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NOVEMBER 2014 ISSUE 207 ÂŁ3.95


A clear vision

Chief Inspector of Railways and Director, Railway Safety at the ORR, Ian Prosser, on taking workforce safety as seriously as passenger safety

Franchising Should we create monopoly rights?

Are you too Open? A US perspective on rail security

Safety Is your mind on the job?

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Welcome march 2014 Issue 200 £3.95 NOVEMBER 2014 ISSUE 207 £3.95


A man forvision A clear all countries

Chief Inspector of Railways and Director, Railway Safety at the ORR, Ian Prosser, on taking workforce safety as seriously as passenger safety

Global transport designer Paul Priestman on stations, high speed, increasing capacity and how the industry should advertise itself

Plus... Will BIM fail in the rail industry? How smart technology is powering rail’s digital revolution Is HS2 welcome in Yorkshire? Rail’s challenges now that Ofcom has given the go ahead for superfast satellite broadband


Are you too Open?

Should we create monopoly rights?

A US perspective on rail security

Safety Is your mind on the job?

RSSB on strengthening rail’s defences against extreme weather Should we forget the driver? How technology is changing the face of our networks


Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published in the magazine. ISSN 1476-2196 © All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.

editor’ s note Editor’ s Note


ccording to the article ‘10 Steps to Growing your own Tomatoes’ in The Scotsman earlier this year, tomatoes do very well in the Scottish climate. ‘You don’t need a greenhouse, or even a garden to grow them’ it informs the reader. What about a railway track? That wasn’t mentioned. Nor was it mentioned in Abellio’s long list of ‘green and social credentials’ that have so entranced Scottish transport minister Keith Brown. One could say this is the company’s big chance to show what it can do. I really hope for Scotland’s sake it delivers on its promises. Alistair Gordon, boss of Keolis, which recently won the new Thameslink franchise with Go-Ahead Group, recently saw a passenger faint on an overcrowded TPE train and has admitted to the Financial Times that passengers will have to get used to standing, if they can get on a train at all. The RMT is right to continuously highlight the prospect of passenger safety being compromised, and asks what would happen if that passenger had a heart attack on such an overcrowded service with no trained staff on the scene? This issue is themed around safety in fact, and a thought-provoking piece for Chris Langer (page 61) talks about the industry’s preoccupation with ‘human error’, with the common approach of ‘identifying the bad apples and then disciplining them’. Errors are never made in a vacuum and are usually indicative of wider patterns of safety behaviour, says Langer, who observes that responsibility for safety normally tends to be shared asymmetrically, rather than evenly distributed. This, he believes, is ‘clearly damaging for overall safety if management lessons fail to be learned’. In addition to that, we have a fascinating piece from security specialist Richard Gent, who gives a US perspective on how rail can make itself less of a ‘soft target’. Let’s hope it’s not a prescient piece,, and I’m not a fan of those who talk up the possibility of disaster, but Gent is simply being realistic about a scenario that, given the current climate, is not impossible to imagine. Lorna Slade Editor

Speciality Greases- making a point of being on time. tel: 01422 015515

your global specialist

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Women in Rail



Stoke-on-Trent’s HS2 business case; stations are ‘weakest link’ says HS2 Ltd chief engineer; third of mobile tasks on trains fail says new study; PriestmanGoode working on New Tube for London designs; funding for cyber-security research; Dawlish sea wall resilience project; CILT award for Network Rail and AMCO; campaign for West Midlands rail devolution; more to be done on rail accessibility says head of British Polio Fellowship; rail heritage report

Passenger Focus


When things go wrong it often feels to passengers like Dunkirk, rather than D Day, says Anthony Smith

Franchising: back to basics


Jodi Savage looks at the new Joint University Presentation Programme, which involves young people in rail leading by example

Delivering the goods


FTA is petitioning on the HS2 Bill to ensure that issues for rail freight are properly addressed. Chris MacRae looks at the key points

IRO news and diary


Latest news and events from the Institution of Railway Operators

The letting of new franchises is becoming normal again. This is welcome, but it is worth frequently reminding ourselves why we are doing it, says Andrew Meaney

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13/01/2014 13:15

Follow us on Twitter RailProMag@twitter

Considering the technology we have available to us, using flags and horns in the 21st century is a little bizarre INTERVIEW - P. 42

Rail Professional interview


Ian Prosser, chief inspector of railways and director, railway safety at the ORR, spoke to Dave Songer about the ORR’s drive to better protect the industry’s workforce, the importance of safety from a business perspective, and the positive impact of local communities on reducing rail suicide rates

Safety: A fundamental truth


Companies that have the best safety records also have the best business performance explains Mark Carne

Safety: Is your mind on the job?


Colin Dennis talks about the risks facing rail staff when using mobile devices and the education programmes RSSB has developed to support company safety briefings on the issues

Safety: Are you too Open?


How can rail security operations and the bottom-line live together and what are the easy low-cost solutions? Richard Gent gives a US perspective

Safety: A whole system approach


Chris Langer takes a look at why an overemphasis on ‘human error’ may be blinding us to the bigger safety picture

Safety: How do we engineer safety around here?


RAIL PROFESSIONAL banner ads 2014 outline.indd 2

A safe working environment is not a by-product of robust business processes, but must be separately engineered through conscious contents continues... effort, says Chris Langer

13/01/2014 13:15

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Safety: The confidence factor


A better understanding of how front line staff behave in their day-to-day job is essential for minimising risk, improving health and ensuring regulatory compliance, says Mary Clarke

A question of safety


Transport fire safety engineers add critical value to early stage design explain Kate Hunt and Mark Gilbey

Safety: Healing the pain


Ruth Madigan gives an update on the KPI between the University of Nottingham and Arcadia Alive that aims to integrate non-technical skills into rail competency management systems

Safety: Independence day


A collaboration between digital product design studio, ustwo, and the Royal London Society for Blind People has led to the prototyping of an aid to navigation for visionimpaired people on the London transport network

Safety: An integrated approach


If the rail industry is to achieve Network Rail’s goal of ‘Everyone home safe every day’ then organisations and individuals need to put safety first and foremost, says Lee Taylor

Safety: Never a ‘job done’


Sarah Tack, head of safety at Thales UK’s ground transportation business, has been nationally recognised for turning around the company’s safety culture

Franchising: culture 2 culture


Flexible UK Toc’s such as c2c can thrive on the Continent says Andrew Chivers

Hold on to your talent

Toc Focus: Virgin Trains



Given the skills shortage in engineering employers are doing all they can to hold on to the best talent. Mac Alghita believes the equality agenda and recent legislation around flexible working are a step in the right direction

The Toc has signed a new deal with the DfT that promises to bring big improvements for both passengers and taxpayers

Business news


Aspin Group; Crossrail; Parsons Brinckerhoff; Electroustic; Ganymede Solutions; HaCon; KeyedIn Projects; Morson Group; Northern Rail; Oleo; Virgin Trains; Harting

Business profiles


EAL; AST Language Services; Viztek, Blaschke; Nightsearcher; Auctus Management Group; Silver Fox; Innu-Science; Reactec; IPAF; Trapeze; Marshalls; Geobrugg; MIRA; Zonegreen; PMA



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News in brief...


Blue is the colour oothing blue lights will be installed in some rail stations in the hope it will stop the growing number of suicides. Network Rail told The Sunday Times it is undertaking a series of trials, including blue lights in canopies and lighting studs on platforms. It is also investigating the use of sensors which are triggered when people enter certain areas of the railway, such as the end of platforms, and then play a recorded announcement. ‘We want to do everything we can to stop this from happening and, if it does, to help our people deal with it,’ said Ian Stevens, suicide prevention manager for Network Rail.


Spades in the ground ork has started on Bermuda Park, one of the two new stations that form part of a £13.6 million rail upgrade on the Coventry to Nuneaton line. The DfT is providing up to £4.7 million, with the remainder being met by the European Regional Development Fund, Warwickshire County Council, Coventry City Council and Centro. In addition to the other new station, Coventry Arena, the platforms at Bedworth station are set to be extended as part of the scheme.

Chose us not Crewe for HS2, says Stoke-on-Trent Stoke-on-Trent has launched its full business case for HS2 to be routed through the city, rather than Crewe. ‘The Stoke route can deliver high speed rail seven years sooner and at least £2 billion cheaper, is technically superior, more environmentally friendly and connects more people to more cities than either the government’s current consultation route or Crewe’s out-of-town parkway proposal,’ said a spokesman for Stoke’s City Council. He continued: ‘We have worked with leading experts in The Railway Consultancy and economic consultants Volterra, who sit on HS2’s Economics Advisory Group, to produce a report that unveils a comprehensive and powerful case for why the Stoke route is the strongest option on the table. ‘It has come down to a competition between Crewe and Stoke, and the report details how in every measure – technical, economic, environmental – Stoke’s solution is superior. There is cross-party consensus that HS2 is now all about cities – about better connecting the regional powerhouses and engines of economic growth and driving the rebalancing of the economy. As the only city between Birmingham and Manchester, the Stoke route delivers this ambition. ‘So why does it appear that HS2 Ltd has already made up its mind to go to Crewe despite all the evidence that the Stoke route is significantly better for the economy, the environment and the tax payer? It doesn’t stack up.’

Stations fit for the 22nd century The UK rail network’s stations are its ‘weakest link’ and need to be upgraded to make them ‘fit for the next generation’, according to the chief engineer and technical director of High Speed Two Ltd, Professor Andrew McNaughton, who outlined his vision for the future of the UK rail industry in a speech at IET’s (Institute of Engineering Technology) London HQ recently. Describing journeys as ‘wasted time’, McNaughton explained the importance of finding ways to reduce journey times. Key to this aim is the development of more efficient interchanges that harness technology and offer improved access for all at stations. ‘Everything that offers improvements

for those less able improves it for all,’ he said. McNaughton also wants to see the complete removal of ticket barriers – a step that he believes would bring significant time savings. Talking about his ideal whereby rail staff on the platforms are ready to help passengers much like the Games Makers interacted with crowds during London 2012, he said: ‘Barriers say go away, do not come and visit.’ Discussing how the rail infrastructure of the future will be built, McNaughton explained that it must be technologically advanced and efficient to construct. ‘I want something out of Thunderbirds, not 30,000 lorries.’


Plaque for Beeston station he historic station’s 175th birthday was marked by a plaque unveiled by Sir Neil Cossons, former chairman of English Heritage, who was born and raised in Beeston and worked as a porter at the station between 1955 and 1961. The station is currently operated by East Midlands Trains but was first built back in 1839 for the Midland Counties Railway. The small cottage building was replaced by the Midland Railway Company in 1847 with the current building.

November 2014 Page 11

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Blackspots on rails: one in three mobile internet tasks attempted on trains fail Almost a third of mobile internet tasks (30.3 per cent) attempted on commuter train routes failed during a connectivity study carried out by Global Wireless Solutions (GWS). The results show: • one in three mobile internet tasks and one in seven voice calls attempted on commuter train routes failed during testing • Three has best network for commuters who like to talk • Vodafone’s subscribers get best 3G data service, EE subscribers best 4G data service… • …but EE, O2, and Vodafone are all heavily relying on their older 2G networks to cover commuters • St. Pancras is by far the worst station for connectivity. GWS’s engineers carried out tests while travelling back and forth on the ten most popular commuting routes into and out of London, and discovered that — on average — almost one in four 3G data ‘packets’ (23.2 per cent), and well over one in three 4G data packets (37.2 per cent) travelling across the networks of the four major UK operators didn’t make it to their intended destinations.


Figure 1: Packet data reliability: the big four operators on 3G and 4G


Data Type















Figure 2: how long it is likely to take commuters with 3G data to upload a picture/download a song/download a video?






Time to upload 4MB picture (seconds):






Time to download 4MB song (seconds):





Download time for 4 minutes of HD video (seconds):






Three won GWS’s voice calling run-off; its network was the joint-first-most reliable, but emerged as the clear winner when call quality was factored in. Commuters are likely to experience poor call quality (e.g. sound breaking up) when mobile operators use older 2G networks to route their calls, and/or use ‘half-rate codecs’ to decode voice call data. GWS’s engineers were ‘on 2G’ with O2 for more than 60 per cent of the time while testing on commuter trains. In addition, O2 used half-rate codecs to handle almost a third of all the calls (28.16 per cent) engineers made during the testing programme. EE fell back on its 2G network two-fifths of the time (41.82 per cent) during testing, but only used half-rate codecs to decode 2.96 per cent of the test calls made. Vodafone also relied on its 2G network 40 per cent of the time during testing; it used half-rate codecs to decode 7.92 per cent of all the calls made by engineers in the course of the testing programme. St. Pancras by far the worst for connectivity One in four of the data task failures (24.18 per cent) GWS’s engineers experienced occurred while they were on trains in stations, while one in five occurred when they were on trains on open stretches of track. However, voice calls are more likely to fail on open track than in a station (one in four of the voice ‘failures’ GWS’s engineers experienced occurred when they were in a station, compared to one in three when they were on open track). GWS found that voice and data failures are more likely to occur when a train is travelling from 0-5 mph than when it is travelling between speeds of five and 50 mph. Failures are most likely to occur when a train is travelling above 50 mph. St. Pancras has by far and away the worst connectivity of all of the stations tested. GWS’s engineers experienced an average of 99 voice and packet data failures (across the four operators) while testing in the station.


Figure 4: Top 10 worst-connected commuter stations

Figure 3: how long it is likely to take commuters with 4G data to upload a picture/download a song/download a video?







Time to upload 4MB picture (seconds):





Time to download 4MB song (seconds):





Download time for 4 minutes of HD video (seconds):





! ! ! GWS’s testing suggests that Vodafone subscribers get the best !3G data service while commuting – Vodafone’s 3G network is the !most reliable (in terms of getting data packets through) and offers !the fastest download speeds (2Mbps on average during testing). ! EE currently offers the best 4G data service; its 4G network tied ! !with Vodafone in the reliability stakes but was the fastest when it !came to downloads (5.6Mbps on average during testing). Every carriage is a quiet carriage now GWS says its testing suggests it isn’t only the mobile internet that Londoners struggle to use while commuting: one in seven voice calls (14 per cent) made from trains fail too. Page 12 November 2014


 (worst to best)


Average number of
 Voice and date failures


St. Pancras






Kentish Town






Elstree and Borehamwood






St. Alban’s City











Paul Carter, CEO of GWS, said: ‘Commuters have enough to contend with without the kind of mobile connectivity problems we have revealed. Pressure from commuters makes it inevitable that trains won’t keep their status as mobile dead zones for much longer. It’d be great to see networks, rail operators and station-masters taking the lead on improving connectivity for commuters – rather than having to be dragged into the 21st Century kicking and screaming.’



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PriestmanGoode working on New Tube for London design Global transport design consultancy PriestmanGoode is working with Transport for London on the design vision for the New Tube for London, the next generation deep level underground trains for the Piccadilly, Bakerloo, Central and Waterloo & City Lines. Paul Priestman, director at PriestmanGoode, said: ‘TfL wanted the New Tube for London to celebrate the great history of transport design in London, while acting as a beacon of innovative 21st century public transport. We took inspiration from iconic London landmarks and key attributes of British design to create a tube that is beautiful, simple, functional and maintainable.’ He continued: ‘We understand what passengers want, but also what is needed to ensure easy maintenance and efficiency for the operator, which is crucial. Good design isn’t just about style, it’s about making something better and easier to run and maintain.’ The New Tube for London features a walk-through design, air-cooled cars, digital screens to enable live updates, wider doors to facilitate quicker turnaround times at stations and increased capacity. Natural finishes and materials in a palette of colours including charcoal, warm grey and oxblood were derived from looking at heritage and contemporary architecture and landmarks in London. Mike Brown MVO, managing director of London Underground said: ‘The New Tube for London will change the face of travel on the Underground. The design respects the past but also looks to the future.’

Funding to counter cyber-attack threats to critical infrastructure New research is set to focus on the cyber-security of the UK’s vital industrial control systems which run, for example, the rail network, manufacturing plants, power stations and the electricity grid. The research will help understand and mitigate threats from hackers or malware. The Research Institute in Trustworthy Industrial Control Systems (RITICS), based at Imperial College London, is coordinating the research with a £2.5 million investment into new projects at Queen’s University of Belfast, the University of Birmingham, City University London and Lancaster University. Funding for the research will come from the Engineering and Physical Sciences Research Council and the UK’s National Cyber Security Programme. The Centre for the Protection of National Infrastructure (CPNI) and GCHQ are actively supporting the initiative. The research teams will work with industry partners to understand and analyse the risks from cyber-attack, examine how risk is communicated to business, and provide effective Page 14 November 2014

interventions to counter the risk. Metrics and software tools will be produced so that non-technical decision makers can assess cyber-security in the context of their business. Connection to internet brings new issues Historically industrial control systems were isolated to keep them secure, however these systems are now connected into complex and interconnected networks via the internet. Many business advantages spring from such interconnections but there are also greater risks that need to be recognised and effectively managed.    Professor Chris Hankin, from the RITICS explained that where control systems are linked to the internet there is a need to understand how failures could cascade across the system.‘We need to address how to approach network maintenance for industrial control systems, particularly as most systems operate on a 24/7 basis. So we will be looking at how we can ensure better protection without compromising performance.’

One of the four new projects is A Systematic Evaluation Process for Threats to Industrial Control Systems, run by Professor Clive Roberts at the University of Birmingham. His team will work with the RSSB to carry out a detailed security analysis of the National Grid to build an understanding of possible failures. Industry partners are TRL and Parsons Brinckerhoff. Roberts said: ‘The project will produce a systems engineering inspired analysis method that can be applied to critical infrastructure systems.This will take the form of a process that can be followed by industry and software modelling tools that allow susceptible sub-systems to be identified, and solutions recommended. The approach will be applicable to both rail and power systems.’ He continued: ‘A cyber-attack on the railways wouldn’t affect safety as the trains are designed to be fail-safe but it would cause major disruption as trains would stop all over the network. At the moment the challenges are to understand the vulnerabilities.’

November 2014 Page 15

for the latest news visit Construction begins on Dawlish sea wall resilience

Campaigners back rail devolution plans

Construction has begun on an £8 million project to increase the resilience of the sea wall in Dawlish which will also see the lower coastal walkway replaced at high level. The walkway is the final section of footpath between Dawlish Warren and Teignmouth to be repaired following the damage caused by the storms of February this year. The project will raise a 340m stretch of low level sea wall to adjoin the existing high level walkway. The section will be constructed using precast concrete L units and ballast backfill. All works will be undertaken from the seaward side of the railway using two jackup barges. Mott MacDonald is providing project and commercial management on behalf of Network Rail. James Whitelock, Mott MacDonald project director, said: ‘With winter fast approaching the aim is to complete the works in as short a timeframe as possible, before any major winter storms.’ The project is due for completion in 2015.

Rail campaigners in the West Midlands have backed plans by local authorities to take over the management and monitoring of local train services. They believe the proposals, formed by an umbrella group of local councils under the ‘West Midlands Rail’ brand, will lead to improved services for commuters using the regional rail network. West Midlands Rail has submitted a case to the Department for Transport to take over the management of local services to Birmingham from 2017, with the franchise being awarded by the Department for Transport and operated by a Toc. These services are currently operated by London Midland. From 2024 it is hoped that full devolution of the franchise would take place with the award, management and monitoring of the contract being done by West Midlands Rail. Services from Birmingham and Northampton to London, from Birmingham to Stafford and Liverpool and along the Trent Valley corridor currently operated by London Midland would be run by a separate franchise. Ian Jenkins from Campaign for Rail says the case for devolution is ‘strong’. ‘Services on Merseyside, in Scotland and in London are managed by devolved bodies, and are of better quality than those provided at present in the West Midlands. Local rail passengers want to see improvements to their services and better value for money, especially when fares have gone up. The performance of London Midland has continued to be appalling, with frequent cancellations owing to staff shortages due to their poor planning and management, and the DfT has not taken action.’ He continued: ‘Regional rail services are better managed locally than by the DfT. We would hope West Midlands Rail would ensure the better delivery of services that passengers rely on for work and leisure, and will take swifter action than the mandarins in Whitehall do if the franchisee fails to keep their promises.’ A decision will be made by the Secretary of State before the end of the year, with the franchising process beginning in 2015.

President’s Award for Dawlish work Network Rail and AMCO have won the CILT’s President’s Award for the rebuilding of the railway line along the Dawlish coast following the winter storms. The award, which recognises logistics and transport planning skills is only bestowed in exceptional circumstances and was last given to the TfL Olympics Transport Team in 2012. CILT President Jim Spittle said: ‘The teams worked on this project 24 hours a day, seven days a week to return the line to service and stop the loss of £8 million a day to both Devon and Cornwall’s economies. The line was closed on 4th February and re-opened on 4th April, two weeks ahead of schedule.’ Page 16 November 2014

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Deliver on disabled access says British Polio Fellowship Ted Hill MBE, CEO of The British Polio Fellowship has welcomed Transport for London’s plans to invest £75 million in improving disabled access at its stations, but called for more to be done nationally to tackle the ongoing problems surrounding transport and access for the disabled throughout the UK. ‘Unbelievably the disabled still face a staggering array of accessibility issues when using public transport and accessing buildings and facilities, and that should not be the case,’ he said. ‘TfL’s plans to invest in disabled access and its commitment to work in greater partnership with local councils and developers to achieve this is very welcome. But it is actions, not words that will ultimately make the difference and those who champion disabled rights will look forward to TfL delivering on its promises.’ Government statistics show that more than two million people with disabilities have reported difficulties related to their impairment or disability in accessing transport pointed out Hill. ‘We live in a nation that arguably puts more emphasis on diversity and equal opportunities than any in the world and yet disabled access remains a problem. TfL plans to have 53 per cent of all tube stations stair free by 2024, but clearly there is a long way to go. London is just one city, but getting it right in the capital will hopefully serve as a catalyst to drive change throughout the country as a whole. The modern world can be restrictive enough and public transport is one area where change can make a profound difference to people’s lives.’

Heritage report shows preservation in action The Railway Heritage Trust has released its annual report, detailing the 54 projects that it supported during 2013/2014 with grants worth £1.79 million. The report documents work that the trust carried out on projects including the installation of a tubularframed bridge at Nottingham station (£265,000), repainting Gleneagles station in Caledonian Railway colours (£85,000) and the restoration of the former parcels office at Scarborough (£130,000). Now in its 29th year of restoring and regenerating historic railway stations and structures, the trust has awarded 1,429 grants worth more than £45 million pounds since it came to being. The projects that the trust supported attracted partnership funding of £2.11 million from organisations that include TfL, The Scottish government and town, district and parish councils. In his statement, Railway Heritage Trust chairman, The Hon Sir William MacAlpine, highlighted the ongoing work needed to preserve the reminders of the UK network’s past in the face of increasing change. Regarding the approaching end of mechanical signalling, MacAlpine appealed for the changes to be ‘sensitively managed’, calling for a sample of signal boxes to become listed buildings to protect them for another generation. Visit Page 18 November 2014

Welcome to the Abellio Way The ability to move freely, safely and with ease is a precondition for a successful society. This has always been and will remain the role of public transport within communities. At Abellio we believe our responsibility to passengers extends beyond their journey on our trains and buses, so our services are focused on a single objective: delivering the full door-to-door journey requirements of our passengers. This is the Abellio Way: Beyond a-to-b. Across the Abellio group, we operate rail, bus and tram services in England, Germany and the Netherlands, and every day over 12,500 of our people ensure that 1.4m passengers reach their destinations safely. Without the diligence and commitment of our people who consistently deliver our core values on a daily basis, we would not have the reputation we do for customer service and partnership working. We take great care, therefore, to invest in them as ambassadors for Abellio. Our way, the Abellio Way, focuses on talent management and international best practice programmes, which allow our people the freedom to achieve their full potential.

And we don’t just encourage excellence, we reward it with our annual Abellio Achievement Awards. Open to employees of all levels, the awards recognise and celebrate outstanding performance in six categories: Excellence, Bringing the Abellio Values to Life, Innovator of the Year, Leader of the Year, Team of the Year, and Employee of the Year. Our culture, our values, our commitment to customer needs and our dedication to creating world class partnerships represent the very essence of Abellio; it differentiates us in the world of public transport. It is the Abellio Way.

the way

Beyond a-to-b

November 2014 Page 19


In the passenger seat

Disruption: the moment of truth When things go wrong it often feels to passengers like Dunkirk, rather than D Day, says Anthony Smith


ith punctuality, the key driver of passenger satisfaction, the rail industry starts on the back foot. We have all been there. You are waiting for the 14:30 train which is showing on the information boards as ‘on time’. There is only one problem. It is 14:32 and there is no sign of the train. ‘Legacy’ signalling and information systems undermine a key element of trust: good information. New systems are on their way which will help. Also there appears to be common consent in the industry that the timetable is undeliverable. At least three per cent of PPM is lost simply through the timetable. Allowances for time at stations simply do not reflect reality. It just won’t work.  Every time the signallers are left to work out the problems. Network Rail is thinking about how it might unpick timetable planning rules and then rebuild the timetable. Better data from new signalling systems’ GPS tracking of trains will help us understand which bits of the timetable aren’t working. However, history suggests this could take some time. So when things go wrong it often does feel to passengers like Dunkirk, rather than D Day. This frustration is not just an anecdote.  It is backed up by our recent research into passengers’ experience of delays and disruption to their journeys. Other words that described their feelings included irritated, powerless, resigned. The industry has put considerable effort into improving information in recent years.  Despite this, only 34 per cent of those questioned were very or fairly well satisfied with the way their train company had dealt with the delay.  Page 20 November 2014

Perhaps one of the strongest messages to come from this research is that passengers who are given a reason for their delay are significantly more likely to say the disruption was handled well overall, than those who are given no reason (54 per cent if reason given, 19 per cent if no reason given). We know from other research that the way the industry deals with delays is a major driver of dissatisfaction. Poor, inaccurate or contradictory information can hinder passengers’ trust in their rail company. And those automatic apology messages don’t go down well either. So what are the pointers for improvement? First, passengers need to feel that the

train companies are actually on their side, that they feel some empathy with their position. Thinking how best to communicate with passengers and being available to answer their questions. This may not always be easy when unexpected delays occur. But tone and honesty, and describing the situation in a way that paints a meaningful picture, can be the best way forward. Staff – whether on trains or at stations - need to be able to provide the most up-to-date information to passengers. They need to be able to keep pace with the speed of modern communications and ideally ahead of the passengers. Southeastern, for example, has told me it is going to provide tablets to many of its staff to do just that.  

About a third of delayed passengers felt the train company handled the disruption well Overall how well the disruption was dealt with: All disrupted passengers

34% 10% 19%

NET: Well  (very/fairly)  Very  poorly    Fairly  poorly  Neither  Fairly  well    Very  well  


25% 9%

Overall how  well  was  the  disrup1on  dealt  with

All Commuter Business Leisure LSE Long distance Regional      Male    Female    18-­‐24    25-­‐34    35-­‐44    45-­‐54    55-­‐64    65-­‐74 Ticket  In  advance  Ticket  on  day    Season  Gcket Reason  given  for  delay    No  reason Full  train  crew Driver  Only  

34% 29% 42% 35% 30% 43% 40% 30% 37% 34% 29% 33% 34% 43% 48% 43% 28% 24% 54% 19% 40% 32% 42%


Q18 Overall, how well do you think the train company dealt with the disruption on this last occasion? Base: All respondents who have experienced delay in the past week n=1020

 

   DAC   

November 2014 Page 21


Quotes from passengers “Their contact on Twitter is much more upto-date than their station staff most of the time. Why aren’t the staff using Twitter?” Commuter, in-the-moment “I’d like them to make it clear why the problems on Southern are so consistent. And for them to proactively suggest getting refunds and making the process easier.” Commuter, in-the-moment “I’d have liked an announcement from a human, rather than numbers on a board.” Commuter, in-the-moment “The reason was given out quickly, and the journey was resumed within a reasonable time. It seemed the railway company was doings its best to get things back to normal.” Male 45-54 “Just the facts – the live departure information is often just a joke. Why can’t Southeastern be honest and just say ‘no trains’ rather than raising hopes?” Commuter, in-the-moment “I’d want to know by looking online. It should already be on there. If I book with CrossCountry, they have all my details and should be able to contact me if there’s a delay.” Focus group, Birmingham

Passengers need information as quickly as possible. In an ideal world it would be best to have it before leaving home so alternative travel decisions can be made. Only 17 per cent of passengers in our survey received information before arriving at the station. Many organisations, including train companies, have contact details of their customers. This should enable them to proactively tell passengers of any delays to their service. The research found that the most favoured way to receive information is by text.  So what will come of this research? The Office of Rail Regulation (ORR) included information for passengers as a provision in its train operator and station licences in 2012. It asked us to conduct this research as it wanted to understand if train companies are now doing enough to meet passengers’ needs. The answer was clearly no.

