience a wide range of side effects, some of which include permanent injury and death. Carbon dioxide is known as an asphyxiant, which is a substance that bonds with our blood in place of oxygen. The website eMedMag.com notes that while most simple asphyxiants do not have any inherent toxicity of their own, cases of CO2 poisoning have been linked to central nervous system damage and permanent deterioration of respiratory functions. Because of these findings, CO2 is considered not just a simple asphyxiant, but a gas with acute systemic effects as well. If blood becomes saturated with too much CO2, we can develop the condition known as hypercapnia. Increased levels of CO2 also affect the pH level of our blood, turning it more acidic. This condition is called academia and, if prolonged, causes acidosis, which is injury to the body’s cells by a rise in acidity that leads to faltering functions of the heart. Some possible outcomes of this interference with the heart include low blood pressure and cardiac arrhythmia. The central nervous system can also experience damage as a result of high acidity.

These conditions are the result of temporary or permanent nerve damage brought on by acidemia, and include delirium, hallucinations, seizures, respiratory failure, coma or death. Asphyxiation As an asphyxiant, carbon dioxide displaces breathable oxygen and impairs pulmonary gas exchange. While asphyxiation is commonly associated with choking on a physical object or drowning, one can suffocate on CO2 without any visible abnormality or obstruction of our breathing. If the oxygen content of the air we breathe is insufficient, one slowly suffocates due to selective oxygen depletion until a person experiences permanent damage or death. Intoxication & poisoning As the concentration of carbon dioxide increases, people start to experience carbon dioxide intoxication, which may progress to carbon dioxide poisoning and sometimes death. Elevated blood and tissue levels of carbon dioxide are termed hypercapnia and hypercarbia. Treatment of carbon dioxide intoxication or carbon dioxide poisoning involves getting carbon dioxide levels back to normal in the patient’s bloodstream and tissues. A person suffering from mild carbon dioxide intoxication typically can recover

Extract from HSE For over a century CO2 has been recognised as a workplace hazard at high concentrations. However, CO2 is naturally present in the air we breathe at a concentration of about 0.037% and is not harmful to health at low concentrations. At room temperature and atmospheric pressure CO2 is a colourless and odourless gas and, because of this, people are unable to see it or smell it at elevated concentrations. CO2 is not flammable and will not support combustion. As the concentration CO2 in air rises it can cause headaches, dizziness, confusion and loss of consciousness. Since CO2 is heavier than air, fatalities from asphyxiation have occurred when, at high concentrations, it has entered confined spaces such as tanks, sumps or cellars and displaced Oxygen. It is also possible for CO2 to accumulate in trenches or depressions outside following leaks and this is more likely to occur following a pressurised release where the released CO2 is colder than the surrounding air. In GB, CO2 is classed as a ‘substance hazardous to health’ under the Control of Substances Hazardous to Health Regulations 2002 (COSHH). The HSE publication ‘EH40/2005 Workplace exposure limits’ provides workplace exposure limits (WELs) for CO2. WELs are limits to airborne concentrations of hazardous substances in the workplace and are set in order to help protect the health of workers. Workplace exposure is calculated by taking an average over a specified period of time. The WELs for CO2 are: • Long-term exposure limit (8-hr reference period) of 5000 ppm • Short-term exposure limit (15 minute reference period) of 15000 ppm

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Carbon dioxide, with a specific gravity greater than air, may lie in a tank, manhole, culvert or tunnel for hours or days after opening/reopening. Since this gas is colourless and odourless, it poses an immediate hazard to health unless appropriate oxygen measurements and ventilation are adequately carried out simply by breathing normal air. However, it is important to communicate a suspicion of carbon dioxide intoxication in case the symptoms worsen so that proper medical treatment may be administered. If multiple or serious symptoms are seen, call for emergency medical help. The best treatment is prevention and education, so that conditions of high CO2 levels are avoided and so one knows what to watch for if it is suspected the levels may be too high. Symptoms of intoxication & poisoning • deeper breathing • twitching of Muscles • increased blood pressure • headache • increased pulse rate • loss of judgement • laboured breathing • unconsciousness (occurs in under a minute when CO2 concentration rises about 10 per cent) • death Oxygen depletion In the absence of adequate ventilation, the


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CONCENTRATIONS  OF  DILUTING  GAS

RESULTING  OXYGEN  CONCENTRATION

0.5%

20.8%

1%

20.7%

5%

19.9%

10%

19.0%

15%

18.2%

20%

17.4%

25%

16.7%

level of oxygen can be reduced surprisingly quickly by breathing and combustion processes. Oxygen levels may also be depleted due to dilution by gases other than carbon dioxide (also a toxic gas) such as nitrogen or helium, and chemical absorption by corrosion processes and similar reactions. Consideration needs to be given to the density of the diluting gas and the “breathing” zone (nose level). For example helium is lighter than air and will displace the oxygen from the ceiling downwards whereas carbon dioxide, being heavier than air, will predominately displace the oxygen below the breathing zone. Carbon dioxide, with a specific gravity greater than air, may lie in a tank, manhole, culvert or tunnel for hours or days after opening/reopening. Since this

gas is colourless and odourless, it poses an immediate hazard to health unless appropriate oxygen measurements and ventilation are adequately carried out. When ventilating, care needs to be taken as the diluted gas is moved from its current location due to the possibility that the contaminants can affect others as it is being moved away from one area to another. Diluting gas effect The table above shows the effect of a diluting gas on the level of oxygen. Oxygen monitors Oxygen monitors usually provide a first-level alarm when the oxygen concentration has dropped to 19 per cent volume. Most people will begin to behave abnormally when the level reaches 17 per cent, and hence a second