What happens next is crucial. Passengers can be cautiously optimistic. A whole host of actions have been agreed in response to Passenger Focus’s recommendations; crucially, the industry will start to measure the quality of information during disruption – and publish the results. But it will require sustained and concerted effort by train companies and Network Rail, not least on the cultural and behavioural issues that colour how it feels as a passenger to be caught up in disruption.

Anthony Smith is chief executive of Passenger Focus

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Franchising: back to basics The letting of new franchises is becoming normal again. This is welcome, but (as with any activity) it is worth frequently reminding ourselves why we are doing it, says Andrew Meaney


he Department for Transport (DfT), Transport Scotland and Transport for London are getting back into the swing of letting rail franchises and concessions, with approximately 80 per cent of the industry’s passenger revenue expected to be refranchised by the end of 2018. The process, conceived as part of the industry’s privatisation in the mid-1990s, has enabled these funders to work with the private sector to deliver improvements in passenger services over the past two decades. The observed benefits are well known: passenger journeys have doubled since 1993; and passenger satisfaction has increased by 10 per cent over the last decade alone. However, with the Westminster election looming, and uncertainty around

the future of European legislation in this area, it is worth ensuring that we are clear about the policy objectives against which franchising is supposed to be delivering. 1. Objectives Richard Brown, in his 2012 review of rail franchising, suggested six objectives for franchising: • ensuring value for money for funders through periodic competition for the right to run services • harnessing private sector skills and innovation to deliver value for money for taxpayers and increase passenger satisfaction • ensuring stability of services for passengers and communities • securing franchisees to work in

partnership with funders and other parts of the value chain to enable investment in rail and the delivery of efficiencies • facilitating devolution of service specifications to regional authorities • ensuring that services are delivered by organisations that are closely attuned to routes or geographic markets. These objectives are a good representation of what franchising is meant to deliver today. The long-lived nature of railway assets means that it is important to create a mechanism for funding (and, implicitly, providing protection for) passenger services over a number of government Spending Rounds. However, I would add one objective that is perhaps less well understood —and may well be considered controversial. This is the ability of funders to develop and sell the rights to a monopoly package of services. By creating monopoly rights to customers on certain services or routes — even if, in reality, there are alternatives from other train operators’ services on different routes, or from other modes of transport—funders are more likely to be able to do two things. First, they can, in conjunction with overall fares policy (i.e. whether fares rise with RPI, RPI + 1, etc.), manage the balance of funding for rail between taxpayers and users. The franchisee is incentivised by its contract to maximise revenue within the scope of the fares that it is allowed to charge. By limiting the rights to run services to one company, this policy lever is much more effective, where the promise of a fixed customer base can be used to provide incentives to operators to deliver revenue increases and cost reduction within the franchise period. Second, funders (especially the DfT) can use franchising to — in effect — move money around the country. Franchising enables services in one part of the country to support investment (and, in some places, the existence of November 2014 Page 27


passenger services at all) in other parts of the country by paying a premium to the DfT. As an aside, this may be why funders generally do not like open access, which restricts monopoly rights and, therefore, inhibits the effectiveness of these policy levers. On the other hand, if a suitable balance can be found, the services provided by open access should result in a better deal for passengers, increasing choice and competing on fares and service quality against franchisees. 2. Achieving objectives The question then arises: is franchising achieving these objectives? Or, more importantly, is there an alternative mechanism available that would meet these objectives better? This is a large topic, and space is limited. However, I would make a couple of remarks, focusing on improvements to the status quo. First, we know that franchising as it currently operates struggles to promote efficiencies across the value chain. In particular, while Toc’s have relatively strong incentives to manage their own costs, they have limited incentives to help Network Rail achieve efficiencies, as the charges they pay to Network Rail are largely independent of the way in which they operate services on the network1. A notable exception here

Page 28 November 2014

is traction electricity. Toc’s are on risk for their share of network costs in this area, and have been able to help Network Rail deliver considerable efficiencies. Second, while there are some incentives to innovate during the franchise contract (e.g. to improve passenger satisfaction scores), much of the innovation required is restricted by the franchising process to the activities of bid teams. While much preparation goes into each bid ahead of shortlisting, the usual three months of bid activity (where innovation should be at its height to ensure a successful bid) seems to me to be disproportionately short in comparison with a seven-year franchise. And, quite often, the bid process can require intense effort in unlikely areas — such as timetable compliance — perhaps at the expense of developing service quality. Moreover, tightly specified contracts often grant limited scope/flexibility for ‘genuine’ innovation in the way services are provided on a particular line. As a result, conflict may arise between ensuring a transparent procurement process and delivering the objectives listed above. 3. Summary Franchising is probably here to stay. I have described its importance to funders as they seek to exert control over rail in

Franchising is probably here to stay. I have described its importance to funders as they seek to exert control over rail in return for its taxpayer contributions. return for its taxpayer contributions. It has been successful in encouraging passenger growth onto the network, but comes at the cost of reducing competition in the market. Policymakers should be transparent about the overarching objectives of the process, and how the franchising and regulatory framework are aligned to them, to ensure that the forthcoming franchises deliver maximum benefits to passengers and taxpayers. 1. The ORR’s new route-level efficiency benefit sharing (REBS) mechanism — which it has introduced due to its inability to expose Toc’s to changes in access charges — is unlikely to have a significant impact on incentives, and Toc’s are allowed to opt out for CP5. Andrew Meaney is partner and head of Oxera’s Transport team. Visit:


Lucchini UK is part of the Lucchini RS Group of Italy, specialising in the machining of train wheels and axles, the assembly of complete wheelsets for new passenger carriages and the maintenance of train wheelsets and gearboxes. The plant in Trafford Park, Manchester, claims over 100 years of involvement in the rail industry, however it belies its age: since purchasing the site in the year 2000 Lucchini RS has upgraded the facilities, investing £15m to make it a “one-stop shop” for any activity related to passenger and freight wheelsets and gearboxes. Lucchini UK has met with outstanding success promoting the high quality of its products and developing a close relationship between Staff, Customers and Suppliers, in particular via its Continuous Improvement Programme called LukoMotion. The company commitment is constantly to update its machining capability and its non-destructive testing technology, keeping up with customer demands for top quality, service and flexibility. The company is approved to ISO 9001, ISO 14001 and OHSAS 18001 and to the Link-up, IRIS and RISAS schemes. LUK’s parent company in Italy is at the forefront of the design and manufacture of wheels, axles and wheelsets, with its own steel production, R&D laboratories and state-of-the-art facilities for wheel and axle manufacture.

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Plugging the skills gap Efforts to promote rail to university students have traditionally met with varying levels of success. Jodi Savage looks at the new Joint University Presentation Programme (JUPP), which involves young people in rail leading by example


recent study by NSARE has revealed that 20 per cent of the UK rail industry’s traction and rolling stock engineers are aged 55 and older, and that 10,000 of these engineers are expected to retire in the next five years. The study also revealed that 18,000 new recruits are required in the next five years in order to deliver planned rail projects. With females representing only 4.4 per cent of the engineering workforce in the UK rail industry I see women as a relatively untapped resource, a resource which could help us plug our skills gap. A long-term solution to address the skills gap, and increase the number of women in our industry, is to encourage more young people (boys and girls) to study STEM based subjects (science, technology, engineering and mathematics), to demonstrate that a career in engineering is full of potential and that the rail industry is as exciting and dynamic as other engineering sectors. A more medium-term way of addressing this issue is to encourage those young people who have already made the decision to pursue a career in engineering to consider the rail industry as an attractive career choice. As an industry we need to position rail as being as exciting and dynamic as other engineering industries such as aerospace and automation. Currently women represent 14 per cent of engineering graduates [data shared by WISE]. This figure is still very low, but if we can encourage more of these women into our industry so that we are able to mirror this percentage then we will increase our overall engineering population while also achieving a, slightly, more diverse workforce. Because it is a privatised, fragmented industry, selling ‘Rail’ isn’t easy. Many businesses, institutions and groups have made efforts over the years to promote the industry to university students with varying levels of success.

Page 30 November 2014

Going out to universities Earlier this year, Women in Rail was proud to join forces with the Young Rail Professionals and other leading industry groups including the IMechE, IET, PWI and NSARE to promote the industry to university students. Our project is called the Joint University Presentation Programme (JUPP) and our objective is to visit 40 universities during the 2014/2015 academic year. Our first presentation took place in Huddersfield last month, and we have three more arranged for this month in Aston, Nottingham and Birmingham. The purpose of this programme is to promote the industry as a whole with all its disciplines. The common message is one of general industry promotion, inspiring and enthusing university students to consider a career in the rail industry. The JUPP will draw on the young people within the rail industry to go and give these engagement presentations. Training will be made available to all presenters, giving them an excellent opportunity to further develop their skills. This also provides a brilliant opportunity to help build chartership competencies and to share the passion for the vibrant, dynamic industry that we all work in. We therefore welcome any new recruits within the industry who would be keen to take part in these presentations. Women in Rail plays a vital role in the JUPP planning by ensuring that the presenters it puts forward to attend the universities represent a diverse workforce and it is our aim to have each university event presented by a male and female volunteer. It is essential that we have female role models whom the female students can relate to and look up to and who can inspire the next generation. It is our mission to target those 14 per cent of women engineers and convince them that rail is a career for everyone with great potential and longevity. We have also worked hard to ensure that our template presentation shows a

“It is essential that we have female role models whom the female students can relate to and look up to and who can inspire the next generation. It is our mission to target those 14 per cent of women engineers and convince them that rail is a career for everyone with great potential and longevity”

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“We need to change the perception of the rail industry, which is typically portrayed as being a dirty, male dominated environment filled with train spotters” diverse workforce with images of men and women working together in offices, on projects, on trains and on track. We need to change the perception of the rail industry, which is typically portrayed as being a dirty, male dominated environment filled with train spotters, so that it conveys the reality – that we are a dynamic industry which has seen unprecedented growth in the last 10 years. For example in March this year Network Rail announced its five year £38 billion spending and investment programme: compare this with £2 billion in the aerospace industry and £500 million in automotive and it is clear where the opportunities lie.

Women in Rail is excited to be part of the JUPP and we’re looking forward to updating everyone on progress. It’s great to see so many groups and institutions working together to promote the rail industry and we need to push this forward by encouraging more young people to consider working in the rail industry.

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Time for clarity FTA is petitioning on the HS2 Bill to ensure that issues for rail freight are properly addressed. Chris MacRae looks here at the key points


TA is being called to give oral evidence on its petition and is also taking part in HS2 Ltd organised freight workshops on the issues, called as a result of the petitioning by FTA and other parties in the freight industry. Papers on the HS2 Ltd website of relevance include: F3 - Rail Freight Operations A2 - Future Train Service Patterns on the West Coast Main Line Corridor  These give an indication of the response that can be expected to several of the generic rail freight issues but they are not legally binding in the sense of a contract, therefore it would always be preferable to have specific agreement with HS2. It is timely to remind readers of the main issues about HS2 that affect freight: • Government needs to consider freight

Petitioning by the freight industry against the HS1 Hybrid Bill forced freight to be taken into account in terms of provision for its use on HS1 and there are likely to be the same arguments with HS2. It would be better if this could be dealt with up front as the inclusion of provision for overnight freight services on HS1 was forced upon it after the design stage, leading to a sub-optimal outcome. • HS2 Ltd and DfT’s HS2 team need to engage meaningfully with the freight sector This is key to avoiding future problems and misunderstandings that could lead to petitioning against the Hybrid Bill process to construct the line, and that would slow its progress down. • The rail freight industry needs clarity up front on how released capacity on the network will be allocated once HS2 is in operation

This point is key to the debate on the benefits to freight of building HS2. Irrespective of whether freight is allowed to use HS2 itself for such as overnight fast express parcels type traffic (which at this point in time HS2 Ltd intend it shouldn’t be), the main benefit to freight that HS2’s promoters and supporters claim for it is the capacity that will be released for freight on the existing ‘classic’ network once the High Speed Line is built. The argument from HS2 Ltd goes that once HS2 starts operating, existing intercity passenger services will come off the West Coast Main Line (WCML) between HS2 Junction and London, so there will be spare capacity on the southern part of the WCML. The danger though is that there will be pressure from towns along the southern WCML for more connecting services to London in fear that they become economic backwaters not on HS2. Slower but cheaper services along WCML south to compete on a different economic model with HS2 could also become an issue. So what the freight industry needs here is clarity on how the process will work to turn the theoretical released capacity into actual and customer usable freight train paths. • The freight industry wants a commitment to generate a minimum number of freight train paths on the post-HS2 network Leading on from the last point there needs to be an up-front commitment that the processes for allocating the released capacity on WCML south will be translated into an increase in customer usable freight train paths. This is especially important in trying to win more retail freight traffic to rail. Freight must not just be offered the scrag ends after passenger operators take up the released capacity. • There needs to be meaningful engagement between Network Rail, DfT and HS2 Ltd DfT has to ensure this happens. All of the above issues need full and November 2014 Page 35


inclusive engagement to avoid future problems What impact will HS2 have on the existing rail freight network? The impacts during the development and implementation operation phases of HS2 will be different. There are some potential negative impacts: • As rail freight operators are at effective capacity at the moment, without further substantial investment in equipment and personnel (locomotives, wagons and drivers) there could easily be market distortion during the construction phase • At the interface between HS2 and the existing network, passenger trains coming off the HS2 network will impact on freight on the classic network. HS2 will not be built to Scotland (though a feasibility study will look into ways of extending HS2 to Scotland) so HS2 trains running on from HS2 to the classic network or passenger services to connect Scotland with HS2 via the classic network will be competing for space with freight. The northern WCML over Shap and Beattock is already a constrained railway nearly (if not already some would contend) at capacity so this is

certainly a challenge. The northern WCML is also a two track railway unlike the southern WCML four track sections of fast and slow lines where four tracking was also extended in the Trent Valley during the WCML upgrade as part of the Virgin Trains franchise commitment • During Phase1 of HS2 to the West Midlands, HS2 could eat up the capacity on the classic network north of Hansacre Junction to Manchester and Liverpool before Phase 2 takes it on to Leeds and Manchester: this is likely to lead to particular congestion in the Colwich area • The HS2 route as published will cut through a number of Foc’s sites: ironically there will be direct disruption to rail freight operations during construction. Industry’s view on how government should maximise the benefits to freight of HS2 • There needs to be recognition that freight delivers more socio-economic (e.g. carbon and road congestion) benefits than any other train except peak time passenger trains • Freight could be used to help bolster the HS2 business case. As with HS1, fast moving freight (intermodal,

overnight parcels, automotive, etc) could run on HS2 at less busy times, if this is catered for at the design and construction phases. DB Schenker is currently running trains on HS1 • Rail freight has a key role to play in the construction of HS2 and has demonstrated its ability to deliver against major construction capacity, for example for the Olympics. But, the supply of aggregates etc, for the HS2 project needs to be considered alongside demand from existing projects and Network Rail’s maintenance programme. For more information on FTA’s rail freight policy work and its Rail Freight Council, contact Chris MacRae

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Become a member… use the term ‘first line’ as this encourages Railway Operators South East Area IRO welcomes its newest students the thinking that first line colleagues recently had the pleasure of welcoming he Institution of Railway stand alongside customers, understanding James Burt, former Service Delivery Operators welcomed a new their needs and solving their problems, director of Southern, on the subject of cohort of students during the supported by the rest of the organisation. creating a customer-focused operations first two weekends of October. Our Annual Lunch for Members and Guests will be held at culture. James began by outlining his Using the London campus of Glasgow The Mermaid, Puddle Dock, London. On Friday 19th IRO conference set April to solve the big career which started as a British Rail Caledonian University as one venue fromHe midday. Our guest speaker is the Rt. Hon.on performance industry questions graduate trainee2013 in 1983. explained and Irish Rail facilities in Dublin for Simon Burns, Minister that from the start his passion was for of State for Transport. another, Cohort 12 came together for the chieving an acceptable and service and it was this that attracted him very first time from all over the railway. sustainable level of operational to the rail industry. The students were briefed beforehand performance is a significant Tickets – £47.00 per head James identified six areas which he felt by a student guide from their own challenge to all those involved Table 10 – £470.00 per table were necessary to make of an organisation organisations who have all been through in the rail community. 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Operations Learning conference will select for Short introductions kicked the day focus on performance improvement. This • fixing the hygiene factors - getting off from Tricia Meade L&D manager, conference follows the IRO’s extreme the basics right such as pay, tools Fiona Tordoff CEO and the new GCU weather conference held in June earlier for the job and rest facilities. James Programme head Marty Wright. The highlighted an example of an ill-fitting students were told about the structure uniform and the impact that this can of the programme and who was there to have on a person’s motivation to help support them. The emphasis was clearly customers on solving the problems of tomorrow’s • a leadership style that models railway rather than learning about the open, honest, timely and simple past. communication with everyone in Work then began with an overview the company. James explained that of how to use the University’s website…. IRO Areadistance runs events there all year are opportunities to see how others was round. a need toThere move away essential Your for anylocal self-respecting your to your professional from add communication via union reps development. learning work, student.broaden After lunch the experience and and create a direct link with every starter photographs were taken. Visit the website toThen find out more… employee Certificate, Diploma and Degree students • the most important relationship all made their way to their first tutorial is that between the manager and on Personal Professional Development this year where 96 per cent of delegates the employee. This is underpinned which helps to re-introduce the art of rated the knowledge gained as ‘excellent/ by emotional intelligence. James learning. very good’. described the importance of building IRO staff can confirm that, of those On Tuesday 4th November the trust by creating quality one-topeople they asked, all said that their Institution of Railway Operators one time. It is perfectly feasible for nerves had disappeared. The students will meet in London at the Charing managers to have one-to-ones with all ranged from Apprentices to MD’s and Cross Hotel with senior managers and of their staff twice a year by meeting were employed in all aspects of rail professionals from the rail industry. two of their team each week operations. Those who had never met Chaired by Rob Warnes (Planning and • training and development. James before left the building with some new Programmes director at Northern and described the importance of friends and tutors left the building chair of ATOC Performance Forum), the experiential customer service training impressed by the vitality and energy of conference will explore a range of issues for managers and 2first line staff, the cohort1and eager to pick up with that face the industry. combined with effective followthem on their railway studies journey. Throughout the day delegates will through in the workplace be able toDay spend time with fellow South West Area: South West Area: Operations Experience – managing by walking about. James South East Area the Western Route – Swindon• professionals Modernising October 2012 West Somerset Railway, Minehead October 2012and guest speakers from explained that it was Network Rail and Toc’s, to work and essential that directors and Creating a customeranswer questions on how organisations managers model customer focused can maximise the performance benefits centric behaviours in order operations culture of new technologies and existing good to encourage and support practice. Delegates will be able to take hatever employees to deliver the away with them beneficial knowledge, part of the best service that they can. best practice, and importantly, the industry an valuable insights from senior figures in operator James said that his the industry, which will help them realise works in, the customer preference was not to their objectives back at their work place. perspective is vital and refer to customer-focused all operational decisions staff as ‘front line’ as this If you would like to learn more about the IRO should be focused on suggests a battleground and Conferences please contact the IRO by email the best outcome for the an adversarial approach to to or call the customer. customers. He prefers to office on 03333 440523. The Institution of




November 2014 Page 39

C o

F n d lo


website for more


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4 November 2014: IRO Conference Operations Learning for Performance Improvement Join with senior managers and professionals from the rail industry at the Charing Cross Hotel, London. Chaired by Rob Warnes (Planning and Programmes director, Northern and chair of the ATOC Performance Forum) the conference will explore a range of issues that face the industry. For further details or to book a place contact the office on 03333 440523. 4 November 2014: IRO Innovation Concept Awards 2014 See the finalists from across the UK present their ideas to improve the industry, to a panel of industry leading judges. The awards evening will take place after the IRO conference at the Charing Cross Hotel, London. 21 – 23 November 2014: Operational Planning in the Railway business course This weekend course is suitable for both those who are relatively new to the subject or those who wish to further their career development and progress in this field. For further details or to book a place contact the office on 03333 440523.

Irish Area For information on Irish Area events contact Hilton Parr at Scottish Area For further information on the IRO Scottish Area please contact Jim Douglas on 0141 354 5684 or email at

North East Area 11 November 2014: AGM and social evening, York The North East Area AGM and social evening will take place at The Windmill, York. 20 November 2014: A year in the life of Northern A talk by Alex Hynes, managing director, Northern. 11 December 2014: Christmas social evening - Leeds All speaker events are normally held (unless otherwise stated) at the East Coast Academy, Platform 9, York Station, 17:00hrs for a 17:30hrs start. If you would like to attend any of these events or for further details please contact David MonkSteel at North West and Wales Area For information on North West Area events, contact Tricia Meade at For general membership enquires contact Carl Phillips at Midlands Area For information on Midlands Area events contact Julia Stanyard on 0121 345 3833 or email: Events start at 17:30 for 17:45. South West and Wales Area 30 December 2014: Christmas social event – West Somerset Railway visit This trip is open to all IRO members (and also to those who are interested in joining), including

your partner or guest. IRO members can book their place via the website, non-members can book places by contacting Martin Bonnington by email: For information on all South West and Wales Area events contact Martin Bonnington by email: South East Area 10 November 2014: Delivering the national rail investment strategy (HLOS) David Sexton from the Department of Transport will explain the current CP5 strategy but will also look back on CP4 and ahead to CP6. IRO members should book via the website, non-members should contact David Pinder: 18 November 2014: New members’ reception, London A chance for new IRO members to meet those who have been around for a bit longer, as well as the Council team and invited guests at The Parcel Yard, King’s Cross Station Time 18:30 - 21:00 26 November 2014: Driver simulator visit, Ashford. Visit the class 395 driver simulator.To register your interest in this visit contact Rob Mawby: For further information on the IRO South East Area contact Jonathan Leithead at

More details of area events are listed on the website at whats-on/

November 2014 Page 41

I want all contractors to continuously improve and move the industry towards our vision, which is very clear: the industry does not need to cause fatalities or major injuries to its passengers, the public or its workforce

Ian Prosser

Ian Prosser, chief inspector of railways and director, railway safety at the ORR, spoke to Dave Songer about the ORR’s drive to better protect the industry’s workforce, the importance of safety from a business perspective and the positive impact of local communities on reducing rail suicide rates What new safety challenges do the UK’s railways face? The challenge that will be particularly on our mind over the next few years is around growth. The increase in the numbers of passengers and trains is having an impact on stations because they have seen more crowded platforms, which is why there is a focus on the platform train interface (PTI). Also, the network is being used more so that will have an ongoing impact on enhancement and maintenance activity. While this all impinges on operations it is especially important that we have space for maintenance teams - to make sure there is access and time for them to do their job. Another big challenge is that Network Rail is about to embark on what I think are two of the biggest changes in a generation on the railway. One is around the safe work leader role, which is the person at a site of work who is in overall charge, and the other is what it calls business critical roles. Managing those changes effectively throughout the whole of the supply chain is going to be a big job and we’ll be very focused on that. The next big change, which to a small extent has already started in this Control Period, is moving to ERTMS (European Rail Traffic Management System), or The Digital Railway as Network Rail likes to call it. Fundamentally, it will alter the way we control trains. The signalling brain, if you like, thanks to radio technology, will be on the train rather than in posts on the railway. And we need to have a very good idea of the planned roll-out of this because the present one is very ‘itsy bitsy’, and that will be really important in CP6 and beyond. Lastly, we haven’t forgotten about the challenge posed by climate change. It continues to impinge on infrastructure in particular, which shows some of the issues we covered in the periodic review are very important. One of them being the funding of initiatives around track worker safety, particularly with electrics, related to isolations and road rail vehicles, because construction activity is where people can get hurt. Near misses do occur with those devices and, aided by technology, we are looking at improving the way in which we protect workers from trains. Considering the technology we have available to us, using flags and horns in the 21st century is a little bizarre. £250 million of funding has been made available during CP5 to bring improvements in those areas and we will be making sure the industry does that. We also funded more work in CP5 around level crossings

Page 42 November April 2014 2014

because as the network grows the risk increases and that’s why we are very keen to continue closing them. Adding footbridges at some of the higher risk crossings is a priority moving forward and that’s why there was around £100 million funding in CP5 to do that. Excluding suicides, this year’s safety statistics show a slight decrease in overall harm on the network. Why is that and do you expect to see a bigger decrease next year? Well, the main reason why those numbers are lower is a reduction in major injuries to passengers. This is particularly true at stations where, fortunately, we have not had a train accident passenger fatality for seven years. The last two years have seen fatalities at their lowest-ever level, which is why our continued work on the platform train interface is very important because that is where the majority of serious injuries to passengers occur One of the other positives, if we can put it that way, from those numbers is the fact that the 21 recorded trespass fatalities is at an all time low, and we have also seen slow reductions in the number of fatalities at level crossings. Where will we end up this year? Well, at the moment I can’t predict that accurately but we haven’t had any passenger fatalities so far. That statistic is good news but we cannot be complacent, it is so important to remain focused. In 2014, the Samaritans said that ‘railway staff have approached and potentially saved the lives of more than 200 vulnerable people at railway locations’, however there has still been a 13 per cent increase in suicides on last year – the biggest rise since 2002/3. What more can be done? The first thing I would like to say is that the industry, Network Rail and the Toc’s working with The Samaritans are doing some great work, superb work in fact. It is very sad that people, particularly the vulnerable, see the railways as a place at which they want to try and end their lives. That is something that we, as a society, need to think about and to establish what more we can do to help. We will continue to work with The Samaritans and have agreed another five-year programme with Network Rail to continue training people. One good example that highlights this training can be seen at a disused station with a disused level crossing, which for obvious reasons shall remain nameless. Local residents were so engaged

November April 2014 Page 43


IAN PROSSER contractors. Rather than us finding these events, NR should be finding them before us. In the legal sense, NR is the client and, therefore, it sets the standards, so it should ensure that they are followed and impose sanctions if they aren’t. It is very important that Network Rail’s £11-12 billion worth of enhancements - which is passenger and public money - is spent well. I agree with Mark Carne on this point: business and safety go hand in hand. So if NR gets a grip and makes sure all of its contractors are working safely then its performance from a business perspective, i.e. the efficiency of its enhancement work would improve. It is very much for NR – as it is with LUL and other duty holders – to make sure that its contractors are delivering on their promises. One of those is obviously safety standards. There is more to do though, despite the prosecutions.

with what The Samaritans were trying to do that they trained with them, so that they can help out in the event of an incident because the station is unmanned. It’s fantastic that we can start to push out initiatives such as that across society, particularly local communities. There are other things that can be done. Fencing and infrastructure modifications are ongoing to try to eliminate some of the problem areas. However, like a lot of issues related to railway safety, it is about hard graft and not getting sidetracked. If something is working then we need to keep on pushing it out and getting a larger number of people involved to bring continuous improvement. London Underground’s 2013/14 figures show a drop in passenger fatalities and major injuries. Why is that? How do you reconcile future drops with plans to have fewer staff at stations? Well, again, I think London Underground can’t be complacent and neither can we. We monitor it all the time but there has been very strong and continuous improvement in its safety performance over the years, both for the passengers and the workforce. It has focused particularly on its platform train interface, which obviously is its biggest risk due to the number of people and the size of some of the platforms. It trains its staff, it has good procedures and its station management is excellent. It is one of the world’s safest railways, there’s no question about that. Ticketing technology has lessened the need for ticket offices. As far as the ORR is concerned it is about the number of trained staff that are actually interfacing with passengers and managing them through gate lines and on the platforms that counts. That is what is really important and LUL has no plans to reduce staff numbers in that area. You said recently that contractors who don’t improve their health and safety performance should be ‘off the job’. How easy will it be to enforce this? Unfortunately we still have to take enforcement activity in this area. This year, starting in April (when ORR’s work year begins), we have had 19 improvement and prohibition notices served on duty holders and 11 of them are to do with worker safety. So, a large proportion of our enforcement activity – we have another prosecution this week – is around worker safety. It is within Network Rail’s gift to employ responsible Page 44 November 2014

You blamed ‘unacceptable management failure’ for the electrocution of the Balfour Beatty employee in 2011 – do you think that the major contractors have responded positively since the event? Some of them have responded but I don’t think as a collective they have responded enough and the sorts of examples that I have shown highlight that. They, along with Network Rail, have a lot to do to improve worker safety – the number of injuries to infrastructure workers went up and the harm went up. That is not acceptable and Network Rail understands that it is not acceptable. It wants to change it but in a few years’ time I would like to no longer find incidents and poor work practices on sites. I want all contractors to continuously improve and move the industry towards our vision, which is very clear: the industry does not need to cause fatalities or major injuries to its passengers, the public or its workforce. We need to make sure that we take workforce safety as seriously as passenger safety and that will be achieved through excellent health and safety management and risk control. We know the rail industry has a way to go because we use our Railway Management Maturity Model (see box) to tell us where all the duty holders are. Even some of the best have improvements to make, and they know that. The big principal contractors that work for Network Rail need to take that seriously as well. Balfour Beatty recently asked us for some training on RM3, which I found very pleasing. The feedback from the course shows it seems to be listening and that is why prosecutions are very important – they bring it home to the senior management at companies that they are responsible for health and safety.

RM3 (Railway Management Maturity Model) is a tool that ORR inspectors use to help identify the capability of a duty holders management systems to effectively and efficiently manage its health and safety responsibilities. While many organisations across Britain’s rail sector use the RM3 tool to self-evaluate, it has also been employed by railways in Hong Kong and Dubai.

How are the steps to improve PTI coming along? The industry’s long-term strategy on station crowd safety, currently under development, will be supported by research into passenger behaviours and use of new technologies such as automated passenger congestion monitoring systems. To me that is really quite powerful because the strategies, which are due to be signed off by the industry in November, will instill better consistency and aid learning on a day-to-day basis – something that we are already starting to see happen with LUL and the mainline railway. There are lots of simple things you can do to improve the whole management around the platform to stop people rushing at trains – using simple barriers, for example. If you do your risk assessment right it has to be independent and for each station, it can’t be generic as each station has its own quirks. It’s down to understanding each station, learning from each other and innovating because there are many things that can be done

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to influence passenger behaviour and to get staff to carry out consistent train dispatch. CCTV can also help, as can using a learning, rather than a blaming, culture in regards to the things that happen at a station. So that is moving along and we should see further progress after November, but it is good that people are working closely together. Also, Network Rail has shown some good leadership by pulling the mainline railway together with LUL, which I’m very pleased about. Was safety and Network Rail’s knowledge of its assets integral to setting the funding and outputs for the next five years? The fundamental thing regarding predict and prevent, rather than find and fix, is about having good asset knowledge – not just knowing where assets are and what condition they are in but knowing how they degrade. That is why in this periodic review we’ve put a lot of output measures on Network Rail for it to improve its actual asset management capability. Understanding those assets to determine what needs to be done in the five years beyond CP5 for things like civils and track is critical and we do have a clear view of what needs to be done. In light of these big changes, will there be new technology for protection of workers? Well, they have to be taken into account. It is very important when looking at and designing all this that we take into account things like level crossing and workforce safety. It is all too easy to focus on management of the train movements but you have to realise that you are going to have workers on these tracks. Things like adhesion to the track will become more important as well i.e. braking. The whole autumn issue needs to be thought about because as you make the most of these control systems it’s imperative that the trains brake properly. What are the ORR’s future plans in the realm of rail safety? Well, my chair, Anna Walker, said when she talked to the staff that she would like to see more of the same. I think we have a good strategy from a health and safety point of view; it’s about driving the industry towards that excellence in health and safety management and risk control. We eventually want zero industrycaused fatalities and major injuries to passengers, workforce and public and we’ve got the tools to achieve that. It is also very important for us to review our regulatory functions, and we have been working with the ERA (European Rail Agency) to understand exactly where we’re at, and where we can improve.

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Our own competency management system is important in that it helps us sustain our strategy: maintaining focus and driving our activities where there is risk. We need to act proportionately to risk but also to monitor change, as that’s where things can go wrong all of a sudden if they aren’t managed properly. Being close to the ground is also important, making sure my inspectors are at the coalface and have ‘boots on ballast’ so that we know what is going on. We don’t want to be in offices. I do my own cab-riding around the network, which I find invaluable, and all of our inspectors do the same – such as for monitoring vegetation, which is particularly necessary at this time of year. Following some of our enforcements, Network Rail has done a lot of work on vegetation over the last 12-18 months. When we do audits, our process is about talking to management and looking at documents but there will also be site inspections: do the talk and the paperwork match up with what we are actually witnessing? Or are there some blockages or disconnects inside the company, or certain processes, that means it does not? You’ll never know how good you are unless you are testing it on the ground. Even when you do a lot of a more audit-type approach you have still got to go and eyeball it on the ground and it explains the reason why we have inspectors all over the country – with six offices covering Scotland, the North West and the South West. We don’t just manage the mainline railway, we have a strong team that covers TfL, a growing organisation that is taking on more of the mainline railway around London, and it is important to also manage that change well. We still keep an eye on our friends in the heritage and light rail sector who, following quite a lot of enforcement from ourselves, have improved a lot over the last few years and are taking on a lot more responsibility too.

November 2014 Page 47

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A fundamental truth Companies that have the best safety records also have the best business performance explains Mark Carne


veryday four million people in the UK use the railway. Ten years ago, it was half that number. This rapid demand is set to rise exponentially and by 2019 it is predicted that the country’s rail network will deliver 225 million more passenger journeys each and every year. That’s a tall order and places an enormous responsibility on Network Rail to efficiently and effectively manage and maintain the railway, so that train operators can run services unhindered. Network Rail’s chief executive Mark Carne aims to improve the company’s performance. By the end of Control Period five (March 2019), Carne wants to deliver a punctuality target of 92.5 per cent of trains arriving on time by tackling some of the causes of train delays. He wants to increase reliability of assets, reduce the number of failures in track, points and signals, and implement a programme of continuous engineering improvement.

Safety first Carne’s core business philosophy is that safety and performance go hand-in-hand; a culture he’s adopted from his experience in the oil and gas industry. ‘Time and time again in businesses I have led, visited, or been a part of, this has been proven to me to be a fundamental truth. The companies that have the best safety records also have the best business performance,’ he said. ‘Why? Well it’s quite simple – if you have well-trained, highly motivated people, using the right equipment, in the right way, with a good plan and working in a culture of care and continuous improvement, they will be safe – and the job will be done right first time. These traits automatically feed through and convert into outstanding business performance. He continued: ‘I know that improving workforce safety is not only the right thing to do from a moral and ethical perspective, it’s also good business. Safety and performance really are two sides of

Our Lifesaving Rules Safe behaviour is a requirement of working for Network Rail. These Rules are in place to keep us safe and must never be broken. We will all personally intervene if we feel a situation or behaviour might be unsafe.

Working responsibly


Working at height

Always be sure the required plans and permits are in place, before you start a job or go on or near the line.

Never use a hand-held or handsfree phone, or programme any other mobile device, while driving.

Always use equipment that is fit for its intended purpose.

Always obey the speed limit and wear a seat belt.

Never undertake any job unless you have been trained and assessed as competent. Never work or drive while under the influence of drugs or alcohol.

Working with electricity

Always use a safety harness when working at height, unless other protection is in place.

Working with moving equipment Never enter the agreed exclusion zone, unless directed to by the person in charge.

Always test before applying earths or straps.

Never assume equipment is isolated – always test before touch. We will always comply with our Lifesaving Rules For more information about our Lifesaving Rules go to July 2014

NR_A4_Landscape_LSR_02.indd 1

01/08/2014 14:54

November 2014 Page 49


the same coin and that is why we have already made some changes to the way we look at and manage safety on the ground.’ When Network Rail took over the railway network in October 2002, it inherited an infrastructure that had been starved of investment for many years. Now, Network Rail is investing £38 billion over the next five years to improve, enhance and modernise the railway, and with a workforce of more than 35,000 people, many of whom are front-line workers and engineers implementing these improvements, workforce safety is of paramount importance.

home safe every day’ – the companywide commitment to this updated way of working aims to eliminate all injuries and fatalities in Network Rail and the rail industry, improving efficiency, reliability and performance. ‘Revising the Lifesaving Rules put our learning into action and ensured they were fit for today’s railway. As Network Rail evolves our rules must evolve too. Everyone at Network Rail has a responsibility to comply with the Lifesaving Rules and to personally intervene if they feel others may be working unsafely,’ Carne stated.

Lifesaving Rules updated Over the last five years, 10 Network Rail employees and contractors have lost their lives in work-related accidents. In 2013/14 there were three fatalities and 122 major injuries, an increase of 17 per cent on the previous year. These accident rates have remained at a persistent level over the past few years, which is why Network Rail needed a fresh approach that put safety back at the core of what it does. Network Rail’s Lifesaving Rules (pictured on the previous page) were updated and re-launched in July this year, reduced to five key themes and 10 simple rules. In an effort to support the company’s safety vision – ‘Everyone

A tidy railway is a safe railway Another priority for Network Rail is to address the appearance of the lineside. Almost half of all slips, trips and falls recorded by Network Rail, some of which resulted in serious injuries such as broken bones and dislocated knees, occurred within a few hundred metres of going on to the railway by tripping over rubbish left behind from previous jobs. ‘The rubbish has to go. The leftover railway components have to go. The waste rail has to be recovered. The buddleia has to be cut,’ said Carne. ‘Project and work managers need to ensure they’re programming-in time and resources to clear up after a job. Doing this will be

a very visible sign that we are taking a different approach to how we manage and look after both our railway and each other.’ In tackling the lineside debris, Carne anticipates this will not only increase safety by reducing the number of accidents, but also have the added benefit of visually demonstrating pride in the railway, and improving the passenger journey. He added: ‘The culture that will deliver this vision also has to be one that holds itself accountable to drive performance improvement. We need everyone who works on the railway to play their part in improving the way work is done – better every day. That’s how we will deliver a better railway for a better Britain.’

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Is your mind on the job? Colin Dennis talks about the risks facing rail staff when using mobile devices, and the education programmes RSSB has developed to support company safety briefings on the issues


ust like everyone else, many rail staff use a mobile device such as a phone or tablet, sometimes as a vital part of the job, or perhaps just to stay connected with colleagues throughout the day. However, they can also be a distraction from the job in hand and increase the risk of safety incidents on the railway caused by errors and omissions by train drivers, dispatchers, anyone working on the platform or trackside as well as those in a control room or office. The train collision in Chatsworth, California, in September 2008, was believed to have been caused by the driver of one train failing to respond to a signal while texting on his mobile phone. 25 people died. For situations where people are involved in a safety critical task, there

are relevant rules, policies and standards adopted by the company for staff to follow. But relying on compliance alone does not completely deal with the risk at hand. People carrying a mobile device can be tempted to use it in the wrong situation, without realising that the consequences could be lethal. Following the accident in California, we looked at the size and shape of the risk faced by the rail industry here in Britain, and this led to us developing an education programme aimed at train drivers. Designed to be delivered in a formal briefing or training environment, it was built with flexibility in mind, to accommodate a range of policies on the ground. Some operators ban mobiles being switched on in the cab whereas others need drivers to be able to use their mobile (in the right situations) as

a legitimate form of communication. Elements of the briefing can be adapted by briefers to mould to the particular policies or outlook of the organisation concerned without compromising the consistency of the key messages. Non-driving staff Building on the success of the first programme, and in response to further requirements from industry, we have now developed a second education programme specifically aimed at non-driving staff, to improve the understanding of the risk involved. Just like the driver-focused programme, it builds on the Rule Book and individual company policies. Our research showed that 70 per cent of non-driving staff had been issued with a company mobile, and 40 per cent used it at least once in the working day to talk to colleagues. The situations non-driving staff face may be different to drivers, but the outcome of using a mobile incorrectly could be just as serious. While working trackside, using a mobile device could affect decisionmaking and cause errors that could lead to track workers moving outside safe positions of work with the risk of being November 2014 Page 53


struck by a train. Distraction during train dispatch could create procedural errors, increasing the likelihood of a passenger incident, accident, or a signal passed at danger (SPAD). Using mobile devices while in a control room or office environment could lead to an error or omission being made that could lead to a failure, incident or accident, or distract others doing safetycritical work. We’ve built the non-drivers’ course so that it can be delivered as a formal classroom-based briefing activity with supporting presentation materials, trainers’ notes, questionnaires and videos, or as a web-ready multimedia course to allow rail staff to do the course individually without supervision. We have begun raising awareness of the course among trainers, briefers and people working on the operational railway in the roles concerned. The course has been developed through our research, Development of an education programme on the risk of using mobile phones and electronic communication devices in the railway industry (ref T989), which has provided insight into current worker attitudes to, and the prevalence and patterns of, mobile device use.

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We have also published findings from the research covering the pilot phase of the course. Three-quarters (76 per cent) of participants found the course content relevant and useful, and 82 per cent felt that the programme would be effective in helping to reduce inappropriate use of mobile devices as well as aiding individual decisions about appropriate and inappropriate use at work. We also surveyed participants in the pilot phase, measuring attitudes towards mobile device use, workplace behaviours, and understanding of risks involved. Results suggest that the training programme had a positive impact on participants’ learning and awareness of risk, both immediately after the training and after a longer period. The research has led to a number of key recommendations that can be read in the final report: • a training reinforcement strategy should be devised by organisations, so that it can be implemented immediately following training delivery, to include refresher courses • organisations should examine methods of linking the programme to individuals’ competency requirements using the multi-media course and

incorporate the classroom-based education programme into new starter training • all organisations operating in a safety critical rail environment should have suitable company policies in place on mobile device use to support safe working practices, as soon as possible. These policies should be communicated to all staff, including subcontractors, to promote understanding and adherence • incident data should be used to support the development of a framework relating to the management of mobile device use and distraction, given the increasing usage and reliance on mobile device technologies. The work was undertaken by RSSB on behalf of Network Rail, train and freight operating companies, infrastructure companies, ORR, trade unions and London Underground through the Train Operations Risk Group.

For more information about either course, contact or visit Colin Dennis is technical director at RSSB

November 2014 Page 55

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mber 2014 Page PB


Are you too Open? How can rail security operations and the bottom-line live together and what are the easy low-cost solutions? Richard Gent gives a US perspective


was recently talking to a railroad manager about railroad security and Open-Source Intelligence. What this individual said truly hit home: ‘Unfortunately the railroads are private corporations who survive by the bottom line, and during the past fifty years many have gone by the wayside because of the bottom line. It is tough to show you are a value to the company when you don’t bring any money to the table. Don’t get me wrong, the railroads love having security in high crime areas to combat the thieves but as for the vast areas where there is minimal thievery it’s more of a window dressing.’ I am a military intelligence professional and this echos what my community and our sister community, security, has continually dealt with. If you are doing a good job then leadership normally leaves you alone, but because there have been no security problems, it may scrutinize your budget for cost savings. However, should a security failure happen, it’s your fault and why didn’t you catch that. The intelligence community has always had to live with ‘intelligence failures and operational successes’. How can rail security and the bottomline live together and what are the easy

low-cost solutions? Here are a few recommended strategies and suggestions: leadership buy-in, OPSEC programme, trained force multiplier, government intelligence understanding and community law enforcement support. Senior management integral The first and most essential prerequisite is to ensure senior management is an integral part of the security team and understands that bad people are in fact looking at the rail infrastructure and because of the nature of railroading, that certain areas can be considered ‘soft targets’. When senior management understands and buys into the phrase, ‘good security costs and bad security costs more’ you have the foundation of a great rail security programme. Providing adequate funding and leadership support to security efforts does not bring money to the table, but it will prevent it from leaving if riders or shippers lose faith that the railroad can move goods or people safely and securely throughout the rail system and that ‘due diligence’ is a good thing. Open-Source Intelligence Develop a rail operations security or OPSEC mentality from the top down.

What is OPSEC? OPSEC is, in layman’s terms, an analysis of all rail-specific information that is available to a bad guy. An assessment determining whether these individual pieces can be put together to come up with a bigger picture, and then action can be taken to eliminate or reduce access to this information. I know that railroads are not a military operation, but some of the information available on the World Wide Web or through railroad employees can show where those ‘soft spots’ or ‘targets of opportunity’ exist. This is sometimes termed ‘Open-Source Intelligence’. Open-Source Intelligence is just what it says, information that is just out in the open and unprotected. In the intelligence world you can take a small piece of what seems to be inconsequential information, combine it with another, then another, and pretty soon you have a complete picture of what may be considered critical or sensitive information. I also know that free speech and access to information is part of living in a free society, but sometimes you just have to ask yourself why someone would need to know specific railroad information, such as why is detailed information about a switch machine placed on the internet? We know that modern-day terrorist groups are very good at using electronic media. I paraphrase the Chinese general Sun Tsu; ‘know the enemy as you know yourself’. Make sure the entire rail team understands that the World War 2 slogan, ‘loose lips sink ships’ is still applicable in today’s counterterrorism/ counter criminal world. See something say something Develop trained eyes and ears to provide situational awareness and provide a force multiplier. Rails, especially commuter rails, have implemented these programmes to help security. ‘See Something Say Something’ campaigns have documented success with law enforcement. Several railroads in the US have implemented security programmes using citizens. Norfolk Southern’s, ‘Protect the Line’ and BNSF’s, ‘Citizen’s for Rail Security’ are examples. These efforts are a great start and ask citizens to report anything unusual. However, I feel that these programmes need to augment their ongoing efforts, such as provide training on what to look for rather than November 2014 Page 57


report ‘anything unusual’ and implement some type of background checks for volunteers. These types of campaigns can sometimes provide law enforcement with extensive amounts of tips of which only some prove to be worthwhile yet each tip requires review by sometimes overtasked law enforcement. To improve the quality of tips, training on what exactly is reportable is critical. A successful programme like this was implemented in a US West Coast community under the direction of local law enforcement that provided 16 hours of rail-specific training along with background checks. Meaningful relationship with intelligence agencies Develop a meaningful relationship with your government intelligence agencies. These agencies are staffed by some of the best personnel in the world when it comes to providing meaningful security and intelligence information. Reach out a hand and introduce yourself, tell them your security challenges and keep that relationship going, don’t just visit once a year. Help them understand the railroad’s unique environment and physically bring intelligence representatives to the railroad and educate them on the railroad culture. Without this knowledge analysts

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will do the best they can; however the analyst that does not fully understand the railroad’s operations will be prone to making assessments that are susceptible to error; regrettably I have personally reviewed rail security reports that were completely off base due to assumptions and beliefs that were well-meaning but flawed Reach out to the community Additionally, reach out to each community along the railroad and educate local law enforcement on the importance of keeping an eye on the tracks. Let’s be honest, local law enforcement is usually understaffed and overworked so railroads also need to help keep local law enforcement aware that a derailment caused by a train applying the emergency braking system due to a trespasser or an attack on the rails in their community could be catastrophic. In closing, I was recently interviewed about railroads and Open-Source Intelligence and when some comments appeared that my interview was an ‘overreaction’ I had to remind myself that 15 years ago, if you said that you needed a single point of entry for schools because a gunman may attack students you would be laughed at, or as one terrorism

Richard Gent • 37 years as intelligence subject matter expert • retired Naval Intelligence Officer • law enforcement instructor on rail/ security issues • state director for railroad safety public education programme ‘Operation Lifesaver’

expert told me, most people, if asked on September 10th 2001 wouldn’t believe airplanes could be used as weapons. The reality is that the world has changed and we as railroaders need to adapt. The bad guys are out there and terrorist groups have a military or paramilitary mindset, which means they understand the value of intelligence when determining what target they are going to hit to meet their objective. So, why make it easy. ‘Better be despised for too anxious apprehensions, than ruined by too confident security’ Edmund Burke 1729-1799 Richard Gent is president/CEO Hot Rail, LLC

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A whole system approach Chris Langer takes a look at why an overemphasis on ‘human error’ may be blinding us to the bigger safety picture


or several decades now, there has been a preoccupation in the rail industry with human error and its causes. Human error has assumed an exaggerated significance which is often unhealthy and counterproductive. Because the rail industry has a strong conscience, and there are a wealth of safety professionals with a constant drive for improvement, the limitations of the human error approach have become increasingly apparent. It frequently blinds us to what is really going on in complex safety systems. All too often, the approach after safety incidents is to identify the ‘bad apples’ and then discipline them for their errors, sometimes under the guise of ‘accountability’. However, very often so-called accountability is a one-sided affair, because it is largely frontline


Human error • individuals who make errors typically seen as ‘bad apples’ • people who make errors are unreliable and not to be trusted • the system and processes are rarely at fault • incident analysis starts with human error, systemic factors come second • human error is emphasised at the expense of systemic factors • often points the finger of blame • intolerant of variability in human performance • in practice, safety responsibility is shared asymmetrically between managers and frontline staff

staff who are held accountable to save further embarrassment to more senior management. Not many would argue with the contention that safety is a shared responsibility. Unfortunately, this often fails to meaningfully translate into practical reality. Errors are never made in a vacuum. They are usually indicative of wider patterns of safety behaviour which encompass whole safety management systems. The argument I’m making here is that the responsibility for safety normally tends to be shared asymmetrically, rather than being evenly distributed. This is clearly damaging for overall safety if management lessons fail to be learned. So, it is high time we moved on to more fertile ground. It has been assumed by some human factors experts that if we can classify an error made by an individual, we will be better equipped to


Human-system deficit • so-called ‘bad apples’ are often ‘good apples’ making errors under pressure • reasonably competent individuals can and do make errors under pressure • the system and processes can be just as deficient as individuals • incident analysis starts with an open mind, the system always plays its part • both human and systemic factors are given prominence • blame is seen as destructive • objectively examines variability in human performance • in practice, safety is shared evenly between managers and frontline staff

“The mere classification of human error has limited value, since it tells us practically nothing about the wider context particular individuals were part of at the time” prevent similar errors in the future. The mere classification of human error has limited value, since it tells us practically nothing about the wider context particular individuals were part of at the time. For example, did the individuals involved receive the right briefing, training or operational feedback to limit the scope for making errors in the first place? Unless we examine the whole system of safety implicated at the time of the error, we are likely to fall into the trap of pointing the finger of blame. We November 2014 Page 61


simply end up disciplining someone, or dismissing them. This usually means we end up none the wiser about system vulnerabilities. So we need to approach things from an altogether different angle. For example, would a significant percentage of other reasonably competent individuals in the same adverse situation have made exactly the same error? What constitutes a significant percentage would need to be determined on a case-bycase basis. So in some cases, it could be lower than one per cent because an error would put lives at risks. In other words, we would then be talking about a low probability, but high impact event which must be prevented. If the answer to this question is ‘yes’ at the threshold set, the safety management system should pre-emptively make adjustments to prevent the error from being made by a reasonably competent individual. Great strides have been made by the railway industry in attitudes towards individuals who are unfortunate enough to make safety critical errors in adverse conditions. Sometimes these errors have had catastrophic consequences. A relevant example here is the Purley train crash of 1989, which killed six and injured 80, where the driver’s original conviction of manslaughter was eventually overturned as being ‘unsafe’ in 2007. The particular infrastructure configuration at this location was deemed to be a critical factor in the accident, contributing to four other SPAD’s in the previous five years. Other reasonably competent drivers would have made the same error in those circumstances. With the court’s decision, the role of human error was placed in its proper context, alongside other factors of equal significance. Despite this

landmark ruling, there is still plenty of work to move attitudes towards a more compassionate view of human error. The human-system deficit approach For all the reasons discussed, I am arguing for the first time here that we need a brand new point

of departure. The ‘humansystem deficit’ approach I am advocating urges a complete rethinking of our attitude towards safety. The choice of words is new, highlighting the interface between humans and the system, and is important. Do the words we use point the finger of blame - knowingly or not – at individuals when something goes wrong? If the words do, as is the case whenever we say ‘human error’, we need to steer ourselves towards a more accurate perception of what is really going on.