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alarm is usually set at this threshold. Exposure to atmospheres containing between 10 per cent and 13 per cent oxygen can bring about unconsciousness very rapidly; death comes very quickly if the oxygen level drops below 6 per cent volume. The hazard presented by oxygen deficiency is easily under-estimated; especially as risks can exist in non-industrial environments. Oxygen depletion due to corrosion or bacterial activities presents a significant risk in confined spaces such as pipes, vessels, sewers and tunnels. The effects of inhaling varying concentrations of CO2 are different but it should be appreciated that the reactions and the timescales to cause the effects of CO2 in a specific individual depend on the concentration and duration of exposure as well as individual factors, such as age, health, physiological make-up, physical activity, occupation, and lifestyle. The effects of CO2 are independent of the effects of O2 deficiency. The O2 content in the atmosphere is consequently not an effective indication of the hazard from CO2. The correct type of gas monitor should be utilised to test the atmosphere for the likely gases to be encountered. Tel: 01977 676700 Email: yorkshire@mrsl.co.uk Visit: www.mrsl.co.uk

yorkshire@mrsl.co.uk

www.mrsl.co.uk Rail Professional


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Surveying for BIM ABA Surveying is a UK based survey company providing high precision dimensional surveying services throughout the UK and Europe

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ormed in 1990, ABA has a reputation for developing unique surveying solutions in challenging situations based on innovative use of new technology. ABA Surveying was the first UK survey company to pioneer 3D laser scanning (2000), to apply 3D kinematic (moving) surveying to the rail sector (2003), to develop a bespoke 3D mobile scanning system for the highways sector (2009) and has been chosen to develop and test the latest Leica railway track measuring systems for Network Rail approval. We live in a world comprised of assets, whether they be natural assets like the environment, the air we breathe, the oceans and the flora and fauna that inhabit our world, or manmade infrastructure assets like our roads, railways, hospitals, towns and buildings that impact on our environment. It is incumbent upon us all to manage these assets for the benefit of future generations and realign our culture towards preservation, sustainability and being pollution free. BIM explained Our manmade assets each have a life cycle ranging through concept, design, construction, operation, refurbishment and finally demolition. The government, in one form or another, manages more than 50 per cent of infrastructure and construction spend and, in the transition to a digital economy, has mandated the use of a building information management system (BIM) on all government construction projects. So, what is BIM? Put simply, it is a

way of working collaboratively using just one repository to hold all the information relating to the project or asset - rather like a filing cabinet, only digital - and called a common data environment. The benefits: correspondence stored in electronic format (Word or PDF), digital 3D models (AutoCAD or MicroStation) instead of paper plans, digital datasets like Excel – everything is electronic, accurate, up to date and accessible to everyone. Only when everyone from the owner, designers and contractors use the same source of information will we be able to eliminate clashes at the design stage and save an estimated 10 per cent in cost by not having to rework, or make good, work that has gone wrong. Specialising in surveys that meet the requirements of BIM – ABA covers many sectors including highways (the M1), structures (the Olympic Stadium), heritage (The Mary Rose), architecture (The Natural History Museum), asset management (Hindhead road tunnels) and remodelling (Oxford railway station and town centre). Surveying is the very foundation of BIM and is the only professional discipline consistently running throughout the asset’s life cycle whereas other disciplines are generally transient or fleeting. The Cabinet Office’s Chief Construction Advisor (2012-2015), Peter Hansford, recognised the importance of surveying and in July 2013 the government published Construction 2025, identifying four key targets for the construction sector to achieve by 2025. • 33 per cent saving in initial construction and whole life costs for built assets

• 50 per cent reduction in delivery time for newbuild and refurbished assets • 50 per cent reduction in greenhouse gas emissions in the built environment • 50 per cent saving in the trade gap for construction products and materials. Laudable targets indeed, with greenhouse gas reductions and trade gap balancing being relatively easy to achieve by careful selection at the design phase of components and construction methods to be used. Reducing construction costs and delivery time, however, will only be achieved when people fully embrace the BIM culture. The bigger picture BIM works well in the major projects like Crossrail and Thameslink because one dedicated team, including owners, designers, contractors and operators are brought together from the start for one specific purpose – to collaborate. In doing so they provide opportunities for best practice and new ideas, particularly when the buy-in comes from the top (the owner of the asset) and is instilled throughout the team. BIM is failing at the single task level, where the bigger picture becomes lost through a cost focussed procurement process. Procurement at the single task level must be informed of the bigger picture and potential for longer term savings. The procurement process needs adapting to account for this. Typically, a task is identified – say the renewal of an underground electric cable – and a project manager is appointed with a budget. The work is tendered by a purchasing department that evaluates only cost and the successful subcontractor starts on site. While digging the trench the subcontractor finds obstructions on the proposed route and adopts a shorter route avoiding these obstacles. The work is completed but the contractor Rail Professional


COMPLETE FUEL SYSTEM Installation and Maintenance Forecourt Installation Services Ltd Office telephone: 01226 753160 Email: info@forecourtinstallationservices.co.uk Web: www.forecourtinstallationservices.co.uk

How can  we  help  your  business?   Our  areas  of  expertise  include:     •   data  collection  &  analysis   •   demand  forecasting   •   fares  policy  and  implementation   •   train  service  planning   •   operational  performance  audits   •   station  access  planning   •   business  planning   •   project  appraisal     Please  contact  us  for  further  information  and   to  discuss  opportunities    

t   Rail Professional

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 cillian@battman.co.uk or 01536 203030.