Otherwise, we run the risk of making a judgment before being in full possession of the facts of an incident. Naturally, it is about far more than just the language we use. The ‘humansystem deficit’ approach can help restore a more moderate (and ultimately more enlightened) view of safety systems and how they are compromised under stress. The immediate assumption of human error can be suspended until there is actually evidence to suggest it is a critical factor. It may be. It may not be. But old, personal prejudices on human root causes need not colour our judgment from the outset, as they often do in incident investigation. Only when we avoid this trap can we objectively look for system deficits, viewing human error as one potential factor among many, rather than the sole cause of the system’s downfall. Future safety gains in the railway industry, apart from those which rely on the introduction of new technology, will rest on re-balancing the parts played by individual and systemic factors. Thinking about safety incidents in human-system deficit terms is a step in the right direction. Confidential reporting is an integral part of this new approach. In fact, the whole premise of confidential reporting is that it is the underlying safety issue which matters most, rather than the individuals involved. Our reports have never been about individuals, nor will they ever be. We’re interested in identifying vulnerabilities in company defences to help make them stronger. Many positive suggestions are put forward by our reporters, and then get implemented to increase the resilience of safety management systems. There can be few better examples of the human-system deficit approach in action. Chris Langer is Human Factors Advisor at CIRAS Visit

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How do we engineer safety around here? A safe working environment is not a by-product of robust business processes, but must be separately engineered through conscious effort, says Chris Langer


nce a safe working environment has been engineered, it can have very obvious knock-on business benefits too. To effectively engineer a safe working environment, there are several key areas of interest worth exploring in more detail. These form an ‘Engineering Safety Quadrant’ (Langer 2014). 1. More effective organisational learning For the benefit of business continuity arrangements alone, it makes perfect sense to be able to effectively learn from past safety incidents (or failings) where organisational resolve has been tested. But it shouldn’t be limited to learning from historical events. There are plenty of lessons to be learned from real-time safety events which are potentially transferable to other parts of the business. And that says nothing of all the lessons that could

be learned from other organisations, and even other industries. ‘All the knowledge required to prevent the disaster already existed in another part of the company.’ The Deepwater Horizon oil well blowout and explosion in the Gulf of Mexico in 2010 is a good example, one that has implications for learning in the railway industry. All the knowledge required to prevent the disaster already existed in another part of the company. Four months earlier, and several thousand miles away, there had been a very similar incident which hadn’t resulted in a blow-out in the North Atlantic. The same precursors to a major disaster were present, but staff in the Gulf of Mexico never got to hear about this major near-miss. If they had heard in time, 11 lives would have been saved and an

environmental catastrophe prevented. With this in mind, but much closer to home, there is no doubt learning in the railway could be more joined up. Indeed, head of CIRAS Paul Russell said to me recently: ‘There are multiple platforms in the rail industry to learn from, but it doesn’t feel like there is one concerted effort. RSSB is a natural place for this to be brought together and I know that efforts are underway to improve that. Until then, there are so many pockets of learning, all good in their own right, but not necessarily joined up.’ 2. Switching to a focus on positive outcomes Historically, there has been a huge emphasis on learning from railway incidents. This is essential, of course, so the lessons can be learned and repeat failures avoided. But solely learning from failure has the negative effect of encouraging thinking about safety in rather negative terms. We need to be aware that we can also learn from successful outcomes in the form of good safety practice. Typically, large safety organisations will have areas of average safety performance and some pockets of excellence. We can tap into this potential gold mine of excellence by actively finding out what is going right, rather November 2014 Page 65


“In the digital age, it is surprising perhaps that reporters to CIRAS often complain that modern safety communications leave a lot to be desired. Issuing a railway employee with a tablet to receive safety information does not always mean the message is clearly understood” than waiting for things to go wrong. The question that really needs answering is: what are we doing right around here to achieve excellent safety performance? We often forget to ask when things are running safely and smoothly, but that is probably the best time to probe. This will require a shift in our thinking. In the railway industry, for example, there is a strong focus on learning the lessons from signals passed at danger (SPAD’s). But why wait for an incident? There is plenty to learn from events which go smoothly. For every SPAD, there are thousands of incidences of train drivers stopping safely under controlled conditions. We can learn as much from these incidences as we can from SPAD’s. It’s just that we don’t routinely look for things that go well and the associated behaviours. In an analogous situation, we wouldn’t learn to ride a bicycle by watching someone repeatedly fall off it. So why do we often assume learning from SPAD’s is the best way of encouraging safer driving? It’s certainly one way, but it’s only part of the picture. 3. Talking safety In the digital age, it is surprising perhaps that reporters to CIRAS often complain that modern safety communications leave a lot to be desired. Issuing a railway employee with a tablet to receive safety information does not always mean the message is clearly understood. Just because the information is electronically received does not automatically mean it will be mentally processed by the user. Our reporters tell us that face-toface safety briefings have become less common. They lament the fact that they cannot ask questions, challenge Page 66 November 2014

assumptions, and clarify their safety understanding in a shared environment. It is relatively easy to put this situation right with some good old-fashioned human interaction. We’re social creatures by nature, after all, and this is surely still the best way of creating a shared understanding of what’s required to do one’s job safely. Instead of waiting for problems to arrive on the doorstep, we can proactively go out to meet them. We are only going to learn why people think and behave the way they do by talking to them.

outcome of a chain of events traceable back to a single cause. This is what is meant by ‘hindsight bias’, or in plain English, ‘being wise after the event’. The chain of events may seem to make sense in retrospect, but this can create a superficial understanding. The truth is that in complex operating environments, there may be several different pathways to failure. For example, an operator may have been faced with several equally bad options in the unfavourable situation he found himself in. We have to get inside his head at the time of an incident to see

! ! !


Promote effective organisational learning

• transfer safety lessons from one • part of the organisation to another • learn from other organisations in the same industry • learn from organisations in different, but related industries

Talk safety

• talk ‘face-to-face’ about safety far more • avoid making the assumption electronic transmission of information is the same as communication • provide plenty of opportunity for staff to challenge assumptions in interactive forums

4. Promote organisational resilience Organisational resilience happens by design rather than coincidence. In safety terms, this can be defined as an organisation’s ability to recover quickly from a potentially unsafe situation. It involves empowering staff to make safer decisions. How often do line managers actually praise their staff for making well-reasoned decisions in tough operating environments? Praising good safety decisions and behaviour increases the likelihood good judgment will be exercised in future too. Talk of failure may be warranted occasionally, but it should largely be outweighed by talk of resilience to effectively reinforce the desired behaviour. We need to show staff how to succeed, rather than dwell on their failures. Where human error is discussed in connection with a breakdown in system safety, we need to avoid taking a judgmental stance. It’s always easier to view an adverse event as the logical


! !

Focus more on positive outcomes

• learn from successful outcomes, not just failure • ask: what is going right around here? • identify pockets of safety excellence and use them as examples

Focus organisational resilience

• get inside the operator’s head • find out how staff recover effectively from unsafe situations, and praise good decisions • highlight system vulnerabilities in a trusting atmosphere: Use confidential reporting to uncover hidden intelligence

how he really saw the situation unfolding and from that attempt to identify a safety system’s inherent vulnerabilities. We can then ‘shore up’ the system’s defences to increase overall resilience. However, we needn’t wait until an incident or near-miss report to take action. Conversations with those who have first-hand experience of the operational environment can be a source of insight in addressing system vulnerabilities at a much earlier stage. In reality, getting inside an operator’s head to see how they perceive the safety risks and system vulnerabilities around them is fraught with difficulty. It can only be achieved in a trusting atmosphere. Blame-free, confidential reporting is one important way of gathering this largely hidden intelligence for the purpose of engineering organisational resilience. Chris Langer is Human Factors Advisor at CIRAS. Visit

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The confidence factor A better understanding of how front line staff behave in their day-to-day job is essential for minimising risk, improving health and ensuring regulatory compliance, says Mary Clarke


ailways in Britain are deemed to be among the safest in Europe. The UK ranks as joint-first in terms of safety with three other European countries, based on the number of rail safety incidents, according to the Office of Rail Regulation1. However, accidents do still happen and further improvement is possible, especially when it comes to reducing incidents caused by employee behaviour. The Annual Safety Performance report 2013/14 from the Rail Safety

and Standards Board (RSSB)2 revealed that 300 people were killed on Britain’s railways last year, either by taking their own lives or accessing areas out of bounds. The report also highlighted that 293 trains went through red lights and signals. Incidents like this have the potential to cause crashes and derailments that could lead to serious injuries and even deaths, and are most of the time caused by human error. The key to making rail travel in Britain even safer is to address why human error occurs and adopting a safety culture that

minimises these risks as much as possible. With more trains running and more passengers than ever, it’s crucial that rail companies look at how they can improve competency among their employees and ensure they comply with regulations at all times. One of the challenges for organisations operating in high risk industries with a mobile, disparate or fluid workforce is the difficulty of being able to easily identify individuals who are currently qualified and licenced while at the same time being certain they are capable of carrying out a given task or operation. Tacking human error Over the past ten years investigations into major rail accidents have highlighted human performance as a contributory factor. Employees’ misunderstanding aspects of their roles or making mistakes can result in safety breaches that cause injury and death. Driving through a red light for example is likely to be a result of human error, and rail companies must identify why this is happening and address the causes. There can be a multitude of reasons for a driver to go through a red light. It could be an error of judgement, a lack of knowledge, a lapse in concentration, even possibly intentional – as can happen on the roads where someone feels they have just enough time to get through a red light. Rail bosses need to get to the root causes of why and develop a better understanding of their employees and their likely behaviour on the job. Maintaining a consistently competent workforce is crucial to reduce exposure to risk of serious incidents and helps to identify gaps and issues in workforce competence or qualification. All rail November 2014 Page 69

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companies must have formal competency management systems in place to monitor and assess operators responsible for safety critical work. Such systems identify currently qualified staff regardless of their location and can rapidly build and deploy new teams with the right skills and experience. These systems also offer visibility of upcoming assessments or licensing requirements - essential to ensure the organisation is compliant with industry regulations. Measuring individual strengths and weaknesses Cognisco has worked with Network Rail for several years to implement penetrative situational judgement assessments, and a competency management system called my*KNOW, to provide a unique insight into employees’ competencies, with great detail about the skills, knowledge and confidence of every individual. Network Rail approached Cognisco with a key objective, to minimise risk and ensure only competent people carry out safety critical and safety-related work, while maintaining compliance with rail regulation. The system allows for a seamless link between competency requirement to a training intervention, such as an

observation, training intervention and an assessment, and where relevant, the allocation of self-evidence of a competency to be recorded, audited and reported on. Assessments provide insight not only into individuals’ understanding of the application of their knowledge, but also into how they might act when performing their jobs and the decisions they might make at work, by asking employees a series of multiple response questions based on common ‘on the job’ scenarios. The results reveal a heat map of strengths and weaknesses the individual has in their knowledge in relation to their role. It highlights knowledge gaps, but more importantly the confidence factor shows which areas might be an issue or pose a risk. The more confident people are, the more likely they are to carry out that decision – even if it is the wrong decision. The system, referred to internally as the ‘Academy’ is the central hub which measures the competence of more than 11,000 front line operators including signallers, controllers, graduate engineers, station staff and capacity planning employees, and provides insight into other HR, training, simulation and verification systems. It allows managers

“The more confident people are, the more likely they are to carry out that decision – even if it is the wrong decision” to have an up-to-date competence record and schedule, training needs, progress and performance of every individual – all in one place. 1 health-and-safety/health-and-safetyreport-2013 2 Mary Clarke is CEO of Cognisco Visit


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February and December 2010 saw two of the worst snowfall events in recent memory hit the UK. The unusually heavy snow led to disruption across vast swathes of the country, affecting every type of industry. If cold winter spells are to become more common,  Britain’s  train  operators will need to do more to make sure their routes stay open and services run despite the weather. Switchpoint Heating AB supply electrical heating systems and accessories for railways, industry applications and building sites. The company delivers complete custom-made heating systems for railway, industry and buildings including installation, details and control systems. Railway switch-point heating Railway switch-point heating is installed in order to maintain the function of the point mechanism without the need for manual clearing. The installation involves positioning flexible heating elements that can be made up to 25 meters along the foot of the stock and switch rails. In extreme cases, double elements will be installed in the section of the point

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blade with the most movement, in order to quickly melt any snow or ice falling off passing trains as a result of vibration. The point rod pit may also be provided with heating by means of point rod heaters, which are connected up to extension terminals on the heaters positioned on the stockrail. The heating elements are covered with stainless-steel protective channels fixed to the rail using spring steel clips. The channels are supplied in lengths of 1 meter and are available in rigid and flexible designs. Clips are available in several different types fitting most rail profiles found in the switch-points that exist today. The VELOX switch-point heating system can be used with most existing control systems providing 230VAC to the point heating system. The heating elements are of a self-limiting type, which means they are energy efficient as they decrease the heat output when the temperature rises. The elements are also double-insulated and lack protective earthing in order to avoid causing signalling faults if damaged. Heaters are powered by a waterproof IP68, quickconnect system simplifying maintenance.

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A question of safety Transport fire safety engineers add critical value to early stage design explain Kate Hunt and Mark Gilbey


ll underground road and rail projects, whether new-builds or refurbishments, now routinely involve specialist fire safety engineers at some stages of their design, construction and operation. In such confined areas fire can present a significant threat to life and to business/economic activity, and the fire safety engineer’s role is now critical in addressing the growing complexity of new fire safety challenges the industry faces. Smoke control is also a critical aspect and there is now a very close link between the role of the fire safety engineer and the role of the tunnel ventilation engineer. Depending on the country and the project, design standards tend to vary from prescriptive to performance based although the latter are now increasingly the norm. These standards require the designer to determine what level of safety is appropriate and then demonstrate that this is acceptable. The circumstances of each project are unique, and thus an appropriate level of safety is a moving target among projects. During design it is necessary for the designer to undertake the dual task of acting in the community’s best interest by including safety features to protect the public and personnel who use the infrastructure, and acting in the project’s best interest by minimising the costs, preferably whole life, but often capital costs. The complexity of the challenge is enormous, and fire engineers have to be prepared to continually grow their insight and knowledge within this expansive discipline, while at the same time using their fire engineering skills, and, in particular, the application of risk assessment. For example, a standard requirement for any railway, whether a metro, commuter rail or long alpine tunnel is to ensure that only one train can occupy the space between two ventilation shafts. The guiding principle is that in the event of a fire on a train, the smoke can be moved in one direction while maintaining an acceptable environment for an adjacent train and its passengers. The maximum length of tunnel between ventilation facilities is therefore

a function of the likelihood of having two trains in any given tunnel at the same time a fire is occurring. This is primarily influenced by the train speed and frequency, but also affected by the train control, signalling and traction power systems. For new systems this can lead to numerous mid-tunnel ventilation shafts between stations or portals which can have a significant impact upon costs or, in some cases, be entirely impracticable. For existing systems, however, there is often an increasing demand for higher train frequencies to expand capacity which can be a challenge for fire engineers and ventilation designers. In such cases it is critical to properly assess the risk of change to the original design as well as to consider the subsequent effects on other features of a railway system.

safety risk? The answer, however, involves asking many more questions, including: What impact would this have on the evacuation procedure with consideration to the traction power? As part of the evacuation process, traction power might need to be isolated and de-energised. This is also required for any subsequent fire brigade and emergency service attendance at the scene. However, power may be needed to move a non-incident train backwards into a different ventilation zone or a place of relative safety. Will the traction system be consistent with any potential changes to the

Asking difficult questions: Finding answers to important questions is key to the specialist fire engineer’s role, although these questions may often be resolved only by involving an ever-widening circle of engineers and railway operators in discussions. A typical question might be what impact would allowing two trains into a single ventilation section have on acceptable November 2014 Page 73


ventilation zones? Would the incident train cause a failure of the traction power system that would prevent reenergisation of the section containing the non-incident train? If the traction system is not consistent, could batteries be installed on the train to provide sufficient power for the non-incident train to ‘limp’ back into a station? Could these be accommodated within existing rolling stock? Can the signalling system accommodate such movements of the trains away from the ventilation zones? In order to protect a non-incident train, could smoke detectors be provided to shut down the ventilation to limit the amount of potential smoke ingress into the passenger compartment via any airconditioning ducts? What considerations would need to be made as to their installation and impact on any existing rolling stock maintenance procedures? Risk Assessments: A risk-based approach allows designers to reach the compromise between providing safety features and minimising cost, while still providing an appropriate level of safety. A ‘RISK’ IS THE LIKELIHOOD THAT A HAZARD WILL ACTUALLY CAUSE ADVERSE EFFECTS, TOGETHER WITH A MEASURE OF THE SEVERITY OF THAT EFFECT. However, one problem with risk-based approaches is the issue of an acceptable level of risk which implies a prescribed level of safety. This is an open issue, which can get addressed as part of the BS7974 QDR process to be adopted by a project, and generally involves the adoption of a level of risk that is ‘as low

as reasonably practical’ (ALARP). Further consideration may also need to be given to frequency/severity of risks and the potential for society to be averse to low frequency events that could harm many people at one time. A risk is considered ALARP when the options to reduce it involve cost (in money, time or effort) that is grossly disproportionate to the risk itself. If the risk of a design can be demonstrated to be ALARP, the incursion of further risk mitigation expense can be minimised. This allows designers to justify which safety features are required. Risk assessments can be either qualitative or quantitative. The form of assessment used is dependent on the goals of the analysis, and the time-frame available. Qualitative risk assessment can provide useful different broad levels of risk - such as ‘major’, ‘moderate’ or ‘minor’. However, its use in the early stages of a project, when design options are still being developed, is of less value because it is intrinsically difficult to make comparisons between different design scenarios using qualitative assessments.

However, the opposite is true of quantitative risk assessment, which can produce data for comparative analysis. While the assessment delivers a separate risk value for each scenario, these can be summed into an overall risk for the design. This capability lends itself to the direct comparison of different design variations. Additionally, as the output is a generalised risk value, it can also be

compared to elements external to the assessment. For example, the fire risk of driving through a tunnel could be compared to the risk of driving on public roads. Cost-benefit analysis provides a quantitative method to ascertain at what point risk reduction measures become grossly disproportionate to the risk reduction they achieve. The first step is to quantify the costs to construct and maintain each design variation and then quantify the consequence in terms of monetary value. Using this approach, an adequate level of safety can be recommended by determining the point where risks become ALARP. After this adequate level of safety has been determined, the aim then is to identify which design variations are capable of providing this level of safety and assess their ‘value for money’. This provides insight into which design variation can achieve the desired level of safety in the most cost-effective manner. Alternatively it might recognise that a significant increase in safety could be possible for little additional cost. Uncovering such options enables specialist fire safety engineers to provide critical value input into option development at an early stage of scheme design. Kate Hunt and Mark Gilbey are tunnel ventilation and fire engineering specialists at Parsons Brinckerhoff . Visit

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One of the most inspiring companies in Britain A 'standout' UK business, as named by the Telegraph and identified by the London Stock Exchange as one of the top 1000 companies to inspire Britain


Published in the Telegraph recently, Taziker Industrial Ltd (TI) were recognised by the London Stock Exchange for helping to spearhead the UKs economic recovery as they rub shoulders with the top 1000 companies to inspire Britain.

in Scotland, after successfully completing the £15m contract for phase three.

TI is a multi-discipline specialist UK Rail contractor providing innovative structural refurbishments and strengthening throughout the UK. Their in-house services include surface preparation and application of protective coatings, steelwork fabrication, repairs and strengthening and in order to bring efficiencies to every job TI utilise their own scaffolding divisions. News of the London Stock Exchange accolade arrived just as the specialist rail contractors were celebrating being awarded a three year, £22m contract for phase four of refurbishment works to the Tay Rail Bridge

It seems the 600 strong company, who have offices throughout the UK, are not just darlings of the National press but are also striking a chord closer to home near their HQ in Bolton, where they were recently crowned the 9th fastest growing business in Greater Manchester for 2014. TI offer market-leading technologies and unparalleled expertise on every project. Their commitment to adding value stretches across all aspects of their business and was recognised recently with the ‘Platinum Badger Award’ for works to the Royal Albert Bridge over the River Tamar. This award represents the ultimate recognition by Network Rail IP Western for demonstrating sustained excellence and raising industry standards in health, safety and environmental controls.

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Rail and construction professionals with over 100 years senior management experience.

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Healing the pain Ruth Madigan gives an update on the KTP between the University of Nottingham and Arcadia Alive that aims to integrate non-technical skills into rail competency management systems


n its February issue Rail Professional featured the Knowledge Transfer Partnership (KTP) between the University of Nottingham and Arcadia Alive. The article explored how, in stark contrast to technical skills training, non-technical skills (NTS) are not routinely incorporated into UK rail industry competency management systems (CMS). The KTP aims to address this discrepancy through the design of a model of performance and competency management that incorporates NTS into the CMS for safety critical roles across the rail industry. Once this system is implemented, the KTP will then evaluate its impact on safety performance. The crucial need for NTS to be integrated to rail CMS was highlighted again in May by the RAIB in its rail accident report relating to the passenger train collision at Norwich in July 2013. The RAIB recommended that the safety performance of the Toc should be improved through completing the update of its CMS to include consideration of NTS. As part of this the RAIB also recommended that trainers should be suitably qualified and that managers should be provided with tools to enable them to identify substandard NTS and to guide them on the actions to be taken. The KTP’s performance and

competency management system (PCMS) will deliver a solution that meets RAIB’s recommendations. But it will also go beyond these recommendations by addressing the key industry pain points relating to NTS training. These pain points, which were uncovered by the KTP interviews with industry representatives including drivers, guards, team managers and operations standards managers, are as follows: • inadequate NTS training for the managers of those in safety critical roles resulting in an incomplete understanding of NTS that precludes them from rolling it out to their staff • NTS that are not clearly aligned with technical competencies so that managers do not know which NTS to teach and when • NTS training that is not tailored to specific roles on the assumption that one size of NTS training fits all • a lack of knowledge of which specific NTS are required to help a particular individual to develop at a particular point in their career and life path • difficulty in finding the time to release operationally critical staff for training without disrupting operations. Over recent months the KTP has

progressed apace. Fresh safety-related data has been collected from across a range of Toc’s representing different routes and traction types. The data has included safety of the line spreadsheets, incident investigation reports, and interviews with industry representatives across a broad range of safety critical roles. Analysis of the data has provided a clear and upto-date picture on how particular NTS, human factors issues, underlying personal

“These pain points were uncovered by the KTP interviews with industry representatives including drivers, guards, team managers and operations standards managers” November 2014 Page 77


factors (e.g. experience, fatigue, lifestyle), and supervisory and organisational factors contribute to incidents across the rail industry. The resulting KTP interim report was recently distributed to selected members of the rail industry. This analysis has informed the KTP’s current work on developing a prioritisation framework which will provide a robust foundation for the ultimate output of the KTP: a comprehensive performance and competency management system that can be applied not just to the rail industry but to other safety-critical industries such as oil and gas and aviation. This performance and competency management system will provide: • ongoing online technical competency management • ongoing online NTS and human factors competency measurement • immediate feedback to individuals on the results of any measurements, along with recommendations as to which training modules to undertake • automated reports for managers and trainers on employee performance • a framework within which the employee and their line manager can agree an employee progression plan

that addresses their individual and specific needs. This employee progression plan will provide the opportunity for multiple levels of support including: online NTS training modules (provided and supported by Arcadia Alive); classroom NTS training; managerial coaching and mentoring relating to NTS skills development; online health and wellbeing modules; facilitated online discussions; tea break

techniques for immediate support on ‘a bad day’. This system is currently being piloted with a UK Toc and an initial version will be rolled out in the coming months. If you would like a copy of the KTP interim report, or if you would like your organisation to become involved in the KTP, then please contact Dr Ruth Madigan on 0845 2600 126 or

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Delivering Excellence and Innovation in Rail Safety We provide engineering and validation solutions for rail safety and crashworthiness. Our extensive experience in development and validation for rail safety ranges from seat and table testing to component and full-scale structural crash testing. Our in-house simulation, design and testing capability provides optimised crashworthy solutions for weight and strength using state-of-the-art CAE methods. We use a fully integrated approach to deliver a design-to-validation single source solution.

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Independence day A productive collaboration between global digital product design studio, ustwo, and the Royal London Society for Blind People led to the prototyping of an aid to navigation for vision-impaired people on the Tube


sing existing iBeacon (BLE) and smartphone technology, and drawing on the experience of simulated journeys with limited sight on the network, ustwo developed a location-tracking system that provided audio guidance via boneconduction headphones. Refining and testing the product with the RLSB Youth Forum throughout the exercise led to real advances in understanding the challenges faced by young vision-impaired people, and the growing possibilities of an affordable tech solution. In March 2014 the RLSB Youth Forum released England’s first ever manifesto for vision impaired young people. It represents the views of vision impaired young people on bringing the community together and making changes that will improve life for future generations of vision impaired young people. One of the key issues highlighted in the manifesto is transport. Just over half of the vision impaired young people we spoke to feel confident using the London Underground, but this still leaves almost half unable to make full use of the network.

transport to get around, to see our friends, get to college and to work. Unlike our sighted peers we cannot learn to drive; we have no choice but to rely on public transport and other people to get around.” ustwo worked with members of the Youth Forum to imagine technologyenabled ways to make independent travel more feasible. Following journeys by the ustwo team on the London Underground under conditions of simulated limited sight, and the rapid prototyping and testing of potential solutions with Youth Forum members a working prototype of the new app, called Wayfindr,

was created. Wayfindr guides users from waypoint to waypoint, using normal smartphones and beacons at transport terminals equipped with existing Bluetooth iBeacon (BLE) technology. Once the app is activated, the user is located by the nearest beacons (through a process called trilateration); their location is mapped on their device and then directions are transmitted through bone conducting earphones. Courtney Nugent, head of the Transport Working Group of the Youth Forum at the RLSB said: ‘Wayfindr is a practical and affordable aid to navigation for vision impaired people. Our joint

“Just like many young people our age, particularly in London, we rely on public

November 2014 Page 81


project with ustwo is a great example of how charities and the private sector can work together, applying the latest approaches in digital design to make a difference, rapidly.’ Umesh Pandya at ustwo explained that Wayfindr came out of the allocated time the studio devotes to working on projects that can help make a real difference to people. In turn this allocated time allows it to explore and experiment with new technologies and methods that it can take back into its client work. ‘What we learned while tackling this challenge is that young vision impaired people cherish their independence,

like all people of their age. What we accomplished with wayfindr is something that will complement existing efforts by public transport operators to help them achieve it. We have received incredible

feedback about it in discussions with these operators and a trial is in the offing’ Visit

Established in 1975, GSL is built upon a reputation of quality of work and a professional service which has seen GSL grow into one of the most respected scaffold contractors in the building industry

Recent expansion has also seen GSL offer its services to the rail and underground sectors and as established members of Link- Up, GSL has successfully worked alongside the likes of Network Rail, Tubelines and Metronet.

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GSL’s portfolio encompasses all types of work such as new build, refurbishment, temporary shelters and dangerous structures

Grenrose Scaffolding Ltd Grenrose House Crompton Road Stevenage G1 2EE Tel: 01438 813948 Contact: Alan Quorn 07810 185903




UK-based Chartered safety practitioner, technical author and lifelong rail aficionado/career engineer seeks further part-time challenge Qualified as ICP (ROGS) with extensive recent Standards & Inspection and mishap investigation experience on mainline and heritage systems Well-informed, keen, thorough and incisive PTS certificated, A1 Rail Industry Assessor and mentor with wide range of CPD Newly re-qualified to deliver training via PTLLS L4 (2014) No Agencies. Contact: C. R. Thompson B.Sc.(Eng.) I.Eng. MICE CMIOSH FPWI. 01376 570698 (Mobile 0794 900 8196)

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An integrated approach If the rail industry is to achieve Network Rail’s goal of ‘Everyone home safe every day’ then each organisation – and each individual – needs to put safety first and foremost says Lee Taylor


etwork Rail’s safety vision is one shared by everyone working in the rail industry, no matter the location or the project. Across the rail industry – from the ORR and the RSSB, to Network Rail and its supply chain partners – improving workforce safety is a priority. Significant investment has been made in recent years on safety initiatives, but the most recent data shows that, collectively, we still have work to do. Figures produced by Network Rail show there were 122 major workforce injuries in the year to April 2014, compared with 104 in the previous year. The Fatalities and Weighted Injuries (FWI) rate for the year was 0.161, against a year-end target of 0.090 and compared to the previous year’s figure of 0.149. If we are to achieve the goal of accident-free records on every major rail project, a collaborative and consistent approach to safety across the supply chain is essential. In this respect, the traditional segmentation between infrastructure, operations and maintenance has to

be eliminated. We need a much more integrated approach to safety. From the outset, main contractors, sub-contractors and supply chain partners need to work together to establish a clear safety strategy, and the goal should always be a project that is free of reportable accidents. That strategy starts with the logistics planning. By planning all works well ahead of time, everyone working on the project knows where everything, and everyone, should be at any point. Any activities that haven’t been planned should be stopped or rejected, because a lack of proper planning – and an adherence to those plans – can lead to accidents. Project risk assessments should also be used to identify and minimise the onsite safety risks. Risk management has traditionally focused on the cost, time and quality aspects of project performance, but safety should also be a priority in that process. At NG Bailey we mitigate the risk when undertaking work activities on, or near to, railway infrastructure, where

plant is in use and has the potential to foul lines open to traffic. It is a continuous risk for which we plan safe systems of work to ensure everyone on site, and members of the public, remain safe at all times. Benefits of BIM As part of developing a much more technology-led railway, building information modelling (BIM) can also contribute to improved on-site safety on major rail projects. Network Rail is among those who have acknowledged the benefits of BIM, allowing it to design, build, operate and maintain its infrastructure more efficiently. It is also clear that BIM can be used to identify and reduce the safety risks on any major rail project. By using BIM data to analyse and review the on-site processes throughout the lifecycle of a project, we can improve the awareness of the potential safety risks associated with each process. At London Bridge, for example, we have used BIM to generate a Bill of Materials that identifies each component

November 2014 Page 85


and creates a logistics plan to ensure a successful installation for each part of the project. I’m also a strong advocate of the benefits of offsite manufacturing, which is proven to reduce on-site hours and, therefore, cut the safety risks of a project. At Birmingham New Street Station, for instance, NG Bailey alone achieved a total of more than 700,000 RIDDORfree hours. That’s almost three quarters of a million hours – or nearly 80 years – without a single reportable accident. That record was achieved, in part, through the

Birmingham and installed by a team of eight people in just three weeks. Had we used more traditional construction methods, I estimate it would have taken up to three months on site to construct and install. By drastically reducing the amount of time spent on site and in transportation, we increased the safety of everyone involved in that part of the project – and, at the same time, reduced the cost to Network Rail and the potential disruption to passengers. The safety performance at Birmingham New Street led to a Gold

‘fair culture’ framework – decisive, constructive action needs to be taken when those boundaries are breached. Rather than shifting bad practices from one project to another, we have to eliminate them by better educating workers right across the rail industry on positive safety behaviours. Network Rail’s Lifesaving Rules are an excellent example of improving safety behaviours across the supply chain, and we have certainly adopted those principles on our projects with NR. Similarly, we welcome their introduction

use of off-site manufacturing for some of the biggest and most challenging aspects of the project, such as the construction of a 126m long services corridor – nicknamed the ‘Spine’ – to house services for the station’s 12 platforms. Spanning the width of the station and weighing in at more than 300 tonnes, it incorporated two maintenance walkways and suspended plant rooms, with external cladding acting as a defence in the event of a fire. Building the ‘Spine’ was a massive engineering challenge, and one that had significant inherent safety risks. Our solution was to work with our specialist offsite team to design and build the ‘Spine’ at its manufacturing facility in Bradford. It was then transported to

award for NG Bailey at the RoSPA Safety Awards, which our project team is rightly proud of.

of Safe Work Leaders from January. Ultimately, for any safety programme to be fully effective it needs to be embraced by everyone working on a project. Each worker needs to be aware of his or her health and safety responsibilities, and that needs to be supported by a consistent approach to safety training. If the rail industry is to achieve that goal of ‘everyone home safe every day’ then each organisation – and each individual – needs to put safety first and foremost.