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Environment Agency and Highways England – typical of the long-term asset owners who will benefit massively from the BIM philosophy over their asset life cycles. ABA has played a major role in developing surveying working practices that have enabled it to make substantial progress towards achieving the targets listed above. From the very beginning, having the involvement of the owner, the designer, the contractor and the operator will foster a collaboration that achieves significant savings in cost and time by eliminating conflict, clashes and reworking (e.g. fixing a problem like a door being in the wrong place). Every project will carry some risk but the BIM environment enables us to work in a truly collaborative manner, using the same shared data and best practices to manage or eliminate risks altogether. The cost for managing risk should be identified and borne by the owner. Remove the project risk by adopting a BIM philosophy. Keep the data current and accurate by using a qualified surveyor who is competent to audit the information that goes into it.

does not make a proper survey record, thereby ignoring the guidance notes PAS128/256 (the specifications for locating and recording services buried underground) because it wasn’t within their scope. The BIM is now inaccurate, incomplete, out of date and useless. Another subcontractor, working from a design based on the out of date BIM dataset, subsequently drives a pile through the cable – cutting off supply, with a possible fatality as well. The resulting cost of delayed works through the enquiry, redesign, remedial work and health and safety consequences could run into tens of thousands of pounds, not to mention the human cost of a death or serious injury.

Cost control So why do companies tolerate these project risks, especially as all management has the responsibility to identify and reduce risk to an acceptable level, and when the risk can be managed or eliminated entirely by the simple expedient of making accurate as-built records? The answer is the perception of additional cost which is anathema to the subcontractors who have won the work on a competitive price tender. That’s why the procurement process and the culture need to change. More than 90 per cent of ABA’s work comes from large organisations like Network Rail, Transport for London, the

Investment in good surveying is not a surveying cost – it is an insurance policy for the future ABA continues shaping the future with its participation in Survey4BIM and BIM4Rail (the working committees set up for BIM development). The company believes it offers innovative, better, safer and more cost-effective ways to meet the survey requirements of an increasing number of clients. Company profile • single source for all dimensional surveying needs • 27 years of being first in the UK • first to develop 3D scanning for survey purposes • first to develop track mounted scanners for railway survey • first to develop mobile scanning for highway surveys • our experience covers all sectors including land surveying for development • architectural and building surveying • transportation including highways, rail, ports and airports • structures and infrastructure • tunnels and mining • repeat business has ensured a six per cent year on year growth. Tel: 01483 797111 Email: alan@abasurveying.co.uk Visit: www.abasurveying.co.uk This profile is an extract from the Parliamentary Review (Construction & Engineering 2016/2017) Pub: Westminster Publications Rail Professional


At Brian Doogue Haulage Ltd we are successfully involved in large contracts throughout London and surrounding areas. We specialise in all aspects of Heavy Haulage and Heavy Lifting. Our large fleet consists of Flat Bed Trailers, Beavertails, Low Loader Step Frame Trailers & Heavy Haulage Trailers; we also have an extensive range of Hiabs, 36T-M, 50T-M, 65T-M and 100T-M Cranes. Our drivers are fully trained (ie CPCS & PTS) operatives. We hold a FORS GOLD accreditation along with being Link Up Approved. Brian Doogue Haulage Ltd London Gateway, Scratchwood Services Area, Barnet Way, London NW7 3JA Tel: 020 8959 6673 Mobile: 07919 597 778 Email: bdhaulage@live.co.uk


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The politics of trust A recent analysis showed that the level of trust held by the general UK population in our government, business and media is low

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he gap between the mass population and the ‘informed’ public (those most likely to be part of those three institutions) is at its widest for several years. Indeed, the UK public is one of the least trusting of the 28 countries surveyed. We don’t need a survey to tell us that the public is suspicious of the establishment. Jeremy Corbyn’s general election campaign tapped into this by shaping itself as a popular grassroots movement kicking against elites. Labour’s use of non-mainstream news sites and owned content like social media was part of this; contrasting with the Conservatives’ inarticulacy in new media and reliance on getting their message out through a more sympathetic mainstream press. Renationalisation People simply don’t believe the system works for them. According to the thesis presented by the rail minister, Paul Maynard, at the Conservative party conference, it is this lack of trust that goes to the root of the current debate around passenger rail. A YouGov poll, carried out after Labour’s election manifesto describing the nationalisation of several key industries was published, showed that state ownership was the preference of the majority of those surveyed. The poll showed that 60 per cent were in favour of a state-run railway. A more recent poll (Legatum and Populus) found 76 per cent in support. While many working in the industry might consider the public debate around the merits of rail renationalisation frustrating for its lack of sophistication – and convenient ignorance of the fact that a major element of the industry, Network Rail, is state-owned – it would be foolhardy of anyone to dismiss this groundswell of opinion. There are serious implications for how the sector and associated supply chains would withstand renationalisation. The lack of certainty around how a Labour government, now a realistic proposition, would actually implement its policies, affecting both passenger franchises and rolling stock lessors, does not help any organisation to plan for the future.

is an issue of emotion, of feeling, even of belief; of how those who are seen as leading and controlling the industry are perceived by a population whose reserves of sympathy are in deficit, and capacity for nuance and technicality are limited. Many describe these as post-fact times and it is clear that the populist attraction of Donald Trump, and maybe Jeremy Corbyn too, is inextricably connected to people’s general feelings about the established order. While it’s tempting to ignore these, at times unpalatable, realities, we should instead seek to harness them. In this context, Paul Maynard’s analysis is highly astute. Support for Labour’s policy stems from an imperfect popular understanding of what the rail industry is actually doing to make people’s journeys better. He hopes the new passenger ombudsman, expected to be launched in the New Year, will be an important step forward in engendering better relations. One would expect the bedding-in of schemes like 15 minute Delay Repay to also help. The industry is delivering improvements. But they are all too often washed over, or ignored, by a disengaged public. But when public trust in government, business and

institutions is generally low, what can the one industry really do? A big part of the answer has to be in how it communicates with its customers and again we can look to those who are managing to communicate effectively. If the industry can harness emotion more effectively, then it stands a greater chance of establishing meaningful relationships with its audiences. We shouldn’t be afraid to be less ‘stiff upper lip’. People’s faith in a technocratic, policy-heavy and technical approach is waning. Of course, there is no substitute for good, evidence-based policies. But in terms of communication, people want to be warmed by the latest announcement; to believe that it is unquestionably a good thing – not to be merely impressed with how clever it sounds. And that goes for the messenger as well as the message. Today, first class communicators aren’t just proficient speakers; people who can get others excited and engender trust though the force of personality are precious. An even playing field Transparency has increased hugely over recent years, and customer service via

Heart and soul But, by and large, the general public is not motivated by such concerns. For most, this Rail Professional


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‘If the industry can harness emotion more effectively, then it stands a greater chance of establishing meaningful relationships with its audiences. We shouldn’t be afraid to be less ‘stiff upper lip’. People’s faith in a technocratic, policy-heavy and technical approach is waning’ its revised approach to electrification differently if it was more mindful of how the general public and the fourth estate might perceive it? social media has transformed the dialogue between operator and customer. But both also present new opportunities for the motivated individual or pressure group to examine performance in fine detail, to measure outputs against published specifications, and to call out deficiencies in real time in highly public formats. Within this context, those responsible for communicating directly with the public have no option but to adapt. Openness and consistency are key. In a bygone era, businesses and the government could rely on the fact that they had a relative monopoly on information.

This is no longer the case. Communicators cannot draw a veil over a reality that’s already in the public domain or present a development as something it is not. If a minister announces a new initiative to digitalise signalling on an important part of the network, only for the detail of the announcement to reveal this actually means assigning a small amount of money to scope out potential for it, the government shouldn’t be surprised if this is poorly received – particularly if it fits a perceived narrative about under-investment or taking the public for granted. Would the government have announced

Questioning your status quo How the industry makes use of the media should also be reassessed. Bad news sells. And even major good news stories are often contentious or too technical to capture the public imagination. Rigorously questioning the status quo in light of emerging societal trends will help all organisations to consider whether things could be done differently: new tactics, channels, messages; being innovative in your thinking; reducing the reliance on others to publish your stories and instead looking to your own channels that will reach the right people in the right way are all essential. Mr Maynard describes his role as being ‘a champion for the consumer’. This echoes the language of many leaders in the industry and rightly so. To be successful in reducing the trust deficit, those positive words have to be backed up with tangible action that tugs at both the neurons and the heart strings and involve a renewed sensitivity to how leaders in the industry, and the messages and stories that they and their institutions convey, are perceived. Company profile Freshwater is a full service integrated communications and public affairs consultancy, with long-established credentials in the rail sector. It has provided services to operators and owning groups, rolling stock manufacturers, passenger transport executives and subnational transport bodies, governmental organisations, all-party parliamentary groups, research bodies, the wider transport supply chain and to local authorities and city regions on specific transport campaigns. Tel: 0207 067 1595 Email: hello@freshwater-uk.com Visit: www.freshwater-uk.com Rail Professional


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Concrete block products Elite Precast Concrete manufactures high strength precast concrete products for a huge range of industry sectors

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The temporary vertical concrete barrier (TVCB) has for many years been the most widely used highway barrier – protecting highway workers from the traffic – and recently Elite has been supplying the UK’s largest barrier installation and traffic management company with TVCBs onto which security fencing and site hoarding is installed.

hese sectors include all aspects of construction, waste to energy and recycling, and nuclear including radiation shielding. Elite is fully UVDB and RISQS accredited. All of Elite’s concrete is 50N/mm2 with a 100 year design life and the range of products includes interlocking blocks, highway and traffic management barriers, kentledge blocks for fencing and marquees etc, heavy duty concrete troughs, a full range of service protection products (marker and indicator blocks and posts etc) and an extensive range of drainage products. Flexibility The interlocking block range includes three different types – Legato, Duo and Vee type. Each is cast from the same high strength concrete and includes integral cast in lifting pins or bars – making them easy and safe to lift and place. They are all class A1 fire resistant in accordance with clause 4.3.4.4 of EN13369 making them ideal for constructing fire breaks as part of fire prevention plans being widely approved by the Environment Agency. The largest blocks in the range is the Legato block and these are suitable for constructing larger walls (for retaining materials, fire breaks and most recently for creating solid barriers between open rail lines to allow safe adjacent live line working) The Duo blocks are ideal for creating material bays for storing materials in readymix concrete plants, bagging plants

Logistics Via Elite’s specialised logistics partners deliveries can be made to any location in the UK and beyond, in any quantities and with any required vehicles type. These include standard flatbed artics, crane off-load, telehandler / moffat off-load and place, smaller rigid vehicles, single items via pallet force etc. Elite also specialises in supplying prestigious projects requiring more bespoke logistics solutions which include full Crossrail compliant, Tideway compliant, and CLOCS compliant vehicles. etc and weighing in at 750 kg makes them relatively easy to move. The Vee blocks have been used in a huge variety of radiation screening applications as the unique interlock design prevents radiation shine penetrating between the joints both horizontally and vertically. All three of the Interlocking blocks types are also used extensively as kentledge (counterweights) for above ground fencing and hoarding. By using blocks clients can avoid the expense and risk of digging in posts – no dig solutions avoid the risk of service strikes and the need to mix concrete etc on site. Security Elite is the UK’s largest manufacturer of security blocks and traffic management barriers.