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Responding to unsafe behaviours Finally, I would also like to see much wider adoption across the rail industry of behavioural safety programmes that encourage employees to spot – and respond to – potential safety issues and unsafe behaviours. For every 330 unsafe acts on a site, statistics show there is likely to be one serious injury. So every time we can prevent an unsafe act, we can potentially prevent a serious injury. Employee recognition, understanding and rehabilitation are key. Clear boundaries need to be set on what is and isn’t acceptable, and – within a

Lee Taylor is project director at NG Bailey Visit

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Hold onto your talent Given the skills shortage in engineering employers are doing all they can to hold on to the best talent. Mac Alghita believes the equality agenda and recent legislation around flexible working are a step in the right direction


ngineering consultancies have welcomed the increase in infrastructure spending in the UK. With the influx of contracts being awarded comes the challenge of recruiting the expertise to develop the innovative designs that will transform Britain’s transportation system. The skills shortage in our industry is well documented. Employers today are facing the challenge of looking for innovative ways to retain the knowledge and expertise they do have to meet the needs of their clients. This war for talent is driving a shift in the way we operate.

Embracing diversity There is empirical evidence to prove that businesses with balanced teams of people from a range of backgrounds and experiences are more profitable. Embracing diversity in all its forms is the new norm. When people bring their diverse perspectives, opinions and expertise together, they produce better results. The focus must be on seeking the best talent for the role – regardless of age, ethnicity, gender, etc. Competency is a given. What companies are looking for is people who are driven to succeed, open to new ideas and results orientated.

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It’s a powerful combination that creates a vibrancy and perpetuates itself throughout the business. Flexible working Encouraging women back to work after maternity leave is important for many organisations. There is a wealth of talent that, in the right conditions, would make a significant contribution to the skills shortage and address gender imbalances. With new legislation allowing fathers to take additional paternity leave of up to 26 weeks, organisations will need to be more flexible and plan ahead to accommodate these arrangements. Most working men and women face career crossroads especially when they plan to start a family, and choosing one over the other is simply not fair. That’s where support from employers plays a crucial role, and flexible working arrangements give employees the right conditions to strike that perfect balance between their work and family lives. Technological advancements have given employees an added advantage to work flexibly and not be bound to standard office hours. Employers, in turn, are rewarded with committed and loyal staff. Similarly, the end of the default retirement age will present senior members of staff with greater options. Hyder’s Rail

sector is seeing more senior members of staff requesting to work a shorter week rather than leave altogether. It is a winwin for the company and its clients – we maintain skills and experience and the clients can continue to work with people they know and trust. Encouraging young talent Apprentices are a great way to encourage young talent into the profession. Hyder is part of The Apprentice Consortium, a group which exists to bring together engineering consultancy firms and technical colleges to develop a work-based route for aspiring engineers through accredited technical apprenticeship programmes. Hyder has 10 apprentices working across its rail, highways, geotechnical and IT teams. I believe encouraging young talent into our business is critical to growth. In our experience, employing apprentices is a good way to support those who have an interest in engineering, but prefer a more handson approach to their career development. When you bring together our experienced members of staff with enthusiastic young people hungry to learn, it creates a real melting pot of ideas and innovation.   Continuous professional development All employers want to recruit and retain the highest calibre employees. Encouraging TE_forgetrack_dis

our people to stay at the forefront of the industry is important to their professional development. We actively encourage staff to pursue Chartered status with their professional institutions, to research and write technical papers and to share their knowledge through industry events and seminars. Our focus on technical excellence benefits the end product we deliver for our clients and at the same time fosters engaged, motivated and highly skilled employees. Working in the digital age In today’s working world, with the right internet connections, most office-based professionals can be as effective working at home or at a client’s office as at their own desk. Working remotely is fast becoming commonly accepted. However, despite the advancements in technology, I’m conscious that we also need to strike the right balance. The value and effectiveness of face-to-face interaction cannot be underestimated. Sitting down with your clients or your team on a regular basis and getting them engaged in a conversation is a compelling way to drive innovation and spark creativity that can’t be replicated in isolation, via email or instant message. Mac Alghita is managing director of Hyder’s Rail sector 25/4/12 14:21 Page 1

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Plastic Piling and Retaining Systems We have a wide range of piling for use in the rail industry, suitable for bank retention, floodwater areas, track side refuges, trench shoring and many other uses. Plastic piling has a number of benefits over traditional steel, timber or concrete piling; mainly cost, durability and ease of handling, also it is: Maintenance free

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Never a ‘job done’ Sarah Tack has been nationally recognised for turning around Thales UK’s safety culture. Here she gives a thorough account of how she and her team achieved that


tatistically, ground transport can be a demanding business to work in, whether that is on the railway, underground network, trams or the highway. It is unforgiving and pressurised. Tack joined Thales Ground Transportation Systems, as a permanent member of staff in January 2012 and has made such a positive impact on the safety culture that, in June 2014, she was presented with the prestigious Guardian Angel award at the Royal Society for the Prevention of Accidents (RoSPA) Occupational Health and Safety Awards. The award celebrates individuals who have made a ‘demonstrable difference’ in safety and accident prevention in the workplace. The statistics speak for themselves. In 2011, hazard reports in the business were less than 100. In 2013, more than 900 were reported, each one subject to investigation to ensure that a similar reoccurrence was avoided or worse - a more serious incident occurring with a similar root cause. Throughout this, the company has achieved an accident frequency rate (AFR) of zero with more than four million hours worked. Rules do not guarantee safety In the UK, Thales Ground Transportation Systems offers solutions encompassing signalling (train control, axle counters, interlockings, train protection and

warning systems, services), supervision and control, integrated communications, security and information management. Its team of 1,300 employees is delivering modernisation programmes with customers such as Transport for London, Network Rail, Transport for Greater Manchester and the Highways Agency. Tack and her 20-strong team have faced a range of challenges in so radically changing the safety culture of the business – embedding it as a priority at

every level, from the boardroom to the track. ‘Transport is a highly-regulated industry,’ she said, ‘but it is also a highrisk industry. Without due care, it can quickly become an environment where accidents can occur and accident rates can start to rise – something that every business should strive to avoid. ‘But I suppose my experience has taught me that you can have all the rules and regulations in the world, but that does not guarantee safety. Accidents will happen. People will not – consciously or subconsciously – always follow rules, or more likely, they will just let their guard down due to a variety of reasons, both professional and personal. ‘My responsibilities include ensuring we have a clear strategic path and direction with regards to a health, safety and environmental culture that pervades right across the business – from the executive board to the newest apprentice coming through our training academy and just starting out on our programmes. It’s everyone’s responsibility – but we provide the clear communication, direction and support that every employee might need with regard to safety.’ She continued: ‘Starting out in 2012, it was a massive challenge. Sometimes the transport industry is so heavily regulated you can fall into the trap of thinking your people are protected by those rules November 2014 Page 93

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and regulations. Experience tells me you absolutely cannot rely on that. So we began a journey through a completely new governance process to establish ‘where are we really?’ ensuring a complete amnesty of our current situation, but giving us the foundation from which to build. ‘Level one was working with the executive leadership team to ensure the correct governance, compliance, safety culture and leadership was in place to go forward and that the members of the executive team genuinely led by example. ‘The next stage was implementing a

it all. ‘Throughout all of this was a strategy of empowerment, making everyone quite rightly feel that they had a part to play in the ongoing improvements we were trying to make. ‘I’m incredibly lucky to have a great team around me that is committed to the culture change that was needed. Our transition has been one driven by believing in compliance and that taking personal responsibility and accountability is the right thing and not a‘safety police’ enforcement.’

environments come with a variety of diverse risks; limited night-shift hours, live electricity, working at height, within close proximity of moving trains and working alongside other contractors trying to carry out their tasks at the same time and on the same infrastructure as we are – its challenging. ‘Part of our job is to assess what is real risk and what is ‘noise’ and that’s not always easy to do. The work environments, as I have said, can be challenging – for example, we can have an average of 100 engineers working down in the London Underground, repairing

proper safety leadership culture at the project director and project manager level through clear communication; education, clear expectation, accountability and again, leading by example. The right behaviour is absolutely key. The third level was about ensuring we were reaching our people on the ground, on the track – educating and measuring to inform future activity, not just patting ourselves on the back when we got it right. ‘It’s also important to recognise that often the people on the ground undertaking the actual work are invaluable in changing culture and promoting safe working – particularly when they understand the reasons behind

Empowered to work in a safer way Continued Tack: ‘We have worked hard to understand why people behave in a certain way with regards to safety and make the mistakes they do sometimes make. I believe that if you can get a better understanding of that, it’s possible to start addressing behaviours that can lead to incidents occurring, and improve them. We have tried to give people real direction, but more importantly, make them feel part of the journey, that they are empowered as part of a team to work in a safer way. ‘We have to be continuously focused on safety. Our customer base spans a range of networks; trams, highways, underground and overground - and the

or upgrading signalling systems on lines that by day normally have 630 volts of DC electricity running through them. We have a limited window to work when the Tube is closed to passengers from about 1:00am to 5:00am, with the pressure to be ready to hand back the lines in time to avoid any delays to the line. ‘Sometimes, an environment such as the London underground network or large railway station can almost exist in a kind of microcosm, with its own atmosphere and routine. While on duty, our engineers simply can’t afford to see any working environment as routine. ‘Our people can be working at height, installing new signalling systems or when repairing networks, be faced with November 2014 Page 95

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that can have terrible ramifications – the decision not to follow to the letter the process or comply with a rule for that one little job, just forgetting the environment you are in. ‘Our transport environment is fast moving and completely unforgiving. A rail track is an incredibly dangerous place to be in with the wrong mindset. We try to bring that to the forefront of our people’s minds – that if they get it wrong or are complacent, they might not be going home that day. It sounds melodramatic, but it is about hazards and taking the appropriate action to report them and to ensure we are learning the lessons from them. ‘But it’s also about not frightening people to the point where they are too scared to report accidents. You have to promote to them the benefits of a good safety culture – where you assess lessons learned in a fair and open manner. That became a clear winner for us. Our people bought in. ‘You set very clear objectives, but you don’t judge – it’s all about understanding the root causes of an incident then deciding the necessary action to try and ensure that it doesn’t happen again.

working around legacy asbestos or lead paint. ‘Against all of these kinds of issues, there is the constant balance of managing safe delivery and the implications of penalties if we do not hand back a working or repaired line to the customer when we have said we will. It goes beyond the potential financial implications - the customer is also faced with a reputational issue if the train, tram or tube is delayed or cancelled. It can be a pressurised environment to say the least.’ Fascinated with the concept of safety Tack’s safety background runs across the transport and construction industries, including Balfour Beatty and London Underground before her current role with Thales. ‘My career in this field started in 1999

on the underground and I quickly became fascinated by the concept of safety. Not the rules and regulations – but the culture and behavioural issues that existed in the actual working environment. Why do accidents happen and what do we learn? I am lucky as I have spent lots of time actually out on site during my career, so I understand how challenging an environment it can be to deliver, day or night, in all conditions and tight timescales.’ Tack’s passion for safety was reinforced after experiencing a fatality in the workplace six years ago. ‘For me, that drastically changed my perception of things. We have to get people to understand that it’s incredibly rare that anybody really breaks or bends any rule by choice. But it is that one lapse of concentration, that one slip of judgement

A mix of clear communication and psychology ‘I suppose I use a mixture of clear communication and psychology,’ explained Tack. ‘We need to reach out and educate people, but in order to do that effectively, you must understand the way your employees think and behave. ‘Traditionally, safety has a bit of a reputation for being tedious, so we have tried to make it a bit more relevant to our employees. The ‘It’s never going to happen to me’ thinking was addressed by showing clear examples that would make people stop and think – how that everyday activity could slip into danger through the smallest wrong decision or mistake.’ Reflecting on her success, Tack said: ‘It was nice to be recognised with the Guardian Angel Award, though I do see it very much as recognition of a team effort. Bizarrely, I’m actually using it now as a benchmark to communicate against the dangers of complacency. ‘Yes, we’ve made massive strides, but if we start thinking ‘we’ve made it’, we’re running the risk of taking our focus off our safety culture and relaxing into thinking it’s ‘job done’. Safety in the transport environment is never ‘job done’, it’s never 9 to 5 and it never will be, not for anyone – and certainly not for Thales.’

Sarah Tack is head of Safety at Thales UK’s ground transportation business

Tel: 020 3300 6395 Visit

November 2014 Page 97


culture 2 culture Flexible UK Toc’s with a record of delivery really can prosper on the Continent says Andrew Chivers


e all know that the rail industry isn’t exactly renowned for attracting positive media coverage in the national press. But this was the case last year, when we announced National Express’s first successful foray into the German rail market. While The Sun’s language was predictable (‘Bahn Storming…National Express scored a huge away win’), the message behind it was revealing. The stereotypes are so ingrained that, for a British transport company, continental success is seen as surprising rather than something we should be striving for. But this shouldn’t be the case, because the European rail market has real potential for British companies

Page 98 November 2014

who are willing to adapt to a different approach. Germany is Europe’s largest rail market, with contracts totalling around €12 billion coming online in the regional rail market. Deutsche Bahn remains the dominant player today, with the long-distance market largely sewn up and around 75 per cent of Germany’s short-distance market. But this is set to decrease by at least 10 per cent in the next few years as around 100 contracts will come up for tender – there is a lot of opportunity ahead. National Express may have been the first UK company to have won a competitive franchise bid in Germany, but we won’t necessarily be the last. Marked differences UK competitors have to be prepared

for marked differences in the German franchise system. There is no DfT equivalent, no central authority with a strategic overview letting the majority of franchises and making a succession of tweaks to the framework from competition to competition. Instead there are 27 different regional authorities – equivalent to our Integrated Transport Authorities – each of whom has their own unique rules and regulations for their competition. Never has it been so important to understand what your client wants – a one-size-fits-all bid model certainly doesn’t work in Germany. The two contracts National Express has won so far are for the RhineMünsterland Express service (RME) in North Rhine-Westphalia, Germany’s most populous region. We will be operating the


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Rhine-Münster-Cologne-Krefeld regional express service, and the Bonn-CologneWuppertal stopping service. The letting process involved three different local authorities, with Dusseldorf leading the competition but the transport authorities for the Rhine and Münster area, and the Cologne and Bonn area, also represented. Developing a close relationship with each of the clients involved was crucial. One result of the number of franchising bodies is that the size of each franchise is small by UK standards. Each of the RME services we will run is around half the size of National Express’s c2c operation – itself one of the smallest UK franchises, though we all know small really can be beautiful. Our German contracts both last for fifteen years, again a rarity in the UK but a feature we have had great success with on c2c. This offers huge potential for investment that delivers real passenger benefits, and quickly. Be prepared to invest And you do have to be prepared to invest. There is rarely any transfer of assets from DB – new staff have to be recruited, trains financed and even depots built from scratch. This means a necessarily long, and very busy, break between contract award and the start of operations. It’s more than 18 months since National Express was

awarded the RME contracts, and we’ve still over a year to go until we run our first services. As every train operator knows, ultimately you will be judged on the quality of your service. That’s why National Express’s success with c2c – turning a failing commuter operation into the UK’s most punctual railway – has been a real calling card for us in this new market. Some of the pledges we’ve made in the new c2c franchise, such as promising to start compensating passengers for each minute they are delayed, rather than giving ourselves a half-hour leeway, have really caught the imagination. More markets opening up This is good news for the UK’s international reputation. When

Transport Secretary Patrick McLoughlin was in Berlin at InnoTrans recently, I was proud to be able to brief him on how our UK performance has boosted our future prospects. It was also a real privilege to show off the model of the new ‘Talent’ train that National Express has commissioned from Bombardier for the RME services. So I believe flexible companies with a record of delivery really can prosper on the continent. More markets are opening up – the Czech, Spanish and Portuguese railways are all set to liberalise. Who knows, with time British transport companies can become so successful abroad that even The Sun might run out of puns for its headlines. Andrew Chivers is managing director, Rail, National Express Group

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TOC focus

TOC focus


irgin Trains has operated the West Coast rail franchise since 1997. The company is jointly owned by Virgin Management and Stagecoach Group and both shareholders manage Virgin Trains through a joint board called VRG (Virgin Rail Group). In the most recent National Passenger Survey (Autumn 2013) overall satisfaction was 91 per cent. The figure was collated from categories that included ticket buying facilities (80 per cent), information on train times and platforms (85 per cent) and station cleanliness (76 per cent).

New contract announcement Virgin Trains and the DfT have signed a new deal that promises to bring big improvements for both passengers and taxpayers. The new West Coast franchise, which will run until March 2017, will introduce free superfast Wi-Fi, more seats and new services. More than £430 million from the agreement will be paid to government – a 58 per cent rise on the current arrangement. Arrive Awesome As part of its current customer campaign, Arrive Awesome, Virgin Trains published the results of its customer research

and used the findings to determine its investment priorities for the new franchise. Asked what their top priorities for an ‘ideal customer experience’ were, 84 per cent of customers suggested loyalty rewards; 74 per cent requested boarding guidance and assistance on the platform and 62 per cent felt that better facilities to enable them to work or wait in a comfortable environment were important. The Toc has committed to spending £20 million on upgrading stations along the network as it seeks to address customers’ top priorities. It also has plans to upgrade its wi-fi service.

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November 2014 Page 103

TOC focus

Fleet Virgin Trains operates a mixed fleet of tilting trains: electric Pendolino (£1.2 billion invested) and diesel Super Voyager (£1.06 billion). The Pendolinos and Super Voyagers were built, and are maintained, by Alstom and Bombardier, respectively. Both train manufacturers work closely with Virgin Trains at the Toc’s depots across the UK. Following Network Rail’s £9 billion upgrade of the 2008 West Coast Main Line in December 2008, train services overall increased by 30 per cent. The routes from Manchester and Birmingham to London saw train frequencies increased to every 20 minutes, reducing the average journey times between London and Manchester to two hours five minutes. Following two more Pendolinos being added to the London Euston to Glasgow route, it is now possible to complete the 401-mile journey in four hours eight minutes. Environment Before its franchise period finishes in 2017, Virgin has committed to reducing its annual CO2 emissions from its trains and stations by 2.5 per cent and to divert 98 per cent of its waste from landfill to recycling. It was the first Toc in the UK to introduce

regenerative braking and was also the first to run bio fuel passenger trains. Virgin’s Pendolino trains have regenerative braking and provide enough electricity annually to power 18,385 homes for a year. Having gained BS EN ISO:50001 Energy Management accreditation and Kite-Mark awards for Energy Reduction verification, the operator is looking at its environmental impacts across its business to meet BSI’s stringent standards.

Awards In October 2014 Business Traveller magazine readers voted Virgin Trains the Best UK Domestic Rail Operator for the eighth year running. In 2011 the company was named Best Rail Operator in the Group Leisure Awards for the third time and, in the same year, it won the British Quality Foundation’s Achievement Award for Customer Satisfaction.

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Local Planning & Highway Authorities

HS2 Conference: HS2 Conference: Building in theinbenefits Building the benefits at theatlocal level level the local

25th November 2014, 25thNovember November 2014, 25th 2014 Regent’s London London Conference Centre, London, NW1 4NS

Governments Local & Planning Government & Agencies Highway Authorities

Planning & Traffic & & Developers Governments Planning Traffic & Transport & Government Highway Transport Highway Consultancies Engineers Agencies Consultancies Engineers


Programme Programme PROGRAMME 08:45 09:30


10:00 10:20 10:30

Registration and Coffee 08:45Registration Registration and Coffee 08:45 and Coffee Chairperson’s opening remarks 09:30 Chairperson’s opening 09:30 Chairperson’s opening remarksremarks Richard Brown chairman of the Richard Brown chairman of the for Department for Richard Brown - chairman ofDepartment the Department for Transport’s Franchise Advisory Panel Transport’s Franchise Advisory Panel Transport’s Franchise Advisory Panel Richard Keynote Address Brown 09:40Keynote Keynote Address 09:40 address Patrick McLoughlin* -McLoughlin* Secretary of-State for Transport Patrick Secretary of State for Transport Robert Goodwill MP - Under Secretary of State for Lord Deighton* - Commercial to the Treasury, Lord Deighton* -Secretary Commercial Secretary to the Treasury, Transport Chair HS2 Growth ChairTaskforce HS2 Growth Taskforce 10:00 HS2 – more than a railway Keynote 10:00 Speech Keynote Speech Jim Steer - Director, Greenguage 21 Sir David Higgins* - Chairman Ltd of HS2 Ltd Sir David Higgins*of- HS2 Chairman 10:20 Q&A Q&A10:20 Q&A Robert 10:30 Refreshments Refreshments 10:30 Refreshments Goodwill SESSION 1: Actions to realise local HS2 growth potential

SESSION 1:10:45 Actions to HS2 growth potential SESSION 1:realise Actionslocal to realise local HS2 growth potential Unlocking City Growth 10:45 11:00 11:15 11:30

Unlocking Growth City Growth 10:45 City Unlocking Andrew Carter - Deputy Chief Executive, Centre for Cities Sir Albert Bore* Leader, Birmingham Council City Council Sir -Albert Bore* - Leader, City Birmingham 11:00 Securing business growth Securing Growth 11:00 Business Securing Business Growth Roger Marsh - Chair, Leeds City Region LEP Andrew Roger Marsh*Roger - Chair, Leeds-City Region Marsh* Chair, LeedsLEP City Region LEP 11:15 Creating opportunities for development Carter Creating for development 11:15 opportunities Creating opportunities for development Chris Garden – Head of Stations Development, HS2 Q&A11:30 Q&A 11:30 Q&A

SESSION 2:SESSION Realising wider economic HS2 SESSION 2:the Realising the widerbenefits economic benefits of HS2 2: Realising the wider economic benefits ofof HS2 11:45


11:45 The wider benefits of HS2 of HS2 The wider benefits of HS2 11:45 The wider benefits Roger Marsh Richard Threfall - UK Head of -Infrastructure, Building Richard Threfall UK Head of Infrastructure, Richard Threfall - UK Head of Infrastructure, Building and Building and Construction, KPMG and Construction, KPMG Construction, KPMG Making most HS2 capacity release 12:00the Making theofmost of HS2 capacity release 12:05 Making theofmost HS2 capacity release opportunities opportunities opportunities James Lewis -James Chair theof Yorkshire Integrated -West Chair of Yorkshire the West Yorkshire Integrated James Lewis Lewis -ofChair the West Integrated Chris TransportTransport Authority Transport Authority Authority Garden Freight High speed opportunities for for improvement 12:15-Freight Freight Highopportunities speed opportunities for improvement 12:25 - high-speed improvement Maggie Simpson - Executive Director, RailRail Freight Group Maggie Simpson - Executive Director, Rail Freight Group Maggie Simpson - Executive Director, Freight Group Panel session with presenters from sessions 1 and 2 12:30 Panel session with presenters from sessions 1 and 2 12:45 Panel session with presenters from sessions 1 and 2 Networking Lunch 13:00 Networking Lunch 13:15 Networking Lunch !