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Customer Service Elite’s sales and customer service ethos lies at the centre of the business. Old fashioned values combined with professional back up. Elite’s sales lines are open from 7.00am every morning and the team provide quick and straight forward pricing followed up by deliveries usually starting within 48 hours of order receipt. Elite also provides an in-house drawing service for clients and has two specialist third party structural engineers on hand to provide clients with advice and design guidance when necessary. Elite also works with a number of approved third party contractors who can provide full installations and turn key solutions if required. Tel: 01952 588885 Email: sales@eliteprecast.co.uk Visit: www.eliteprecast.co.uk


Mobility for tomorrow

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.

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Tempe, AZ U.S.A. +1 888 412 7832 computingsales@artesyn.com www.artesyn.com Artesyn Embedded Technologies, Artesyn, ControlSafe, the Artesyn Embedded Technologies logo and the ControlSafe logo are trademarks and service marks of Artesyn Embedded Technologies, Inc. All other names and logos referred to are trade names, trademarks, or registered trademarks of their respective owners. © 2017 Artesyn Embedded Technologies, Inc.

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ControlSafe Compact Carborne Platform SIL4 certification planned

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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

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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

PCU

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

ETH-Backbone

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.

ETH-Switch

SSL (Serial Sensor Link)

Serial Sensor Link (SSL)

PCU (People Counting Unit)

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Museum

University

Airport

Park

Harbour

Central Station

Shopping Centre

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 Rail Professional

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: +44 7584 053 557 Email: mark.hendry@dilax.com Visit: www.dilax.com

DILAX Citisense turns data into knowledge Information

Data Passenger Counting Time Table

Validation Extrapolation Aggregation

Analysis

Knowledge Machine Learning

Pattern Recognition

Seat Management

Statistics

Simulation

Smartphone-Tracking

Comparison

Prediction

Travel & Traffic

Trend

Recommendation


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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: precisionservices@cmscepcor.com

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Account based ticketing for the Netherlands Scheidt & Bachmann has been given the opportunity by Translink to lead the Dutch OVchipkaart fare collection system into a new era of technology

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n close partnership with BlueBridge Transactions and Octopus Applications the company has advanced the card-based system to an account-based solution. This new system will accept EMV bank cards and other contactless identifiers for public transport throughout the Netherlands.

demands in public transport and prepared for future challenges.

National smartcards Translink is an association of Dutch public transport providers and operates the national smart card system OV-chipkaart that has now been successfully operating for more than ten years. In order to set the course for an equally successful future, the new system will be adapted to changing

centrally in the back-office system where it is processed in real-time.

Centralised system The modern, account-based system solution FareGo Suite from Scheidt & Bachmann forms the basis of the new system. FareGo Suite stores all data and information

Easier access This cloud computing principle makes FareGo Suite secure, fast and available everywhere. It offers transport providers new possibilities to enhance the customer

experience such as accepting passengersâ&#x20AC;&#x2122; own identification media like credit cards for public transport. FareGo Suite enables automatic fare calculation based on the current tariff and the usage history. The open system architecture makes it easy to connect thirdparty systems.

In the Netherlands, FareGo Suite has successfully been implemented. Currently, the new system is being prepared for a pilot project through a smaller field test. Tel: +49 2166 266-343 Email: lueken.mareike@scheidt-bachmann.de Visit: www.scheidt-bachmann.com Rail Professional


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Identifying barriers to BIM implementation The front cover of this month’s issue of Rail Professional shows a work in progress parametric model of Euston station

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ridgeway Consulting has and continues to carry out various surveys of this facility. One of which was a 3D laser scan of the entire station, and over time Bridgeway has been explaining to various project teams that a 3D parametric model of the station can be produced to contain various information of which the owner/ operator deemed fit. This parametric model could have information embedded within it at a project information modelling stage and then be handed over to the owner/operator for use as an asset information model as laid out in PAS1192-2 and other associated building information modelling (BIM) protocols. The image on the front cover of this issue of Rail Professional is a visualisation of what the model could look like. Managed correctly the model also gives numerous benefits to the future developments and operating of the facility. BIM/digital engineering continues to move at a sedate pace within the rail industry perhaps this is unsurprising given that rail projects can often be complex by their nature, however if this is the case then there is a greater need to add clarity to the process in which these projects are procured and carried out. BIM can be a mechanism to achieve this. Bridgeway has worked on numerous complex rail projects such as Crossrail and the Northern Hub project. Projects such as these herald a positive step change in process where collaboration is key for

processes to run smoother in operation, and embracing continuous learning experiences to enhance future operations. So, what are the perceptions of industry regarding BIM adoption? Bridgeway asked several of its clients that exact question: Rail Professional