12:15 12:30 13:00

Overview • Overview How will HS2 boost the economic fortunes of

SESSION 3:SESSION Making The Local Connection SESSION 3: Making The Local Connection 3: Making the Local Connection ooking at the benefits HS2benefits is promised deliver, with Looking at the HS2 to is promised to deliver, with the north? 14:15 Kings Cross, Kings Stratford andStratford Ebbsfleet regeneration 14:15 Cross, and Ebbsfleet regeneration James 14:15 Kings Cross, Stratford and Ebbsfleet regeneration eference back to evidence from similar projects in the back to evidence projects in Local the Lewis • reference What benefits couldfrom Citysimilar Regions and David Joy - Managing London Continential David JoyDirector - Managing Director London Continential David Joy - Managing Director London Continental K and mainland Europe, and Europe, recent experience UK and mainland and recentfrom experience from Railways Railways Authorities from thiswill project? Railways rossrail andCrossrail HS1, thisand conference capture lessons HS1, reap thiswill conference capture lessons 14:35 Crossrail - fusion realm 14:35Crossrail Crossrail - the fusion the urban realm • What growth and regeneration lessons should earned and learned ensure that LEPS, and LA’s, ensure thatdevelopers, LA’s, LEPS, transport developers, transport 14:35 - with fusion withurban thewith urban realm Sam Richards Head of Urban Integration, Crossrail Sam Richards Head of Urban Integration, Crossrail onsultants are aware ofare the practical steps tothey need to consultants aware of the practical steps Sam Richards - Head of Urban Integration, Crossrail be learnt from other UKthey railneed projects? 14:55 Q&A 14:55 Q&A ake to make• this athis success forlocal theirstory regions, take toproject make project a success for their regions, 14:55 Q&A What actions dostory LEPs, authorities, and 15:10 Refreshments 15:10 Refreshments ocal communities and businesses. local communities and businesses. 15:10 Refreshments

the development industry need to take now15:20 to get the most out of this once in a lifetime Audience Audience 15:40 opportunity?

his conference aimed at public andatprivate Thisisconference is aimed public sector and private sector lanners, transport planners, economic development and planners, transport planners, economic development and egenerationregeneration project managers will alsoand be of projectand managers willinterest also be of interest 16:00 16:15 For further details o local decision makers, councillors, senior officers, to local decision makers,visit councillors, senior officers, 16:30 usiness representatives, LEP and LTB members, rail and business representatives, LEP and LTB members, rail and us operators, and transport journalists. buspassenger operators,groups passenger groups and transport journalists. * Invited

To book your place email the Events Team Fees: on or call on tandard Fee: £299 + Fee: VAT Standard £299 + VAT 020 7348 1970

Maggie The15:20 right conditions rail basedfor growth The rightfor conditions rail based growth 15:20 The right conditions for rail based growth Simpson Dave Arquati Dave - TFL Arquati - TFL Dave Arquati - TfL Funding governance developing- local growthlocal growth 15:40andFunding and -governance developing 15:40 Funding and governance - developing local growth capacity capacity capacity Alex Pratt - Chair, Board Alex LEP PrattNetwork - Chair, Management LEP Network Management Board Alex Pratt - Chair of the LEP Network Management Board Q&A16:00 Q&A 16:00 Q&A Chairperson’s closing remarks 16:15 Chairperson’s closing remarks David Joy 16:15 Chairperson’s closing remarks Post-conference networking networking 16:30 Post-conference

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New UK office for Aspin


nfrastructure engineering company, Aspin, has expanded its UK operations by opening an office in Derby. The company’s growth has been supported by the city’s inward investment company, Marketing Derby and a grant from Derby City Council through the DEGF (Derby Enterprise Growth Fund). The £20 million fund aims to support growth and job creation in businesses through a mix of loans and grants. Councillor Martin Rawson, Derby City Council deputy leader and cabinet member for planning, environment and regeneration, chairs the DEGF panel of industrial and financial experts who consider business applications. He explained: ‘The decision by Aspin to choose Derby for this key expansion is fantastic news, particularly while we are celebrating the 175th anniversary of rail manufacturing in the city.’ Visit

East West plans enter new phase


arsons Brinckerhoff has been awarded an £8 million design contract for the second phase of the East West Rail scheme. The engineering consultant will be carrying out works that include timetable modelling, the design and alignment of track, civil engineering works to bridges and embankments, geotechnical investigation and survey works. Upon completion, the East West project will re-establish a passenger and freight rail link between Oxford and Bedford, Milton Keynes and Aylesbury for the first time in more than 40 years. Andy Milne, Network Rail senior programme manager, said: ‘The work Parsons Brinckerhoff will be carrying out will enable the project to be developed to the point where we can then award contracts for detailed design and construction.’ The first phase of the scheme is already underway, with the construction and doubling of track for more than 18km of railway that will allow line speeds to increase to 100mph. Also on the agenda is the construction of new overbridges, underbridges and footbridges, the closure of 37 level crossings and a new signalling system for Bicester Town and Islip stations. Darren Reed, Parsons Brinckerhoff’s director of rail UK/Europe, said: ‘We look forward to developing this visionary strategic transport scheme, which in turn will encourage economic growth and promote sustainable transport solutions.’ Visit

Comprehensive network security


ndustrial connectors and Ethernet company, Electroustic, is now an official distributor of Tofino’s Xenon industrial firewall. The Xenon security software has been specifically created to provide comprehensive network protection for production systems. Tofino’s Plug-n-Protect technology can be installed in a live network with no special training, pre-configuration or changes to the network itself, eradicating expensive downtime. Paul Carr, Electroustic managing director and owner, said: ‘Electroustic

Open and shut case


rossrail has selected Knorr-Bremse Rail Systems (UK) to provide platform screen doors for deployment across eight stations. The £28 million contract covers the installation of full-height platform screen doors at Paddington, Bond Street, Tottenham Court Road, Farringdon, Liverpool Street, Whitechapel, Canary Wharf and Woolwich Crossrail stations. The doors, which total 4km in length, will be designed and developed at Westinghouse’s Melksham facility in Wiltshire, which will also manufacture the electronics and operating system. Assembly and testing of the Crossrail screen system will take place at its Wolverton rail facility in Buckinghamshire. Simon Wright, Crossrail programme director said: ‘Crossrail has now awarded the last of the major railway systems contracts. As major construction concludes, work will get underway to fit-out the new tunnels and stations with the necessary equipment and services to enable Crossrail services to operate.’ Visit

provides industrial Ethernet solutions to a variety of industries. Security is a very pertinent and prominent issue for the sectors we supply to, which is why Electroustic recommends Tofino products. The Xenon firewall delivers peace of mind, which is essential.’ In addition to Xenon’s built-in features, DPI (optional deep packet inspection) is available, which allows the user to implement detailed filters within their system. In contrast to more traditional firewall security, Tofino’s flexible architecture can be tailored to provide protection zones to protect critical system components. Visit November 2014 Page 107

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Apprentices filling the skills gap


training programme, piloted to help address the skills shortages in the rail industry, has proven so successful that it is being rolled out across the UK. Ganymede’s Railway Engineering Diplomas, which began in South Wales, have now launched as similar initiatives in Yorkshire and London. The company, which is a supplier of contingent labour within the rail industry, formed a partnership with ARC Academy in order to deliver NVQ Level 2 Diplomas and is now on track to train more than 100 apprentices. The scheme is open to new recruits and existing rail contractors and provides formal training in areas such as track safety, correct tool usage and the theoretical and practical aspects of maintenance. Ganymede managing director, Paul Crompton, said: ‘We believe in creating careers rather than simply providing jobs. In an industry with a skills shortage, recruiting new workers and up-skilling existing contractors is pivotal to long-term workforce planning, especially as part of a strategy to meet the demands of developing electrification.’ Since it began, the programme has retained 85 per cent of its apprentices – 15 per cent above the national average. Visit

TPS for CP5


etwork Rail has extended its partnership with HaCon to use its Train Planning System (TPS) for the remainder of CP5. At any one time, Network Rail can have up to 300 train planners using TPS to plan more than 21,000 train services

per day. For this task, it has deployed HaCon’s TPS Enterprise software, running on the latest 64-bit operating systems. TPS Enterprise has been developed for large-scale infrastructure managers across Europe, providing integration of data and orchestration of access requests between the infrastructure manager and the passenger and freight operators. With HaCon’s TPS solution, Network Rail can create and adapt train schedules across the complex infrastructure and respond constantly to network demands. The UK network’s 32,000 km of track sees 1.3 billion passenger journeys and more than 100 million tonnes of freight transported every year. Over the last ten years, passenger journeys have increased by 40 per cent and 60 per cent more freight is carried by rail. David Faithful, head of UK at HaCon, said: ‘The integration of Network Rail’s TPS Enterprise and HaCon’s latest TPS Operator solutions will drive out significant benefits for the UK rail industry as a whole across CP5 and beyond.’ Visit

Computer-aided insight


eyedIn Projects has partnered with Abellio Greater Anglia on a new project management solution that delivers wideranging business benefits for the Toc. The comprehensive IT solution gives the PMO (project management office) constant insight into the vast number of projects running consecutively at any given time. Operating around 2,000 train services and working with the DfT, Abellio Greater Anglia’s PMO is under pressure to deliver complex projects on budget and to tight timescales. The KeyedIn Projects’ cloud-based solution streamlines the process and enables project managers to register updates on the go,

measuring success against pre-determined milestones and reducing time spent on administrative tasks. Andy Mead, Abellio Greater Anglia business plan programme manager, said: ‘This is a piece of software that project managers will really benefit from, spending less time filling out forms and more time on the tasks that deliver real business gains. It is possible to view updates from any location and gain instant insight into the entire project lifecycle, always ensuring the work remains within time and budget constraints.’ Prior to partnering with KeyedIn Projects, the PMO relied on a combination of different reporting systems and had to pay licence fees for each piece of software, which greatly increased costs. ‘The new visual solution from KeyedIn Projects is incredibly easy to use, as well as being robust and efficient; making this move has been a huge step forward for the business as a whole,’ said Mead. Visit November 2014 Page 109

Strong connections

The green maze

ARTING has developed a robust connector for use in rail and harsh industrial applications. The Han® Coax ETCS coaxial connector, which is designed to provide a reliable and robust interface for data transmission, was originally developed for use in the ETCS (European Train Control System), in which the signal communication between the rail vehicle and the track bed is controlled by a system known as the Eurobalise. Due to it being a safety-related system, components with good reliability over the entire product life are required. The Eurobalise coaxial cables are used on board the trains and in stationary facilities, which in turn have to be equipped with appropriate interfaces at various positions. A key feature of the connector is the crimp flange, which incorporates an additional crimp barrel to secure the screening braid permanently with high mechanical and electrical integrity, while at the same time providing strain relief for the cable. The connector, which incorporates a screened coaxial Han-E® crimp contact with an impedance of 50 ohms, is optimised for large conductor diameters up to 12 mm. The Coax can be fitted compactly into the established Han® 3A and Han® 3 HPR housing, making it well suited for robust coaxial data interfaces.

est Coast operator, Virgin Trains, has improved the way it navigates complex environmental legislation after using Cedrec to produce a legal register. With support from Cedrec, the decision to produce the new register in 2013 enabled Virgin Trains to record and note amendments or changes to legislation in a way that can be understood better by those with ISO 14001 responsibility, providing greater clarity about how the changes will impact on the business.




Top of the pile


orson Group has retained its two UK No.1 positions in the technical and rail recruitment tables, featured in the annual industry guide, the Top 250 Report. Morson, which operates from its head office in Greater Manchester, has more than 40 additional offices in the UK and overseas and has specialised as a technical engineering recruitment company for 45 years. Morson Group chief executive officer, Ged Mason, said of the news: ‘The company is delighted that it has retained its No.1 positions in technical and rail recruitment again. It is a credit to the management team, the trust that our customers have in the quality of our services and the capabilities of our teams.’ The Top 250 Report is the annual Page 110 November 2014

league table and is a trusted guide for the UK recruitment industry. Published by Recruitment International, it is now in its 17th year. Visit

The move has boosted the provision and quality of information and guidance on waste management legislation, climate change and carbon reduction commitments available to the Safety and Environment Department team. Simarjeet Kaur, Virgin Trains environment and sustainability manager, sees the value of Cedrec’s expertise as integral to improving company-wide environmental compliance. ‘Railway legislation is notoriously complex, so there’s no doubt that the new register has been essential in flagging up legislation that’s relevant to us and helping us to understand better what’s required. Cedrec’s expertise has made the whole process easier.’ Cedrec specialises in providing public and private sector organisations with help and advice in understanding, interpreting and complying with environmental and safety legislation. The company offers a range of specialist consultancy and subscriptions services. Visit

Maryport launches green screen


aryport station has become the first station in Cumbria to offer the latest train running information via a solar-powered CIS (customer information screen). The ‘green screen’ receives the most up-to-date train running information from GPS trackers that are built into Northern Rail’s Cumbrian Coast trains. The information terminal was made possible following funding of £27,000 from Cumbria County Council. Council cabinet member, Councillor Keith Little, said: ‘The new customer information screen at Maryport station is a real boost for passengers, providing real-time information on train arrivals for the first time. ‘This investment encourages sustainable travel on the railway line, using Local Major Transport Scheme funding that Cumbria County Council secured from the DfT.’ Northern Rail client and stakeholder manager, Craig Harrop, said: ‘The Cumbrian Coast is one of the most rural parts of our network and, as such, has offered us challenges in communicating real-time information to our customers. These new screens are not only at the cutting edge of green technology but are welcome additions to a station which champions sustainability.’ Visit

Future proofing rail crash simulation


leo, specialist in crash energy simulation technology, has appointed Terry Williams as research director and Peter Lee as engineering director to further develop its service. Bringing 20 years’ experience, Williams helped with Oleo’s initial development of 1D Rail simulation software, the technology that is used to investigate the sensitivity of a whole train crash energy management system for collision response. Lee specialises in managing the design and development engineering of new products and will lead Oleo’s UK team in designing and manufacturing energy absorption solutions for the rail industry worldwide. Sul Sahota, Oleo managing director said: ‘Terry Williams knows our company really well and brings extensive knowledge to his new role as research director. Peter Lee is a highly respected and experienced professional, with an excellent understanding of the effect of design on efficient manufacturing.’ Visit

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Business profile

Skills, right on track As rail electrifi cation gathers pace, EAL is taking steps to ensure that the industry has a workforce that can step up to the challenge. Allan Macdonald explains


AL believes that long-term planning is essential if it is going to meet the challenging scale of projects during this period of growth. Building the infrastructure is not only about tracks and rolling stock – it is also about the development of our people. Spending on Network Rail’s electrification programme alone will rocket from £200 million to £2 billion during CP5. More investment requires more people to deliver it and, with a total investment plan of £38 billion, Network Rail has clearly mapped out its requirements. Contractors have been given ample opportunity and time to train the people they need, knowing there will be work for them for many years to come. The National Skills Academy for Railway Engineering estimates that the number of workers skilled in electrification and electrical plant, such as engineers and technicians, needs to grow by 1,000. Meanwhile, the rail industry overall

needs around 8,000 to 10,000 additional people, including replacements for retirees over the lifespan of CP5. Only through a series of initiatives to upskill existing workers, as well as getting more young people into the industry, can such significant change be achieved. Furthermore, there is a need to recognise such work through certification, awarded when the standards required are met. It is also important to utilise the knowledge and experience of rail engineers already in the industry. Good, professional development is best led by those on the frontline because they are the role models that the people they coach can look up to. It is imperative such a rich resource is not lost to the industry. So, what is being done to deliver the skills required? In partnership with specialist training provider Intertrain UK and employer SPL Powerlines, EAL has devised a solution. In the past six months it has created the UK’s firstever OLEC (overhead line equipment

construction) based apprenticeship and has qualifications, only available through EAL, at its heart. Young talent Fourteen young people began their training in September 2014, after being chosen from more than 200 applicants aged 18-24, and are now working towards an EAL Level 2 NVQ Diploma in Rail Engineering Overhead Line Construction and an EAL Level 2 Certificate in Rail Engineering Underpinning Knowledge. The students underwent a rigorous selection process, involving a series of assessments and practical tests, before being chosen by SPL Powerlines to start their apprenticeships. Each will have an individual training plan combining classroom learning with practical, on-the-job training and regular assessment throughout their apprenticeships. They will be utilising the Rail Engineering Overhead Line Construction

November 2014 Page 113

Sonic Drilling Ltd employs a team of professionals with combined experience of over 60 years in the drilling and piling industry. The company is privately owned which enables the business to continually inwardly invest, innovate and provide technical solutions to a wide variety of ground engineering problems. Sonic Drilling Ltd work across all sectors to deliver in the following areas of expertise: Piling/Services • Continuous Flight Auger (CFA) • Cased CFA • Drilling and Grouting • Rotary Duplex • Cased Overburden Systems • Geothermal & Water wells • Micropiles • Pile Testing • Ground Anchors and Soil Nails • Ground Investigation • Restricted Access • Pre-boring • Down the Hole Hammer (DTH) • Reinforced concrete foundations, pile cap & well head construction.

In addition to our services we have the capability to undertake environmental projects, assisting consultants and engineers with installations combined with a range of monitoring services. Our services provide for the design, estimating and delivery of your project to your requirements. Our employees and operatives hold current accreditations within the industry as well as maintain ‘Safety in the Workplace’ in all areas of the business operations. Our sister company, Sonic Drilling Supplies Ltd maintains a wide variety of Agencies within the drilling industry to support our contracting operations nationwide. Sonic Drilling Supplies Ltd Yew Tree Farm, Newcastle Road, Betchton, Sandbach Cheshire. CW11 4TD T: 01477 500 177 E: W:

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Business profile

ambition as we do to create opportunities for our young people and to provide a highly skilled workforce. ‘There will be a significant increase in new electrification schemes over the lifetime of CP5 with a further roll out into CP6 and beyond. It is vital we grow the skills pipeline throughout the supply chain to deliver these works.’ Simon Talman, SPL Powerlines UK operations director, said: ‘The investment in rail electrification over the next ten years will be a welcoming challenge for us and our competitors and having good people across all activity roles is crucial for our success. ‘This is just the start with the apprenticeship programme and it is something I would encourage all rail electrification contractors to pursue, so we can collaboratively meet the UK challenge with quality and safe delivery.’

apprenticeship framework developed by Semta, the organisation responsible for engineering skills for the future, and working in close partnership with the rail industry. Alex Pond, operations director at railway training and assessment provider, Intertrain, said: ‘You need a vocational qualification to be a plumber or joiner but up until now not to be a rail engineer. SPL is a forward-thinking company and together with EAL we have devised, and are delivering, the first vocational qualifications that will go a long way to being able to class rail as a skilled industry. ‘As one of the leading awarding organisations for industry, EAL quickly identified the need to develop qualifications to ensure rail workers become qualified and highly skilled. They get the fact that attitudes need to change and this three-way partnership will be able to drive the skills agenda that is so important to the future of the rail industry.’

By week 22, each apprentice is in the workplace full time, returning to Intertrain once a month for an individually-tailored progress review. ‘We are upskilling the industry, showing how important it is to have a vocational path to recognised qualifications,’ said Pond. ‘This is the first time we have qualifications which can be delivered across the board. We have a very positive working relationship with EAL. The flexibility and speed at which issues are rectified shows they have the same

Ongoing process SPL is already looking at recruiting the next intake of apprentices, while Intertrain and EAL have developed a Level 3 to ensure career progress once they qualify. The UK’s rail network is undergoing a major transformation and with schemes like HS2 and Network Rail’s National Electrification Project (NEP) this work is going to continue for many years to come. The challenge now is to get other firms in the railway industry, particularly those in the supply chain, to take action and make sure they have the skilled workers – qualified to the highest standards – to deliver the rail network Britain demands. Meeting this challenge will benefit not only the rail industry but also the wider UK manufacturing and engineering industries. Allan Macdonald is rail project manager at EAL

Tel: 01923 652400 Email: Visit

‘Upskilling the industry’ Under the scheme, each apprentice has ten weeks of block training within Intertrain. This is followed by a 12week period of three days a week with Intertrain and two days on-the-job training with SPL. November 2014 Page 115


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Business profile

Virgin territory In only its first year of trading, Viztek’s range of tactile paving is being used on an increasing number of the UK’s station platforms. It would seem, following praise from Sir Richard Branson himself, that business is on the up


iztek is a manufacturer and supplier of surface-mounted tactile paving. Established just over a year ago, it has been a testing but an ultimately successful first 12 months for the Sunderland-based company. Chris Elliott, Viztek managing director, explains the reasoning behind the launch of company: ‘From my previous experience within the rail industry, I noticed that there were a few variations of surface-mounted tactile paving installed across many UK rail platforms. ‘Despite the concept being a relatively new one, I felt there was a need to provide the rail sector with a tactile system without the negative aspects of those already being used – hence the birth of Viztek.’ The company had the drive to succeed and it quickly learnt that that the only way to deliver what it wanted was to be in full control of the entire manufacturing process, from product design and development to delivery – resulting in the product it produces today. Viktek’s efforts were noted, it was picked from a number of small startup companies to receive funding from Virgin Money, leading to further assistance from Sir Richard Branson himself. The Virgin founder personally advised and assisted Elliott to achieve his aim, praising him for his drive to succeed. Viztek offers as much assistance as possible on any project it is involved with, no matter how big or small, an approach that goes some way to explaining its success. The company also wants to thank all the individuals and companies that have supported it along the way, providing the help and support that has enabled it to get to where it is now. Products and services Used by Network Rail, Viztek’s bright yellow surface-mounted tactile paving system is a good example of the unity between Viztek and the rail operator. The concept arose following a discussion November 2014 Page 117


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Business profile

result of Viztek having no large overheads • 25-year design life, allowing for longevity when installed as per guidelines • cost-effective installation, Viztek can install up to 80 linear metres in four hours.

between Elliott, Network Rail’s South Eastern Buildings Asset Management team and Southern Railway’s facilities team. • the challenge: to reduce or eliminate the ongoing cost, and often unsightly look, of painting high-visibility yellow lines • the solution: to produce a bright yellow resin bonded tactile, which would also serve as the yellow line • the result: after several months’ work the tactile was born, providing stations with a bold and innovative safety feature.

For Viztek, passenger safety is paramount, which is why it tested the slip resistance values in-house and also sought independent testing from a recognised body – especially important with a product that is so close to the platform edge. The main benefits of Viztek’s system includes: • higher anti-slip levels, meaning that its product far exceeds DfT guidelines • stringent quality control measures, ensuring the highest possible standards on every tactile • extremely competitive costs, as a

All of its products are approved by Network Rail and London Underground as well as its being a fully-qualified supplier to the newly-formed RISQS (Railway Industry Supplier Qualification Scheme) (formerly Link-up). In addition to the above products, the company has also been appointed as an approved supplier and applicator for Polydeck’s anti-slip stair treads. To date, the company has completed a number of station staircases that combine the use of the Polydeck’s stair products alongside Viztek’s own tactiles, which have been fully approved by all concerned. Viztek offers a supply and fit option via its fully-accredited subcontracting division, TJ Civil Engineering, which undertakes a whole host of works for large companies within the rail industry, such as Osborne, Cleshar, Coffey Rail, Hammond ECS. Jim Anderson, co-director of TJ Civil Engineering, said: ‘The quality of the Viztek tactiles is by far the best we have seen and they are also very easy to install.’ By opting for Viztek’s supply and fit option, customers will deal with just one company, providing them a single-point guarantee. Again, all delivered at the highest possible quality with competitive rates. Big clients Viztek has successfully supplied and completed works across a number of stations for First Capital Connect, Network Rail and Bam Nuttall. Viztek is continuing to work with Network Rail to develop a new tactile paving product that will bolster its reputation for passenger safety and innovation. With demand continuing to grow, Viztek is looking at expanding its manufacturing facilities and it aims to continue bringing in more driven and enthusiastic members to join its team. For now though, the company will continue in its search to find more opportunities where Viztek’s tactile paving or Stair Tread products can be used to improve the safety of the UK’s stations. For more information, or to arrange a meeting, please contact Viztek. Tel: 0191 5166606 Email: Visit November 2014 Page 119


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Business profile

Tools HAV consequences Reactec has developed a risk management system to combat the impact of HAVS on the industry, something the consultant believes costs rail billions of pounds. Jacqui McLaughlin explains


n the UK, around 300,000 employees are estimated to have advanced symptoms of HAVS (Hand Arm Vibration Syndrome) and more than two million are at increased risk of the syndrome because they are exposed to hand arm vibration levels above the limit set by the HSE. The HAVS risk for rail workers shouldn’t be underestimated and more efficient monitoring of vibration levels is vital to reduce the loss of productivity and increased costs caused by HAVS. For good reason, it’s an issue that the industry is becoming increasingly concerned about. Taking the lead, the ORR said that ‘better management of HAV risks in mainline maintenance work’ should be treated as a key priority for rail. In fact, the regulator reports that

HAVS accounted for 96 per cent of the occupational disease cases reported to them in 2013/14, with a number of workers affected being declared permanently unfit for work with vibrating tools. The rail industry is in agreement that better risk assessment and more robust control of exposure to hand arm vibration among rail staff is imperative. The fact is: HAVS is completely preventable if HAV monitoring and reporting systems are used. Market leader Assessing and controlling HAVS risk can optimise productivity and reduce costs. Reactec is the market-leading provider of HAV risk management systems, it launched the HAVMETER around eight

years ago to more accurately record workers’ exposure to vibration from power tools and to provide employers with in-depth information about vibration exposure. The result is a system that helps businesses meet strict HSE guidelines and minimise the risk of employees contracting vibration-related injuries. An effective solution to managing risk related to HAV is continuous digital monitoring, which enables at-risk employees to be quickly identified. A process that supports what is sometimes a costly and ineffective blanket assessment of all employees. To achieve this, Reactec has now launched the Reactec Analytics Platform to be used alongside the HAVMETER to automatically report and analyse HAV exposure. The Reactec Analytics

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Business profile

Case study: Carillion


arillion is an integrated support services company with a substantial portfolio of public and private partnership projects and extensive construction capabilities. Site agent, Jonathan Long, is currently overseeing the platform refurbishment project at Glasgow Central and has seen Reactec’s on-site HAVmeter system result in a significant increase in worker protection and productivity. In labour costs alone it has brought savings of more than £3,000 in 18 months. Long said: ‘Jobs on site include a lot of breakout work and drilling, particularly at the start of the project. This requires the use of a range of power tools, all of which generate vibration at varying levels, so team members are frequently exposed. ‘For previous projects Carillion had been using a paper-based system for HAV monitoring, in line with the guidelines set out by the HSE. However, it found that employees monitoring themselves was not the most accurate way to record vibration exposure because most of the records were based on rough estimations. An employee might have had a power tool out for an hour, but only used it for a few short bursts of activity within that hour. Conversely, the employee may have been on a breaker for three hours nonstop, so the time recorded could be highly inaccurate. ‘It was also very time-consuming to compile and analyse data reports, and difficult to know which tools were putting workers most at risk. The problems were addressed with the arrival of the HAVmeter system,’ said Long. Carillion implemented the HAVmeter – the industry standard for monitoring and managing HAV exposure and operator tool management – in 2011 when work at Glasgow Central station began. The HAVmeter completely automates the entire monitoring, data collection and reporting process – from operator exposure levels to detailed records of tool usage – so managers can proactively manage HAVS risk, plan efficient tool allocation and improve worker efficiency. ‘As with any project of this nature, there are several serious health and safety risks to mitigate against, including live adjacent railway and overhead line equipment, plant movements and engineering trains. Recognising HAVS is an important occupational health risk in its own right, Long is reassured that – following the use of the HAVmeter system – this risk is under control. ‘Improving business practices and the health and safety of its employees is always a priority for Carillion. The HAVmeter system has allowed the company’s employees to effectively control their own exposure to vibration, saving time and money which was spent on the old cumbersome paper-based system, and improving worker efficiency.’

Platform not only protects employers and employees against HAVS but also helps businesses identify cost savings through tool and operator deployment. The system saves time, money and resources while providing better, timelier protection for those in the greatest need. In all cases, it is better to predict and prevent than merely detect the onset of HAVS. The Reactec Analytics Platform provides company-wide access to intelligent and practical reports so more managers, team leaders and operators can work collectively to better understand and manage their HAVS risk in a way not previously possible. It removes the need for paperwork by automating the whole

of more efficient HAV monitoring. The cost of HAVS is physical, operational and financial. From loss of productivity, inefficient use of tools and expensive workplace injury claims, the financial consequences of poor HAV management are potentially devastating. Based on the HSE’s costs to the UK from its workplace injuries and workrelated ill health report, Reactec has estimated that HAVS could be costing Britain around £5 billion. Broken down further, the cost to individuals with HAVS is around £2.43 billion which includes loss of income, compensation payments, health and rehabilitation costs and administrative costs. The cost of HAVS to employers is around

process, from real-time calculation of worker exposure in the field to providing employers with reliable and valuable information online. With just a few clicks, employers can view individual and company-wide exposure trends and see which workers have exceeded HSE daily thresholds and tool exposure levels. Information on tool rotation activity, tool performance and even over-utilisation can also be viewed to help manage worker efficiency and welfare.

£1.32 billion, which comprises sick pay payments, insurance premiums, production disturbance costs and administrative and legal costs. There are clear, simple and costeffective ways of monitoring exposure to HAV levels. Put simply, HAVS is a preventable disease that need not incur huge costs for businesses at a time when many industries are doing everything they can to remain competitive.