False promises It appears that one fundamental issue that is making the implementation of BIM on engineering projects very difficult, and to some extent frustrating, is what may be known as ‘false BIM’. This is killing any initial enthusiasm to use BIM, and leading to a generalization of statements in industry like ‘BIM costs more’, ‘BIM is expensive’ and ‘BIM is too difficult’. More people practice ‘false BIM’ than you would imagine, and unsuspecting clients, who can’t spot the difference, are being sold a fallacy. I couldn’t count the number of models that I have seen that have claimed to be information rich and when interrogated have no information contained within them, there is still a culture of expectation that a 3D model is expected to carry information regardless of how it was produced. This is a fundamental issue in the industry today and greater use and understanding of parametric modelling would really help to manage the expectations of senior management teams within organisations. Through this greater cost savings within projects can be easier to understand and therefore delivered. When light bulb moments like this occur, it gives greater kudos to what the BIM process is all about. The image below demonstrates the fundamental benefit to parametric modelling. The UK BIM Alliance is going some way to make BIM business as usual by 2020 and recently they have released a project on their website titled ‘Overcoming the legal and contractual barriers of BIM’. They are asking parties to voluntarily engage in this to provide feedback. This feedback is crucial if we are to steer the UK’s BIM agenda forward. The recently released NEC4 suite of standard form contracts goes some way to address a lot of the issues mentioned below as it has introduced a secondary option for the use of information modelling. It is hoped that industry will use options such as this which will go some way to

promote the use of collaborative working within construction and engineering. If we think of BIM as an iceberg we can identify that a lot of aspects regarding implementation are hidden, gradually industry is working to make these elements more apparent. Models and drawings A potential legal issue concerns the number of models to be created, the relationship between the 3D models, and the relationship between the models and 2D drawings (main form of constructional communication). Where multiple models are specified by the BIM amendment, the parties should indicate which model takes priority in the event of conflicting information. The parties need to agree on the content and format of each model and the required standards to be employed; these may be set out in a BIM execution plan, which would form part of the contract documents. Protocols may


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A potential legal issue concerns the number of models to be created, the relationship between the 3D models, and the relationship between the models and 2D drawings (main form of constructional communication)

This means embracing new technology and providing access to all for improvements on collaboration across all projects. Inevitably, this means job roles will change and employees will have to learn new skill sets. One approach would be to hire new staff who are BIM trained, but this could be disruptive. Upskilling existing staff is far more valuable: they know how the business works and can work in BIM processes because they may understand the migration between existing and proposed processes. Identifying the core skills necessary to support BIM in each business, such as project management or even basic BIM modelling, will help to close any knowledge gaps. But the BRE Academy’s recent skills gap survey reveals that BIM skills are lacking on an industry and organisation-wide level, with 67 per cent of respondents saying that

also be based on national or international standards. Defining the status of the 2D drawings required for obtaining construction permits and the level of information/reliance to be placed on them is important, especially in terms of the level of detail (LOD) in a project.

there should be more focus on promoting construction’s hi-tech and digital aspects. Professor David Greenwood, director of the BIM Academy, believes that a cultural shift is necessary to make BIM work, and needs to be combined with solid training. Taking the example of the project manager, he notes: ‘Up to now they have been managing physical descriptions of designs, but now they are being asked to manage digital information, which is a completely new skill set for which they need support.’ We can expect a raft of digitally-able citizens joining the construction workforce over the next few years, and they will have high expectations of how technology enables them to work smarter and will expect access to the appropriate software tools. If the people within the business aren’t sufficiently trained in BIM and the use of such software is not in place how will the new recruits develop their talents or be encouraged to stay?

Upskilling and training To meet these needs and get the best return from investment in BIM, organisations will need to accept that work processes need to evolve to support the information flow.

Model management Model management and the definition of roles and responsibilities can be a source of potential disputes during BIM

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implementation. At level two a BIM protocol indicating that it is required to implement the parties’ agreement on model access, security, transmission, archiving, transmitting would be helpful. However, at BIM level three further duties such as software interoperability and the coordination of integrated BIM systems may need to be added to the responsibilities of the BIM manager. An important aspect of defining this role is identifying issues that the parties must agree on, and which are to be coordinated by the BIM manager (e.g. model access, scope of services and software matrix). In this case, the legal issues concern: who appoints the BIM manager? How is the manager to be replaced? Who bears the costs, if any, arising from this role? The predominant thinking is that the employer should oversee these issues and bear the costs, but it is arguable that in a design and build contract it should be the principal contractor. Notwithstanding this, it is reasonable that parties make an informed choice based on the procurement route to be taken for the project. Setting out the powers and responsibilities of the BIM manager, outlining the roles of other parties and stakeholders in the BIM process, and clarifying the relationship between the model manager and an architect/project manager and other team members, are all important steps that need to be taken to avoid conflicts. With the BIM model consisting of input from different disciplines or parties, and to avoid liability for infringement of thirdparty intellectual property rights, there is need to ensure that all contributors are recognised for the contributions they make, and an indemnity provided to all other parties who may use such contributions in the event of a dispute over third-party intellectual property. In the UK, the law on intellectual property recognises intellectual property rights for each distinctive contribution. Joint authorship A legal issue can arise over joint authorship when two parties offer distinct additions to a model and it is not possible to separate where each author’s contribution ends and begins. The AIA BIM documents (AIA, 2016) provide that each model element (part of the model) is the responsibility of the model element author (a party identified in the contract), who bears responsibility for the content and Level of detail in that element of the model. This defines the authorship of the model element. The ultimate aim is to embrace the concept of joint authorship while preserving the limits on the liability of the original contributors. One way to achieve this is to define what constitutes joint authorship, recognise the right of the original author to accept or reject any addition, and be Rail Professional


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released from any liability for errors where an addition is made without their consent. Where consent is obtained, both joint authors would hold rights to the contribution, as well as bear joint and separate liability for its errors. The confidentiality of the information shared during the BIM process could be guaranteed by a simple confidentiality and non-disclosure clause in the protocol. Competitive data containing trade secrets should be held and accessed in a manner that does not compromise the interests of its owners. Contributors should be asked to identify such data at the point of

incorporation and restrictive rules of access, copying and transmission should apply. Software and technology related concerns and is software X better than software Y. Software superpowers X and Y are both BIM Authoring tools. There are frequent quips that X is better than Y (or vice versa). Similarly, there are often degrading comments made about the inferiority of other software as it isn’t considered proper BIM software? These types of statements are prolific, detrimental to the AEC industry and need to stop. We must acknowledge that no software can do everything and that each has their limitations. A lot can be learnt from the soft drinks industry and the so-called soda wars. CocaCola and Pepsi have been long-time rivals. However more recently they have discovered that their biggest rival is not each other but tap water. Indeed, in 2010, Coca-Cola Rail Professional

drew enormous public criticism for its ‘Cap the Tap’ program. In essence, it instructed restaurant employees on how to discourage patrons from drinking water, and then steer them toward revenue-generating beverages. Software evangelists need to stop seeing their competitor as rivals. To follow the same analogy, X’s biggest rival is not Y nor any other, but AEC professionals that don’t embrace technology at all. Moving forward if we are to live in a BIM ecosystem, criticising and complaining about other software only undermines our industry and does more harm than good. Rather than critiquing an approach based on the software used, we should be critiquing the output based on the methodology and the embedded design intelligence. It is far better to work towards a common goal than taking cheap shots at a competitor’s software preference. We must learn to stop prejudicing software after all, it may have something to offer which yours can’t. If the output deliverable is to the required standard then surely the authoring tool to produce it shouldn’t matter.

Liability The technology on which BIM is based may also create peculiar liability issues. Software manufacturers are protected by blanket limitation of liability clauses that makes it inappropriate to transfer the risk of BIM errors caused by the software to the manufacturers. This risk should be dealt with contractually, and should be borne by the party who takes responsibility for the BIM process. For software and technology related issues the parties should map out carefully the liability between the consultants who chose the technologies and have expertise in them, and the employer of the BIM process. The aim should be for the consultants to bear the risks for errors made in the choice of technology, while the residual risk lies with the owner of the process. Ensuring that the parties take out the appropriate

insurance to cover their engagement in the BIM process is pivotal. Where project-wide insurance is available, this should be adopted. The UK government has proposed the greater use of integrated project insurance in BIM projects. Where such cover is not available, parties should consider obtaining traditional coverage to protect against their liability for errors or omissions in their contributions to the model. Responsibility for faults in modelled information The main advantage of the BIM model or models is being able to rely on the information contained within it. Therefore, making each party responsible for errors in its contributions is crucial. The BIM process gives direct access to the model to a variety of parties, who make decisions and allocate resources based on the information contained in it. This potentially creates new classes of possible liability. To manage this risk of reliance, it is essential that there is a clause in the BIM protocol stating that all project participants waive their rights to consequential damages and limiting their liability to direct losses connected with the project. It is also critical to define who is responsible for ensuring the quality of contributions to the model or models, as well as the level of reliance to be placed on such contributions. This is particularly important where the model contains intelligent objects that may change because of information derived from other contributors. Classification of modelled elements such as Uniclass 2015 can help with this. Cost and time issues The BIM process could throw up cost and time issues that are outside the principles of extension of time contained in the main contractual agreement. Allocating which party would bear the risk for delays and/or costs arising from errors in the transmission and use of information during the BIM process is essential. While such errors will hopefully be the exception rather than the norm, the BIM protocol needs to provide for such eventualities. These cost and time issues lie within the parameters of ownership of the BIM process. The party ‘owning’ the process would be the one to determine the criteria for an extension of time due to BIM errors and the process for extra payment, where appropriate. In the context of the UK industry, the employer would, in most cases, be the appropriate party to bear the residual risks connected with the BIM process. Some procurement methods may throw up the main contractor as the owner of the process (i.e. design and build contracts), with the costs being built into the tender. The parties would need to make a decision on the appropriate arrangement based on the circumstances of the project.


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The creation of a ‘BIM contingency fund’, which draws contributions in defined proportions from all participants, has been proposed. The project participants could then apply to the fund to cover unforeseeable costs that may arise during the BIM process. However, clear guidelines would be required for this to work properly. Asset information model The nature and ownership of the final product or deliverable of the BIM process, especially in terms of its future uses for asset management, is another important issue. The end product of the BIM process should be an asset information model (AIM) and a completed project. While the ownership of the latter is not in question, the former requires further examination. In the UK, the end product for government projects would also be construction operations building information exchange (COBie), defined as ‘a spreadsheet data format that contains digital information about a building, it is often thought of as a subset of a building model’. The focus of COBie is on delivering non-geometric building/asset information with a COBie specification setting out the format and content of the information to be provided. In terms of linear assets such as railways some adjustments may need to be made. The deliverables desired by the employer for a project determine the contractual terms regarding the format, ownership and future uses of the BIM model and COBie. However, making a 3D–5D BIM model a contract deliverable raises some interesting legal issues regarding the liability of the model creators. For instance, would the completed model be a product subject to the strict liability rule under the Sales of Goods Act 1979, with implied terms of satisfactory quality and fitness for purpose? Being a specialist product, would the product creators be liable if they did not advise the purchaser or the employer in this case of problems that ought to be