The cost of HAVS If businesses need further convincing of the importance of preventing HAVS, they need only look at the bottom line benefits

Jacqui McLaughlin is chief executive officer at Reactec

Tel 0131 221 0930 Email Website

November 2014 Page 123

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Business profile

Green-friendly maintenance Innu-Science’s cleaning products keep rolling stock looking and smelling as good as new, with products that are environmentally responsible


nnu-Science produces cleaning products based on biotechnology that was introduced to the UK market in 2009. The company produces a range of highly effective, eco-friendly and non-toxic products. Its products are widely used in transport and are used at St Pancras station and more than 300 Network Rail sites nationally. With more than 22 years of scientific research experience and its customercentric focus, Innu-Science is able to meet the cleaning needs of a wealth of different environments. Innu-Science understands the budgets and targets that its clients are required to meet and explains its competitivelypriced products. By working alongside its clients and distributors, Innu-Science is able to cater to their specific needs and requirements, providing products and tailored services that are planet conscious, while offering effective performance. It is this type of approach that has enabled the company to double its client base in the UK every year since its inception. The future is green Innu Science considers the environment in everything that it does, particularly in the way that it disposes of water, as set

out in the Government Buying Standards specifications. The standards insist on non-harmful products and practices being used to maintain rolling stock, which motivates Toc’s and their suppliers to find greener alternatives. Innu-Science manufactures technologies that perform as well as their aggressive chemical counterparts. Using microbial, enzyme and alternative actives, it is now possible to maintain: • engines, using microbes to remove the dirt. The microbes are not classified as hazardous in any way and are certified as environmentally responsible • ablution waste tanks, using microbes to biodegrade the human waste into grey water, dramatically reducing odours and making disposal easier and safer • exterior train wash, using microbes and enzymes that carry on cleaning the waste water, allowing for more water recycling and reducing odours in the tanks • interior train cleaning, using microbes and enzymes to remove stubborn dirt in porous flooring, not lifted by chemical cleaning agents because, being a nano technology, microbes penetrate porous surfaces much easier.

Microbes are nature’s cleaners, producing enzymes to break down waste. The right strains of microbes are able to break down mineral oils, enabling them to clean engines, with other strains that can break down human waste in ablution tanks. These microbes are far smaller than chemical molecules and are able to get into small pores, where chemical agents cannot, to remove the dirt. Microbes remain on surfaces,

Cleaning heavily soiled areas How do Microbes and enzymes clean, particularly heavily soiled areas, such as engines?

Top of the class Entering the market four years ago with a specific focus on the contract cleaning market, Innu-Science is now Bunzl

which loosens the dirt and carries on the cleaning after the operators have left, making a noticeable difference over time.

November 2014 Page 125



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Business profile

exponentially on a global basis by finding the right partners in each of the many markets in which we operate. Now, we would like to find the right partners in the UK rail industry to service the Toc’s effectively.’ Innu-Science was recently awarded a six-year contract with RTL, who manage the underground and bus network in Montreal Canada, which includes the maintenance of all rolling stock, buses, depots, rail stations and interchanges.

Cleaning & Hygiene Supplies’ preferred supplier of environmentally-responsible cleaning products. This has resulted in Innu-Science being used extensively at Network Rail’s head office and many more of its sites. It also is used at Heathrow, Gatwick and Glasgow airports. ‘Our biological products for the maintenance of rolling stock and ablution tanks, are making waves on the continent, with ten per cent of rolling stock in

Sweden using our products already. Also, Innu-Science has won an award from SNCF in France for most innovative new supplier in 2012. ‘We have developed a strong national support team in the UK cleaning and hygiene market over the past four years and we now turn our attention to the rail sector,’ said Nick Winstone, Innu-Science UK managing director. ‘We have grown our business

Tackling evil-smelling toilets Microbial technology is the answer to reducing foul toilet odours and InnuScience has developed a range of odour reduction solutions that are specifically designed for the rail industry. The microbes biodegrade human waste 17-times quicker than taking no action, dramatically reducing odours that often emanate from waste tanks. A combination of treating the waste tanks, and cleaning the washrooms onboard with urine-eating microbes, can have a dramatic effect on-train presentation. Tel: 0190 854 5749 Email: Visit

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Page 128 November 2014

Business profile

Looking good for less Enhancing the aesthetics of stations to tight budgets is no mean feat. Fortunately, Marshalls has a range of products that add value without subtracting safety


ounded in the 1890’s, Marshalls is the UK’s leading supplier of hard landscaping, street furniture and anti-terrorist PAS68 products. The company also offers the largest rail product portfolio of any landscaping firm in the UK, providing specialist products that have been designed in collaboration with partners from the rail industry, such as Network Rail, to help improve the passenger experience. When it comes to creating first-class landscapes, Marshalls understands the fundamentals of achieving high quality, inspirational and sustainable rail spaces. Its products have been specifically designed to improve the safety and aesthetics of the station platform. The range includes paving, tactile paving, platform coping, water management solutions and coordinated street furniture. Coping with demand As the UK’s population continues to grow, Marshalls understands that rail will play a key part in building the supporting infrastructure that will be required for a sustainable future. As the rail network expands, it is essential to create high quality and inspirational spaces, from the station interface to the platform edge, promoting well-being and enhancing the passenger experience. Marshalls’ project support network is suited to the design and construction of rail infrastructure whether mainline, underground or tram. The company can add value from the initial design and technical design stages right through to on-site construction and ongoing maintenance regimes. Furthermore, its team has the experience that comes from being involved in a number of large, highprofile refurbishments in recent years, including London Kings Cross, Liverpool Lime Street and London Bridge railway stations. Marshalls is committed to creating better spaces; in February it sponsored the Environmental and Sustainability award at the UK rail industry awards, confirming its commitment to sustainability. Continued product development enhances the passenger experience by adding value to station build and modernisation. Marshalls is an approved

than the traditional two-part system, resulting in better productivity on site and potentially negating the need for steel preparation works under the platform – thereby reducing costs. Also, compared with the traditional system, the unit has tighter tolerances that allow for a consistent installation. The unit is DDA compliant and comes with a textured surface finish that offers good slip and skid performance. Customers can select from a range of colours for both the coping and tactile sections.

supplier to the UK rail industry, is registered on Link-up and, since the launch of its ‘Railscapes’ offering in 2009, has developed a number of innovative rail products. The PC40 Utilising dual-pour concrete technology, Marshalls combined platform coping and tactile unit, the PC40, provides a high performance, highly durable and aesthetically-pleasing product. Each unit can be installed more quickly and easily

St George flooring Also introduced in 2014, St George Internal Concrete Flooring offers a durable surface finish for ease of cleaning and preservation. Developed using a distinctive mix of aggregates, this product is offered in a smooth ground finish and is precision engineered to offer tighter tolerances to aid installation. No secondary processing is required on site, which improves health and safety on site and reduces costs, and its durable surface finish makes cleaning and maintenance easier. The product is sourced and manufactured in the UK, which means improved availability, better lead times and less chance of transit damage. Tel: 0845 300 3206 Email: Visit: November 2014 Page 129

Building on Experience Celebrating its 50th year Walker Construction (UK) Ltd provide Civil & Construction solutions to the Rail Industry

Tel: 01303 851111

Business profile

Moving it up a level AMG believes in the power of people to develop, maintain and repair the UK transport infrastructure and built environments. Through support and training it is helping to build the next generation of professionals with the skills to develop their careers


ith its BBS (behavioural-based safety) training and mentorship programmes Auctus Management Group can progress the industries that it is part of. It does this by offering training and development and by providing experience, which instils the right work ethic and attitude throughout its entire workforce. As experienced industry professionals, AMG can back up these ideals with the right knowledge and results. All of these beliefs are established throughout everything it does, every company it owns and every service that it provides.

manufacturers of TWS, RSS has become the UK’s largest independent provider of ATWS and LOWS services. Also, the increased need for ALO (adjacent line open) working, combined with the realisation that the use of ATWS and LOWS can increase safety while planning safe systems of work, means that its clients can be sure they will receive the highest level of the appropriate

protection method. Its rail teams have extensive experience in using industry-leading technologies that can deliver complex rail projects and the team’s rail industry expertise has led to the company being a chosen supplier to the UK’s entire tier one and two rail companies. AMG has worked on projects for clients that include Carillion, AmeyColas, Amey Sersa, Colas

Rail Safety Solutions RSS (Rail Safety Solutions) is one of the UK’s leading providers of specialist railway services. It uses its railway infrastructure knowledge to provide a service that is centred on its customers’ individual needs. Its core services include: • contingent labour • LOWS (lookout operated warning systems) • ATWS (automatic track warning systems) • magnetic safety barrier fencing • road rail access points • IBJ (insulated block joint) • troughing • ZKL 3000 • trackside/tunnel lighting • safe system of work planning and task briefing. The company has more than 100 years’ experience of delivering TWS (track warning systems), safety critical and contingent labour. With magnetic safety barrier fencing, the latest edition to AMG’s product range, RSS continues to demonstrate its commitment to workforce safety. RSS’s name is synonymous with TWS, in particular LOWS and ATWS. Through its partnerships with Zöllner and Schweizer Electronic, the two largest November 2014 Page 131


300 GREY 11- Amaro Signalling Installation staff are all IRSE Signalling Installation Licensed from Installation Manager to Team Leader and Installer and are independent of our Testing resource. Installers are experienced in all traction areas including 3rd rail, 25Kv and LUL.

Signalling Design - Our experienced signal design team partners deliver projects on time, safely and within budget with flexibility and innovative thinking. Design services are offered on a stand-alone basis, or with Installation, Testing and Commissioning. Planning and Project Management - Amaro can provide full Planning and Project Management services, led by experienced individuals, to ensure the smooth and efficient running of your railway signalling programme. Testing & Commissioning - Amaro Signalling provides a Testing and Commissioning service to its clients for both Network Rail and London Underground using highly experienced and fully IRSE licenced Staff. With the National shortage of these critical resources we also support and develop individuals through the licence categories by mentoring and providing suitable work to enable them to gain the required skills. Location and REB construction in our fully equipped workshops – Completed units come supplied with all required off site testing certification (TC2) and Quality Assurance and will be transported to site either as part of a supply and install package or for your own installation teams - ALL work is carried out by IRSE licensed installers and testers. Health, Safety, Environment and Quality – Amaro Signalling Ltd is certified to ISO 9001, ISO 14001 and OHSAS 18001. Our policies and procedures are interwoven with our projects ensuring due regard to the safety of our staff , the environment and Quality Assurance.

ISO 9001 Page 132 November 2014

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Business profile

Rail, Transport for London, Babcock and Balfour Beatty. With help from its customers, the company can access the benefits and cost savings – as well as improved safety – that are needed to successfully deliver rail projects on a regional and national basis. As part of its commitment to safe working, AMG offers every member of its workforce BBS training, a course that offers each student the chance to learn how to ensure that their personal safety, and that of others, is not compromised when operating on the rail infrastructure. Auctus Workforce Solutions Matching your workforce needs with the best talent in the marketplace will always be the cornerstone of AWS’s (Auctus Workforce Solutions) business. It invests a significant amount of time and resource into making sure that it fully understands its client’s operational requirements and the skill set/expertise needed to deliver a successful project. Whether a single resource, a team or a steady pipeline of professionally trained individuals are needed, AWS can meet the most diverse workforce needs with people committed to achieving success. By utilising its experience of providing safety-critical services via its sister company, RSS, AWS has the opportunity to deliver construction labour services to its clients who have a need and expectation that all contracted workers comply with the most stringent requirements for their projects. AWS is Link-up accredited, which allows it to work with clients across both rail and non-rail projects, and the company provides dedicated account

managers that give each customer a one-to-one committed service. AWS is confident that, as a stand alone division of the Auctus Group, it has the expertise and capabilities to manage recruitment solutions for your company. AWS works collaboratively with its customers, rather than for them. By following this approach with its clients, it has demonstrated its ability to act in a consultative capacity that ensures it is able to support your company’s values and targets when considering each and every candidate. Also, it provides AWS with the opportunity to present its customers with an honest assessment of the recruitment market in relation to the requirements, providing bespoke and innovative solutions. Auctus Training Solutions ATS (Auctus Training Solutions) provides safety critical and non-safety critical training and assessment, from its training suite in Birmingham or on site with its clients. It has gained industry recognition for creating a training package that exceeds the professional standards required to work on the railway. The company delivers training programmes that enable its learners to demonstrate staff competency, qualification and safety. To ensure that it achieves these standards, all of its trainers and assessors have a wealth of experience in the rail industry and have been approved and accredited by NSARE (The National Skills Academy for Railway Engineering). It has also received accreditation for the delivery of its training and apprenticeship programmes from City &

Guilds, ensuring that all ATS’s training courses are designed to suit the needs of both the learner and the industry. ATS’s training team uses innovative and modern learning methods, it also has knowledgeable staff that have a wide variety of industry experience – a diversity that generates new perspectives and drives continuous improvement. The ATS’s suite of bespoke training courses include, but are not limited to, the following: • • • • • • • •

PTS (personal track safety) lookout COSS (controller of site safety) auxiliary duties – such as HSM (hand signal man), LXA (level crossing attendant SSoW (safe system of work) planner protection controller BBS small tools.

ATS is accredited to meet and provide the assessment requirements for all of its training.

Auctus Apprenticeship Training Agency ATA (Auctus Apprenticeship Training Agency) was established in order to address a shortage of people with the necessary skills to work within the rail and built environment sectors. The company provides apprentices to host clients that operate within these areas; its bespoke training modules ensure each apprenticeship is tailored to fit the needs of each client. The company has worked closely with industry partners, professional bodies and other organisations that operate within these sectors to ensure that the facilities and curriculum at Auctus ATA meet the industry’s needs, now and in the future. Hiring apprentices has helped many businesses to develop a talented workforce by developing motivated, skilled and qualified employees. The following points outline the factors that allow company growth: • reducing training and recruitment costs • increasing productivity and your bottom line • providing financial return on investment. Moreover, by employing Auctus ATA, clients can stay safe in the knowledge that all training, HR and payroll obligations are covered by ATA, thereby reducing the obligations on the client. Tel: 0121 366 8800 Email: Visit November 2014 Page 133

Business profile

Speaking your language AST Language Services has recently won an important translation contract from a new rail industry client. The translation company explains how it is well set up to help companies bid and tender for international contracts


stablished nearly 20 years ago, Nottingham-based AST is a complete-service translation and localisation company that supports companies in the rail, advanced engineering, aerospace and IT sectors with translations of their technical and marketing content in any language. AST managing director, Andrew Schlich, met representatives of its new client at Infrarail 2014. AST Language attracted a lot of interest at the show because, of all the exhibiting companies, it was one of only a few service suppliers – and the only translation company.

independent proofreaders to meet the needs of the relevant industry. An important stage in the sales pipeline for many prime rail contractors and supply chain companies is tendering for new business. RfI’s (requests for information) and RfP’s (requests for proposal) are becoming increasingly complex from a technical point of view and require an evermore bespoke and tailored approach that means effective bid responses take up increasing amounts of organisational time. For this reason it is strange – in view of this huge commitment of resources towards

Overseas promotion In support of the overseas promotion of its product range, the client requested the translation of five product brochures. An in-depth understanding of rail infrastructure terminology from the translator, twinned with tight project management skills, ensured that all five leaflets were delivered on time. When managing the translation of complex technical documents, AST puts together a specialist team of native translators and

preparing original English language bids and proposals – that many companies still take the risk of rejection by failing to allow sufficient time and budget for translating documentation that is required for international projects, in non-English speaking countries. AST is acutely aware of the time and resource constraints that companies are under and seeks to build longer-term relationships with clients. By getting to know the client well it becomes familiar

with key technical concepts and terms as well as developing a basic understanding of the client’s business strategy. This approach ensures that teams of translators, subject-specialist linguists and proofreaders are well prepared and can translate the required bids and proposals quickly and efficiently in any language. Always understood In conclusion, for companies that are serious about translating their tenders, bids or proposals accurately and effectively, AST offers an efficient, reliable and economical bid and tender translation service. With AST’s many years of experience, it can help organisations succeed in bidding and tendering for international contracts. By using only native speakers as translators, the company’s quality assurance procedures and certifications ensure that its customers’ tender documents are clearly understood by foreign readers. All AST’s business processes are certified to ISO:9001, the international quality standard, and are fully compliant with BS EN 15038, the translation services standard. AST’s managing director believes that the service that AST and its team offers can add significant value to companies that operate within the international rail industry. Tel: 0115 970 5633 Email: Visit

November 2014 Page 135

Customer Driven Rail Solutions


RS Railways B.V., headquartered in Rotterdam is one of the leading private railway companies in Europe. Founded as an intermodal Operator back in 1994 for maritime volumes, ERS Railways diversified in the meanwhile into a maritime and continental operator/traction provider and delivers customer driven railway solutions throughout Europe.

Sustainability is key to our business Now and in future ERS Railways runs its long distance trains only based on electric long haul locomotives.In 2010, ERS Railways joined EcoTransIT in order to have access to a trusted source of information about emissions produced respectively saved.ERS Railways is authorized to issue certified reports on the amount of CO2 and other emissions saved. Reducing noise emissions by 50%? We are aiming to achieve it. On the noise reduction side ERS Railways together with our partners started a project introducing low noise brake systems. After the conversion to so called LL – brake blocks the wagons produce 10 decibels less (a halving of the perceived sound by local residents) on 30% of our trains running through the Rhine Valley. We plan to continue such kind of projects and are pro – actively searching for such kind of improvements, says Frank Schuhholz, Managing Director of ERS Railways. A wide range of rail solutions ERS Railways provides daily connections to and from several terminals in The Netherlands, Germany, Poland, The Czech Republic, Switzerland, Austria and Italy. ERS Railways also provides domestic rail services. Please visit our website and find out what we can do for you, by making use of our route planner. Contact details of our Sales departments Germany: +49 The Netherlands: +31 Poland: +48 Czech Republic: +42

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Business profile

High-level training Falls from height account for the most workplace deaths, with most occurring when inappropriate equipment or methods are used. IPAF offers training that gives operators the skills to work at height safely


EWP’s (mobile elevating work platforms) are one of the safest ways to perform temporary work at height and, if used correctly, offer an efficient option. Typical users of the platform include electricians, plumbers, painters, cleaners and maintenance workers and rail workers – people who do not operate platforms as their main occupation and who might not have received structured training to use access equipment. Most health and safety regulations require employers to provide their staff with adequate training in using access equipment for working at height. Employers should therefore have a policy in place for access equipment use and training. There are different levels of training depending on the level of competence required, whether it is to simply operate a MEWP (operator), to demonstrate how to operate a specific MEWP (demonstrator) or to train others on how to operate MEWP’s (instructor). There are also different training courses depending on the category of MEWP. A PAV (push around vertical), which has no mechanical drive and which can be physically pushed around, requires a half-day course. Scissor lifts (3a) and self-propelled booms (3b) usually take one day of training, while more complex machines, such as a 100-metre truckmount (1b), can require up to two or three days of training. TÜV certified MEWP training can be obtained at construction schools, from equipment manufacturers and rental companies or at specialised training institutes. It is also available through the not-for-profit IPAF (International Powered Access Federation). The IPAF driver training programme for MEWP operators is certified by TÜV (the German safety standard that shows that products will protect people and the environment against hazards) as conforming to ISO 18878. Training is delivered through a worldwide network of IPAF-approved training centres that are member

manufacturers, rental companies, training institutes, instructors and users in the MEWP industry. More than 100,000 MEWP operators are trained each year through a worldwide network of more than 600 IPAF-approved training centres.

Those who successfully complete training receive a safety guide, a log book, a certificate and a PAL (Powered Access Licence) Card. The log book should be filled out and signed after each job to document each operator’s experience. November 2014 Page 137

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The PAL Card is valid for five years, after which it must be renewed, to ensure that operator knowledge and skills are kept up to date. The card features the holder’s photo and shows the categories of machines that they are trained to use; there are now more than 500,000 valid PAL Cards worldwide. The card, which can be issued in standard or Smart PAL Card versions, can be verified online at The training covers the areas of: MEWP categories, structural parts and MEWP selection, regulations and standards, pre-use inspections, safe operating methods and hazards, parking, accidents, near misses and dangerous occurrences. Each training course usually lasts one to two days and covers both theory and practice, including a written and practical test. The importance of training Training makes users think more conscientiously about machine use and safety, highlighting do’s and don’ts and safety procedures that should be followed when using various types of MEWP’s – such as users being instructed not to tie up sliding mid-rails. On boom-type platforms (selfpropelled booms, trailer push-arounds and vehicle-mounted platforms), it is strongly recommended that operators wear full body harnesses with an adjustable lanyard, which is used to provide work restraint. This prevents the operator from being catapulted out of the basket in the event of an incident. On vertical lifts (scissor lifts and vertical personnel platforms) it is not normally necessary to wear harnesses. The most important thing to remember is that the need for a fall protection system will be the outcome of a job-specific risk assessment, which will

be undertaken prior to work commencing and by taking the manufacturer’s operators’ manual into consideration. Lanyard damage and abrasion can seriously compromise performance; ideally operators should have their own harnesses for which they take responsibility, taking care of the connectors used – karabiners must be oriented longitudinally, not laterally. A harness or lanyard should never be attached to something outside of the basket of the boom. One of the most common causes of accidents is the ground giving way beneath an outrigger. The stability of all MEWP’s depends on the ground conditions on which they stand. Soft or hollow ground may give way when subjected to the loads of MEWP wheels or outriggers, resulting in the machine being out of level and unstable. It is therefore vital to assess the ground conditions before driving, setting up, using or parking a MEWP on any surface and spreader pads should be used beneath all outriggers. During use, it is important that operators refer to the level indicators on platforms and take notice of all warnings. If the level indicator shows that the operating limits are exceeded then the operator should lower and then reset the machine in a level position and regular checks should be made on outriggers and spreaders. Extra care should also be taken when planning and using MEWP’s in confined overhead areas - work of this type has increased in recent years and has led to a number of accidents. In these incidents, it was reported that operators were pushed onto the platform controls, which led to their sustained involuntary operation and the operator becoming trapped or crushed.

Be on the lookout Operators are urged to always be aware of their surroundings and to continually observe before and during the raising or lowering of the platform, always checking for people or obstructions above and below. Site managers also need to be aware of specific precautions and procedures when planning and supervising work in confined overhead areas. Emergency and rescue procedures should be included as part of the risk assessment for each job. Rescue plans should be compiled in order to comply with current legislation and they should be brought to the notice of those exposed to the risk of working at height and those supervising and managing the same work at height. The emergency and rescue plan should identify trained, site-based personnel who are available to lower the platform using the control panel or emergency descent system situated at ground level. The system should be clearly signposted on the MEWP – by using a decal, for example. Further advice on the safe use of MEWP’s can be obtained from the IPAF website, which has a selection of resources on safe work at height. The Publications & Films section features technical guidance and videos that cover topics that include the use of harnesses, exhibiting powered access equipment, familiarisation, ground conditions, rescue plan, and inspections and thorough examinations.

Tel: 01539 566700 Email: Visit November 2014 Page 139

a satisfied customer never forgets...


PB Design has built its reputation over more than 30 years of designing and manufacturing AC and DC standby systems for many major projects in the UK and overseas. Typical applications include:

Substations Rail applications Mass Transit Systems Power Stations Data Centres Shopping Centres Theatres & Cinemas We manufacture a full range of PADS approved Battery Chargers, and also offer full application design facilities through to project management, manufacture, test, installation and site commissioning. Our service operation will repair, maintain and test equipment as well as providing product training, upgrades and battery/system replacement programmes.

pure uninterrupted power Page 140 November 2014

email or call 01275 874411

Business profile

In good company When Funkwerk IT became TGR in 2013 it gained an owner who shares its vision of a completely integrated rail management solution. Ian Brown looks back at a period of transition and ahead to a brighter future for the transportation software company


t was a pretty tough time’, said Brown, recalling the period prior to his company’s acquisition by Trapeze Group in June 2013. ‘It was a project-based company; if it won projects then it would make money. It was that simple. ‘The company had been through a period where the recession meant that the projects that it relied on just disappeared. It had two or three years of really lean bidding and when it did find them it was not straightforward: ‘the company spent a year working on one project, it was selected as the preferred supplier, only for the client to then back out.’ The Trapeze acquisition The acquisition of Trapeze could not have come at a better time but, first, some context is needed. TGR (Trapeze Group Rail) is based in York but operates globally. Its clients

– rail infrastructure providers and Toc’s and consultancies with a need for TGR’s simulation products – are based all over the world, from North America, through Europe and into Asia and Australasia. The company has a particularly strong presence in Scandinavia, with Trafikverket, Green Cargo, SJ, NSB and JBV among its clients. ‘The company has an established customer base that has been in place for many years,’ said Brown. ‘The rail industry can be rather conservative; there is a reluctance to change, which can be both good and bad, but if you have good products and treat customers well then you have a good chance of retaining them.’ An ever-evolving company Due to the changes in ownership over the years, it may surprise some to learn that Trapeze Group Rail has been around for

as long as it has. Starting under the name Comreco Rail in the 90’s, it then changed to Vossloh IT, before it became Funkwerk IT – the most recent owners before Trapeze. There is real positivity with the acquisition, the company has found a good owner in Trapeze; it is an organisation that understands transport software and has the willingness – and resources – to invest in expanding what is already a broad product portfolio. What this means in real terms is a range of technical resources and a wider product portfolio. ‘The company always had a gap in its portfolio where staff rostering should be. It had looked at developing a solution itself but there was a lot of competition, so it was always chosen to partner with someone. ‘Now it has access to a transport rostering package and has already taken the steps of fully integrating it into its product suite,’ said Brown. The joy and pain of delivering software Aside from security and increased resource, the biggest advantage that Trapeze brings is an understanding of software. Or as Brown put it: ‘Trapeze understands the joy and pain of delivering software.’ It is an interesting situation for an organisation that has always prided itself on being a specialised rail provider. ‘Other suppliers work in other areas or specialise in particular solutions, but Trapeze has always focused on planning and operational delivery.’ Understanding how trains are run ‘There is huge domain knowledge here; it has spent 20 years delivering robust systems that meet customers’ business needs and, in that time, has built up a real in-depth understanding of how trains are run on a global basis.’ Is there a conflict between an organisation that has steadfastly chosen to specialise in rail being owned by a global transport provider? (Trapeze customers operate bus, demandresponsive transport and taxis, among other forms of transport.) Brown is well aware of the differences November 2014 Page 141

Business profile

and he is keen to look for opportunities: ‘Planning a train timetable has unique differences to planning a bus timetable. Trapeze may not have understood this fully at first but it does now.’ Complexity ‘There’s a huge amount of complexity in this sector but there are potential complementary elements. After all, many train operators are also bus operators – so there are clear benefits to having those systems linked.’ As mentioned, staff rostering is the first area that Trapeze Group Rail has looked at to leverage the benefits of its new ownership. ‘Many elements of Trapeze’s existing rostering package are well aligned with the needs of rail, such as route knowledge, traction knowledge, and first aid training,’ said Brown. ‘This integration with our existing system will bring our customers benefits in terms of data management and overall business control. Just think of the time and cost savings when using common data in an organisation and the chances for error that will be removed.’ Fully integrated rail solution Brown thinks this is just the first step towards the creation of a fully integrated rail solution. Plans are forming for the

inclusion of other areas that include integrated maintenance management and planning, as well as optimisation modules for timetables, train operators and crew management. ‘Trapeze will fund projects that it believes will succeed. It is in the process of developing an advanced planning module, which will manage the timetable from a strategic view right up to the point when wheels start turning on a train. The company can then predict future arrival times and interact with other users of the rail network in real-time - it is a complete time span of planning in a single dynamic system. This will enable decisions to be made later, reducing the divide between planning and operations.’ Other plans involve the use of resources within Trapeze North America, Europe and Asia Pacific to explore more opportunities globally. ‘Lots of bus operators are trying to move into rail, so Trapeze provides big advantages; it has the relationships and TGR has the domain expertise and track record for delivery,’ added Brown. Always focused If that all sounds ambitious, customers should be assured that the team’s focus remains on day-to-day delivery: ‘TGR is extremely busy and focused on delivering to existing and new customers. There’s

been a big uplift in the number of projects and orders coming through the door and the company is at full capacity responding to them all. ‘Project delivery is a core strength of the company’s team and it’s something that it can’t afford to lose,’ said Brown. ‘It always commits to realistic timescales and sticks to them.’ This delivery focus is assisted by the organisation’s structure and its centralised base in York: ‘Everyone is based here, so the system design, development and testing is all done inhouse. TGR owns all of its intellectual property, which gives it flexibility with what it can deliver. In addition, it undertakes comprehensive training and deployment of its systems that is backed up with tailored maintenance and support agreements that can be offered on a 24/7 basis,’ said Brown. ‘Trapeze Group Rail is a one-stop shop for IT systems in the rail industry and it can all be managed through one contract, and with one support phone number. Customers made it clear that they want a single source supplier – and Trapeze is responding.’ Ian Brown is managing director at TGR

Tel: +45 87 44 1600

November 2014 Page 143

Signalling the way forward


OSL Rail is a world-class railway engineering • Signalling design, Signalling Data Preparation Southampton S&C Renewals company specialising in the delivery of signalling

• SWTH, SMTH and Principles Testing

and multi-discipline remodelling projects.