reasonably known about the product (i.e. data degradation errors that may develop over time)? It seems, at least at the outset, that when making BIM models a deliverable it is beneficial to expressly exclude implied terms and to negotiate a set of warranty obligations linked to the long term use and performance of the model. Risk when transferring the model The management of risk during the transfer of the BIM model(s) between the different stages of construction is another important legal issue. The building blocks for managing this risk can be provided for in the clauses dealing with the BIM manager, who may then have the responsibility at each stage of transfer to take a ‘snapshot’ or clash detection report and archive a copy of the final position of the model at that stage. In this way, if liability issues occur it will be easy to identify at what stage the error was introduced into the model(s). Closing thoughts Within the construction industry generally there may be a further disconnect between a built assets developer and its end-occupier. If the tenant knew that a developer could save him 30% on energy costs by specifying certain equipment or materials, a different decision might be made, but if the developer mostly does not know who the tenant will be, they can’t justify the extra expense. Generally, this is not the case for the UK rail industry as the owner operators are definitive. This helps to give the Railways a head start, with regards to thinking with the end in mind. Bim/Digital Engineering will undoubtedly continue to gather pace within the Rail industry after all if mammoth engineering projects such as HS2 identify the use of BIM as a benefit then the industry needs to pay attention, to quote HS2 Technical Director Andrew McNaughton: “BIM is our life blood... our central nervous system.” This demonstrates the emphasis on

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‘You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete’ Richard Buckminster Fuller the subject within Rail. Bridgeway are happy to discuss this further whether it is a leap of faith or smaller steps in to the unknown we can offer BIM consultancy for project implementation, adherence to standards and training in both software and information protocols. Summary The above is intended to identify some of the main obstacles to the adoption of BIM, for the individual, organisation and the sector. These obstacles can be categorised into three main areas: • a culture of silo working • lack of a suitable legal framework • lack of appropriate investment in expertise and training. First, within the construction industry, building project teams rarely work together more than once, and this has led to a culture of silo working. The industry needs to move towards an integrated way of working, such as is seen in the integrated supply chain of the manufacturing sector, where a continuous team of designers, suppliers, fabricators and distributors routinely work together on multiple projects Second, there is the lack of a suitable legal framework surrounding projects, including difficulties of changing the mindset of traditional workflows, methods and procedures, to realise the opportunities offered by the new value-added service and associated disruptive technology. Third, there is the lack of appropriate investment in expertise and training, associated hardware and software, both within individual practices and across the construction industry as a whole. Tel: 0115 919 1111 Email: simon.hatch@bridgeway-consulting.co.uk Visit: www.bridgeway-consulting.co.uk Rail Professional


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Creating moments for rail customers The importance of the customer experience and creating moments that people can get involved in has become more prevalent for train stations in recent times

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s the the leading commercialisation provider to the UK’s major train stations and airports, SpaceandPeople books a range of different experiences which deliver ‘customer delight’ to visitors. The SpaceandPeople Group is the largest seller of promotional space in high footfall venues across the UK representing over 350 venues, including the Network Rail managed stations, with a combined weekly footfall of over 45 million. The company’s remit is to match brands, promoters and retailers to the venues and footfalls that are right for them. SpaceandPeople is the market leader in delivering Brand Experiences and its expert team have over 15 years of experience within the industry. The high-profile promotions the company places into venues daily entail detailed logistical considerations. The work is conducted closely with SpaceandPeople’s dedicated inhouse compliance department to ensure the highest level of paperwork requirements as well as health and safety, legal and quality considerations within transit hubs are met, and often exceeded. There is also an inhouse operations team who works closely with venues as required. Delight The brand experiences the company places into train stations vary in scale, interactivity and offering. A large-scale experiential activity recently placed outside of King’s Cross Station was for Virgin Media who launched its new children’s app by allowing members of the public to jump on a giant trampoline bed. Entertain Many of the activations booked into SpaceandPeople venues not only entertain participants but spectators too. Walkers Crisps recently visited train stations with a pay packet experiential activity, which included a giant crisp-shaped photo booth with swirling tokens, similar to the Crystal Maze dome. Contestants had a limited time to grab a token to win cash or crisp prizes. Surprise In London’s Victoria Station, Ricola placed Rail Professional


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a Yodel Box, which was an interactive video booth and invited consumers to ‘yodel themselves to Switzerland’ by singing the Ricola jingle. The yodeller with the most votes on a dedicated website won a trip to Switzerland. Inform The extensive UK network of SpaceandPeople Mobile Promotion Kiosks in venues the company represents enables local and national businesses to promote their business in a professional and standardised manner. Support inline retailers The Body Shop and Cath Kidson have both opened pop-up shops in stations over the last year and Krispy Kreme recently carried out a roadshow visiting several different train stations with its Slot Machine experiential campaign.

Generate footfall For the recent Formula One event in London, a McLaren supercar was placed on Charing Cross Plaza, highlighting a campaign supported by Johnnie Walker called #jointhepact, with former Formula One champion Mika Häkkinen as one of the celebrities in attendance. SpaceandPeople also works closely with retailers, both global and local, offering popup kiosk opportunities in prime locations at the time and place that suits both retailer and venue, adding variety to the retailer mix. Shout about Many of the brand experience activity placed into venues generates a significant volume of social media buzz and PR coverage, both for the brand and venue. The Las Vegas Convention and Visitors Authority and Virgin Atlantic held a competition at King’s Cross Station on Valentine’s Day offering participants the chance to win a trip to Las Vegas. This was syndicated out via social media channels reaching over three million people. SpaceandPeople tailors the commercialisation strategy of each venue to create memorable customer moments. You can contact the company to arrange a no obligation site audit and revenue projection. Tel: 07767 169 395 Email: Marketing@spaceandpeople.co.uk Visit: www.spaceandpeople.co.uk Rail Professional


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