We price ourselves on our highly experienced, • Overhead Line Equipment Design and Engineering Project Description competent and professional people; and our track record working clients programme to • Electrification and Power Design Engineering Southampton asof part of thecollaboratively Amey Colas with S&C our renewals is strategic in terms of the affectand on the operation of increased delivery certainty and value for money. the network. This required the project to be planned and prepared in advance ofDesign the actual renewal works. This • Civil/Structural andtrack Engineering Whilst of built on traditional values, OSL Railthe impact. The OSL advanced preparation allowed the weekend closures lead to 5 stages work on weekend to reduce embraces the latest thinking and technology. • Mechanical/Electrical Design Engineering to be successful and the track returned to service on or before time. With testing man-aged by OSL and prep-testing Our company has an established range of agile, client focused processes, tools andleft systems Environmental Design under-taken in-advance, few snags were at thethat end of each•stage. demonstrably help to minimise inefficiencies and reduce project delivery timescales and costs. • Project Management and Planning

Work Undertaken

Work Details

OSL works included the complete; signalling


Southampton S&C Renewals

and E&P works associated with Southampton



S&C Renewals;

Customer: Amey Colas

Design, pre-fabrication of Locs and power

Brief Description:

supply cubicles, installation and testing &

The project is for replacement of 55 points

commissioning of; points, heating, power supply

ends, complete with points ma-chines, points

and signalling.

heating, signalling power supplies, signalling renewal’s and power supply for points.

Schedule: April 2013 - April 2014

Endorsements on this project from Amey Colas and Network Rail For further info, please contact:

OSL Rail

OSL in 2013 have undertaken and set up a research and development division which has developed a number of products, Tel: +44(0)1793 600 793 Unit 1.3, Alexander House software systems and project to enhance operation and benefit the sectors in which we serve. Fax: +44(0)8701 236 249 management tools that look 19 Fleming Way,our Swindon Email: Wiltshire Web: SN1 2NG

Page 144 November 2014


Business profile

Clearing the air Air extraction specialists, Blaschke, can create solutions that are as individual as the building it is installed in - meaning that noxious and hazardous fumes can be dealt with in any industrial environment


lthough most hazards in train maintenance depots loom large, diesel emissions create unseen toxic particles that can reduce the productivity of workers and equipment. Blaschke Umwelttechnik designs bespoke exhaust extraction installations for train maintenance depots that efficiently deal with fumes, smoke and dust particles. Maintaining and testing diesel powered rail vehicles while their engines are running produces black smoke and harmful fumes, which is especially problematic indoors. The fumes often cause a scratchy throat, are extremely hazardous and are also carcinogenic, creating a threat to the wellbeing of workers and their productivity as a result. In the UK, COSHH (control of substances hazardous to health) regulations and the Safety at Work Act demand detailed measures to avoid the presence of diesel fumes in the workplace.

Richard Carr, managing director of Mechan, UK-partner to Blaschke and supplier of lifting and handling equipment to rail depots, said: ‘Blaschke’s innovative exhaust extraction systems create cleaner and healthier depots by ensuring emissions are disposed of safely. ‘The flexible exhaust hoods can be tailored to any type of locomotive. They benefit from having smaller pipes than traditional extraction methods that guarantee airtight removal of fumes and increase the power generated. This enables smaller fans to be used, reducing energy consumption and noise levels.’ Area of expertise Blaschke specialises in the design and installation of exhaust extraction systems for maintenance depots of public and private railway companies. Its customised systems offer tailored solutions that meet the specific requirements for the maintenance of diesel-powered rail vehicles.

Its mechanical fume-extract systems for maintenance sheds are designed to provide sufficient air movement to parked trains. When diesel engines are operated on for maintenance purposes the extraction system keeps the carbon monoxide levels below the HSE guidelines for occupational exposure limits. Extraction is provided to cater for 1-10 car train units. All suction units have the option to be equipped with effective air filters, resulting in Blaschke Umwelttechnik products that not only ensure clean air, but also contribute to the protection of the environment. The company designs the appropriate extract solution for each demand, such as stationary hood units, multi-bridge systems or rotatable and movable swivel arms. The most efficient solution: swivel arm For the safe and effective exhaust extraction solution for single or multitrack maintenance and repair depots of November 2014 Page 145


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T: 01189 774901 E:

Business profile

mounted in the hall, at the side or on the roof – and a sophisticated pipe system in the corresponding nominal diameter. This directs the fumes from the extract point to the flue, meaning that the air in the hall is kept clean and fresh. The extract unit safely captures all diesel exhaust gases and other harmful air particles. The most economical version: fixed hoods The stationary exhaust extraction system has vertically-adjustable extract hoods that are simple to use, reliable and have high price-performance efficiency. This summer, the system was installed in the Hitachi IEP’s North Pole depot in London. Blaschke Umwelttechnik’s system

‘There is only one effective measure to avoid dangerous diesel fumes in railroad depots: direct extraction. It starts immediately and closes in on the exhaust, reliably capturing and extracting nearly 100 per cent of toxic fumes. Indirect measures are not effective – they even take away ‘good’ breathing air.’ Hans J. Blaschke, managing director diesel-powered rail vehicles, Blaschke’s swivel arm system with slotted-suction channels and height-adjustable flexible hoods ensures reliable suction service for various train and railcar types. Diesel fumes and other gases are fully taken care of and the hall air remains free of harmful particles. The compact unit can be used even in narrow indoor conditions and in halls with overhead line or built-in overhead crane systems. Particularly efficient, the extraction arms have a slewing range from 90° up to 320°, enabling the unit to be used

on two adjacent tracks. The system can be controlled both manually and automatically. In manual mode, the positioning of the hoods for the single hood – using a transmitter with a good overview of the operator – is carried out first for the horizontal position of the exhaust position. It then positions the vertical position of the upper to the lower end position directly and tight on the exhaust. In the automatic mode, positioning is achieved by pressing a button that automatically lowers one or more hoods into their extract position simultaneously. The most flexible solution: multi-bridge With the exhaust-extraction system, ‘Multi-Bridge’, Blaschke Umwelttechnik offers the ideal solution for all areas of the maintenance and repair work of railcars or diesel-powered rail vehicles. They can be used in depots whether using a fixed or swivelling overhead line, working platforms or cranes. The bridge-shaped chariot with its slotted-suction system can be used for a variety of diesel locomotives and railcars. The necessary suction volume is provided by high-performance, low-noise fans –

can be integrated quickly and easily and is suitable for all maintenance facilities and it can regularly service one rail car type, or a specific train configuration of vehicles. The fixed extract units are connected with flexible high-temperature hoses that allow the hood to be raised and lowered. The capture hood is placed directly on the exhaust of the train set or locomotive and captures all fumes using a secure and tight seal. Like the Multi-Bridge, the fixed hoods keep air clean and fresh by using highperformance, low-noise fans that can be mounted in the hall, at the side or on the roof. After the extraction process, and before turning on the live overhead line, the hoods are raised up to the safe upper-parking position. Simultaneous operation of extraction and the catenary is excluded. Depending on the railcar type or train set, any number of stationary extractor units can be installed along the track. The requirement for necessary extraction results is the precise stopping of the train at a predetermined position (+/- 20cm). Tel: +49 827 18 16 9 17 Email: Visit November 2014 Page 147




AFM 2000-RT

Distinct by innovation Our Joint Venture business SB Rail operates the most advanced fleet of on track machines in the UK and has a proven record of introducing the latest innovations and technology. Our latest fleet addition, the 09-4x4/4S DYNAMIC offers the highest output universal tamping and stabilising capability available in the UK.

Swietelsky Bauges.m.b.H. Klein NeusiedlerstraĂ&#x;e 27 2401 Fischamend, Austria. +43 (2230) 80270 Page 148 November 2014

Swietelsky Construction Company Ltd 7 Clairmont Gardens Glasgow, G3 7LW. +44 (0) 141 353 1915

Swietelsky Construction Company Ltd Holybrook House, 63 Castle Street, Reading, Berkshire, RG1 7SN, United Kingdom. +44 (0) 118 950 3380

Business profile

Spreading the light With its new-generation LED technology that offers better performance and lower running costs than halogen alternatives, Nightsearcher is making steady progress in portable lighting solutions


ow in its 25th year of manufacturing, the UK-based company is one of the leading suppliers to the rail industry for durable, portable lighting products with a focus on two key issues: light output and portability. By concentrating on these areas Nightsearcher has developed a broad range of LED floodlights that offer its customers a battery solution to generatorpowered floodlights. LED’s exceed the performance of conventional halogen bulbs and offer vastly reduced C02 emissions while offering a more reliable floodlight in terms of durability and safety. The newest single head version weighs 5.6kg yet illuminates an area greater than a twin 500w halogen. Nightsearcher achieved this by using SMT (surface mounted technology) with 35 high-power Cree LED’s, combined with a unique variable optic system, to deliver twice the light performance of previous models giving a glare and shadowfree, white light. Nightsearcher managing director,

Colin Howard, is also head of product research and has led the development of this new technology, ensuring it continues to provide the industry with safer, more efficient products. By keeping the design and manufacture based in the UK, new innovations can be brought to market far quicker than their competitors. Advanced battery technology Portability is crucial. If the product is too heavy it won’t get used and this poses a safety risk already recognised in the rail industry. Nightsearcher understands this and now offers the Solaris range in Li-ion as standard – with both the Lite (5.6kg) and the Duo (15.7kg) portable for one person. Both models can replace the need for generatorpowered lighting, bringing an end to noise pollution and carbon

emissions; they run cool, making them safe for any environment. Li-ion benefits include: • longer running time. Additional hours for both high and low functions • lightweight. Reducing the standard weight (SLA versions) by up to 45 per cent • no-charge maintenance. Unlike lead acid batteries, Li-ion require lowcharge maintenance and can be left in a fully discharged state without damaging the battery. New partnership Nightsearcher has now partnered up with Selectequip, who will be its exclusive distributor. Selectequip already supplies a wide range of rail solutions and has a dedicated team of professionals which understands the individual requirements of its customers. The company currently deals with some of the world’s leading brands, such as Kimberley Clarke Professional, Jackson Safety, Henkel Loctite, Facom Tools and Britool. It offers a range of more than 7,000 of the most up-to-date products direct to the customer at prices to fit all budgets. Tel: 01543 416641 Email: Visit November 2014 Page 149

The world is complex. Your decisions don’t have to be.

Transport safety? Automating critical decisions to eliminate human errors

Passenger satisfaction? Offering real time information and ensuring security

Seamless journeys? Unique fare systems for all transport modes

Revenue protection? Operational efficiency? Ensuring optimised network management with minimal investment

Innovative solutions to collect revenues

Transportation networks around the world are becoming more crowded, more congested and more complex to manage. The ability to run these networks smoothly and efficiently is crucial to economic growth and quality of life. We design, develop and deliver equipment, systems and services that enhance the safety and operational efficiency of ground transportation infrastructure and improve passenger experience worldwide: signalling, communication, supervision, revenue collection and toll road management systems. We combine them into what we call the Critical Decision Chain. It enables network managers and decision-makers to master complexity in critical scenarios and make timely decisions that deliver the best outcomes. To find out more about our Transportation solutions, scan the QR code or visit Page 150 November 2014

Network capacity? Improving flow with automated signalling for optimal train frequency

Business profile

Making the right connection Despite the importance of electrics in today’s rail infrastructure, the labelling of wires and cables is often the last element to be considered. Silver Fox® has a simple, cost-effective solution that saves time and money


straightforward solution that saves time and money is particularly important with labelling, as it is often undertaken towards the end of a project where delays in delivery and/or label printing can lead to large additional costs. While it is easier to stay put and accept what is in place, there is a choice and a way to make life easier.

hours’ testing. A video detailing this test can be found on the Silver Fox website, which shows the successful flexing and bending of these labels through 360°. In contrast to its competitors, Silver Fox tests the final printed label in every colour option. The quality of the print on the accelerated UV Test can also be viewed in the video on Silver Fox’s website.

Labels that are independently tested beyond industry norms Silver Fox’s solutions have been approved for use on both Network Rail and London Underground and the company has broad experience of working on small and large projects. Its solutions are tested above and beyond more commonly-used levels: BS EN ISO 4589-2:1999 (oxygen index) – all four of its label colours have been tested with oxygen index levels ranging from 45-48 per cent, compared with London Underground’s minimum required levels of 28 per cent.

UK brand, made in the UK Unlike many UK brands, Silver Fox’s products are made in the UK, which can offer significant advantages. With production taking place on these shores, it can offer better, more flexible and adaptive delivery options to its customers. While working on a project, the last thing that is needed is to have to wait for a container to be cleared through customs. Ex-stock delivery is another clear benefit, when it comes to colour options (four as standard) Silver Fox can produce others specific to each project, flexibility that is possible because its products are

All four label colours have been tested and passed successfully for: • BS 6853:1999 (smoke emission) • BS 6853:1999 (toxic fumes). For wires used outdoors and exposed to the elements, the company carries out 8,000-hour tests of accelerated UV testing according to ISO 4982 Part 3 Method A Cycle 1 (nearly a year of accelerated UV ageing). The norm for cables is usually around 5001,000

manufactured in-house. Dealing with a UK manufacturer also gives other discrete benefits for the professional rail engineer.

In a word: flexibility - which can be offered on shipments, deliveries and, of course in the production of bespoke products. Projects like Doha’s new International Airport, Muscat Airport or Dubai’s 3rd terminal all required bespoke items to be designed and produced with the normal restrictions of major projects. Time-saving software using a plug’n’play printer Silver Fox’s UV-stable Fox-Flo®, low smoke, zero halogen tieon cable labels – as well as its LNST nonshrink tubing Legend™ LHZ2 heat

shrink solutions – can all be printed via the Fox-in-a-Box® cable labelling system. Ready to go straight from the box, the system includes software, printer, ribbon, cables and instruction manuals. The company has invested heavily in both time and resources so that its customers and partners don’t need to. Fully-tested thermal and laserprintable labels are available. Laser labels require only a desktop laser printer and can be printed at the rate of 60 labels in 20 seconds. Thermal labels available: Fox-Flo® tie-on cable labels, heat shrink and nonshrink (for concurrent projects), cable November 2014 Page 151

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Business profile

The key benefits of Silver Fox’s thermal labels are simple: same ribbon, same printer, same software. Silver Fox has written its own printer driver (included in its software), which means no time or label wastage when setting up or changing between label types and wire markers, two-part wire markers, wrap-around self-laminating labels and barcode asset labels. The key benefits of Silver Fox’s thermal labels are simple: same ribbon, same printer, same software. Silver Fox has written its own printer driver (included in its software), which means no time or label wastage when setting up or changing between label types. For

simplicity, the same software also drives all the laser labels that can be printed through any standard office laser printer. There are many benefits to Silver Fox’s solutions and all are designed to make things more simple, and frustration-free, for the engineers on the project, allowing them to focus on more critical areas. Silver Fox continually evolves its software based on customer/project feedback and all packages are equipped with automated web update functionality, which allows purchasers to always have

the latest version, with the most up-todate functionality – wherever they are in the world. Company background Silver Fox® is a UK-based labelling

solutions manufacturer with experience of working on major projects. This is backed up by its continued investment in research and development, ensuring that

the company’s solutions not only save time but are also durable and reliable. The company uses outside, independent testing to ensure that all of its materials and products are in line with, and exceeding, recognised standards. The key markets for Silver Fox are transportation (airports and rail), oil and gas, power, data and telecoms, with its expertise mainly focused on cable labelling solutions for

electrical, instrumentation and data. The company has been particularly active in 2014, with regards to rail, by exhibiting at Infrarail, Rail Live and, most recently, InnoTrans. All have been successful, with the company finding new business in some previously untapped markets. Apart from the durability of its labels, service and support is central to the whole ethos of the business. This is demonstrated by its proactive approach to working with and advising customers

on the most suitable and timeeffective solutions. Once again, Silver Fox has

recently passed the rigorous ISO 9001 audit and has been re-certified for the next three years, highlighting its commitment to supporting customer needs both in the UK and international markets In the past, Silver Fox has also received recognition at the highest level, when it won the Queen’s Awards for Enterprise – International Trade.

Wide distribution network Silver Fox has a group of 20 distributors and agents around the world and, due to increased opportunities as a result of the ever-evolving worldwide rail network, it is always on the lookout to recruit additional distributors. Every month, Silver Fox supplies its range of labelling solutions to countries all over the world, ensuring that its customers are always ‘turning time into profit’.

Tel: 01707 37 37 27 Email: Visit: November 2014 Page 153

The 08.45 from Bradgate

Ensures commuters catch the 17.15

For an exceptional service everyday We are experienced at engineering railway equipment containers and switchgear modules that meet demanding specifications. Choose Bradgate for a quality and service you can rely on. • Custom-designed railway modules and acoustic containers • Relocatable Equipment Buildings (REBs) • Control instrument and switchgear modules • Fully-compliant with BR1615D and National Rail specifications Built to specification, made to last. Page 154 November 2014

T: 01509 508678

Business profile

Not letting it slide TECCO® is the high-tensile slope stabilisation system from Geobrugg. The company has recently expanded its product portfolio and will soon be showing it off with a large-scale field test in front of a live audience


n the last two years, 23 large-scale field tests have been performed with flexible slope stabilisation systems in the framework of the KTI research project from the Swiss Federal Department of Economic Affairs, Education and Research. Under the guidance of the Bern University of Applied Sciences and working with industrial partner Geobrugg, the load-bearing characteristics of flexible slope stabilisation systems will be analysed and better understood while using the most realistic conditions possible. Particular focus will be on their optimal use in practice.

Following the introduction of the TECCO® SYSTEM3 at the beginning of the year, Geobrugg will present and test the stabilisation system in front of an audience, in a direct comparison with conventional products, in November. In order to examine the behavior of the different meshes under the most realistic conditions possible, special testing equipment will be used to simulate a real-life slope. A huge test frame filled with gravel will be covered with high-strength TECCO® mesh, as well as with another standard market mesh. The frame will then be lifted gradually up to an angle of 85° with a 50-tonne

crawler crane, making it possible to observe precisely how the wire meshes behave under the 230-tonne load and whether they meet the requirements on a sustainable slope stabilization system. Seeing is understanding Geobrugg’s public field tests have always brought in big crowds. Head of marketing, Jonas Eberhardt, explained their popularity: ‘Since Geobrugg’s systems are so effective in protecting against natural hazards, you usually barely notice them. Particularly because most events do not play out in front of the eyes of the public.

November 2014 Page 155

Solution Providers Rail projects include: Over Head Line Electrification Re-Signalling Civil Engineering Aspin Substructure Solutions include: OLEMI Piles Piling: Open, Bore and Driven Sheet Piling Steel Pins Platforms Track Bed Toolbox Geotechnical and Earthworks Site and Ground Investigation Superstructure: Design, build and construct: Signal gantry supply and erection Cantilever structures

Page 156 November 2014

Civil, Structural, Mechanical and Geotechnical Engineering Hemel Hempstead Huthwaite Preston Glasgow Derby Somerset

+44(0) 1442 236 507 +44(0) 1623 446 100 +44(0) 1995 605 461 +44(0) 1413 363 118 +44(0) 1332 349 954 +44(0) 1460 240 997

Business profile

on cliffs or loose rock. The TECCO® SYSTEM3 was used in Sochi, Russia, for the 2014 Winter Olympics, where massive construction projects made many slopes in the mountain landscape instable. When combined with Geobrugg’s protective erosion mats, it was possible to stabilise these slopes and then cover them with vegetation to provide extra stability.

‘When it comes to our products, seeing is understanding,’ he said. In addition to the scientific test, the event will also allow people to see the force that the 4mm high-tensile wire can absorb and also the stability that the steel wire meshes offer – giving onlookers a glimpse into how straightforward it is to create slope stability. Practical test as a success factor Following the previous tests, the team

was able to expand and fine-tune the development and possible uses of its slope stability system. TECCO® meshes with 2mm and 4mm wire thickness supplement the existing 3mm mesh and two differently-dimensioned spike plates, as well as a revised RUVOLUM® measurement system, are also now available. Designers will be able to find a suitable solution for many geological situations with this system, whether

About Geobrugg Swiss company Geobrugg is the leading supplier of high-tensile steel wire safety nets and meshes and continually develops its products through intensive collaboration with universities and research institutes. A global network with branches and partners in more than 50 countries ensures fast, thorough and cost-effective solutions. Geobrugg has production facilities on four continents and employs more than 300 people worldwide. The company combines short delivery times with local support for customers and is a partner, consultant, developer and project manager for its customers. Industry professionals welcome Experts and media representatives are invited to attend the field test event, which will take place on 5th November, contact Jonas Eberhardt for more information. Tel: +41 71 466 81 82 Email:

November 2014 Page 157




































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BRADFORD BRIDGE STOREY RAIL For more information contact: t 0844 693 2213 | m 07891 401520 e Page 158 November 2014

Business profile

Oh, rats! The rail network’s precious cabling is not just at risk from thieves, rats can also cause chaos. To prevent the rodents from chewing through the wires a purpose-built solution is required, something which PMA can help with


ver the years, stories have appeared in the media concerning the damage that rats create on railway lines. In 2010, millions of pounds had to be spent on the repair and replacement of around 20,000 miles of rail track, across the UK, solely due to rats gnawing and damaging cables. Of course, with cable damage comes serious implications to trains and their passengers; severe delays, breakdowns and, in some cases, even crashes. July 2014 saw a collision in southwestern France between a high-speed TGV and regional train, leaving 40 passengers badly injured – all due to a signal malfunction created by rat activity.

Why is cabling so important? Rail cabling carries vital data and is responsible for controlling the signalling infrastructure on the network. Without the cabling – or through damage to it – trains simply cannot complete their journeys safely; electrical short circuits, incorrect signals, miscommunications and/or fires could easily occur. Therefore, it’s vital to the safe, smooth-running of trains that this cabling is adequately protected against potential damage from a rat attack. Also, to adequately protect against this potentially devastating issue, one has to understand exactly why rats gnaw and damage cabling in the first place.

There appears to be several reasons for these actions: 1. rats have open-rooted incisors and molars, meaning that their teeth never stop growing. As a result, they have to incessantly gnaw hard materials to keep their teeth ground down 2. wild rats are natural foragers and will use anything they can find – including electrical cabling – as nesting material 3. wild rats are territorial creatures that use urine as a way to mark territory. If they smell the urine of another rat on their marked territory they gnaw the affected material away to remove the other rat’s scent.

November 2014 Page 159

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Page 160 November 2014

Tonbridge Station

Business profile

Since rodents gnawing and damaging the infrastructure is such an important issue for railways, there are a number of products available that aim to prevent this

The third point, regarding the rat’s territory, is the main reason why rats damage and gnaw, therefore it is this issue that needs urgent attention. But what can be done to prevent it? Since rodents gnawing and damaging the infrastructure is such an important issue for railways, there are a number of products available that aim to prevent this. One example is the ‘trunk’ cabling solution, which is made out of a corrugated steel sheath and a stainless-steel pipe. Another is the ‘brush’, which is specifically designed to lie neatly over the cabling and across any

vulnerable cavities to stop rats getting to the cables. However, if the ‘brush’ were to become damaged, rats may then be able to get to the cables and gnaw them. What next? So, the question then becomes: what can we do to directly protect the cables themselves from this potentially devastating problem?

Polyamide is a polymer based around an amide linkage. More commonly known as nylon, the term refers to a range of materials with similar properties; materials that are incredibly tough with great thermal and chemical resistance. This means that not only are polyamide materials

physically resistant to the strength of rats’ teeth but they are also resistant to the scent of rat urine, which removes the need to gnaw away other rats’ scents and consequently makes them wellsuited for cable protection. PMA Cable Protection has developed polyamide protection that cannot be gnawed, due to its smooth and shiny surface that is resistant to scent, and it prevents rats from using the cabling for nesting because rodents consider

polyamide an unsuitable building material. The effort required to bite into it results in the rat losing interest, which also means that the larger the conduit the more difficult it is for the animal to bite into its surface. Confirming PMA’s

products’ suitability for the job, the company’s rail specialist, Mark Fletcher, said: ‘All our systems meet with Network Rail’s requirements on modular wiring and provide a range of benefits, such as being resistant to corrosion and rodents.’ With many tracks on the UK network deep underground, such as London Underground and Glasgow Subway, and near expanses of water rats will always be a pest. However, with polyamide cable protection, fear of damage from any rodent can be eradicated. Tel: 01264 333527 Email: Visit November 2014 Page 161

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Page 162 November 2014

Z-8.22.64 and Z-8-22-64.1

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Business profile

Making a big impact Testing the strength of trains to prove their resilience in the eventuality of an impact is a lengthy and complex process. MIRA, the independent vehicle engineering consultancy, explains how it is done


espite rail impact accidents being comparatively rare, the European rail industry has always considered crashworthiness of paramount importance. EU collaboration – as well as each country’s crashworthiness research projects combined with accident and occupant injury statistics – has been used to develop new standards and to ensure they are realistic, appropriate and achievable. The RSSB has incorporated many of these standards into the UK Group Standard GM/RT2100, Requirements for Railway Vehicle Structures. It did this by including rail vehicle structural requirements in BS EN12663, crashworthiness requirements in BS EN15227 from the EU Train Safe project, and also encompassing recommendations from the EU Safe Interiors project into the existing rail interiors requirements. Taking this approach, GM/RT2100 has become a European baseline crashworthiness requirement for rail manufacturers and suppliers. Over the past decade there has been a change in focus in the manufacturer-supplier relationship, due to manufacturers now requiring proof of compliance to GM/RT2100 from prospective suppliers at the start of the tendering process. Take a seat Rail interior suppliers, particularly for seats and tables, now have to invest in the engineering and development of generic products. This is to ensure that it complies with the GM/RT2100 requirements before it starts designing for specific rail vehicle installations. The suppliers also have increasing demands from rail manufacturers to bring weight reductions, offer in-service reparability, be compliant with fire regulations and also meet disability requirements. The often conflicting requirements produce many engineering challenges, for which the MIRA Rail Engineering Safety Centre has developed a new integrated design approach. The dynamic requirements in GM/ RT2100 can be the most challenging as they require the use of ATD’s

(anthropomorphic test devices) – also known as crash test dummies – to evaluate the seat or table for structural integrity and injury prevention, for seats that face with and against the direction of travel. The structural integrity tests, conducted with two 95 percentile ATD’s (101kg each), require that the seat has to retain its integrity with no detachments, and also must control the deformation to stop any part of the seat or table from entering an adjacent occupant’s survival space. Although the acceleration profile seems relatively low, with an acceleration of 5g and velocity change of just over 5 ms-1, the loads in the seat and table structure and mountings can reach several tonnes. Therefore, the seats and tables have to be structurally stiff, yet lightweight, requiring the use of new materials and production techniques. The injury prevention test uses a single and lighter 50 percentile ATD at (78kg) that, complete with instrumentation, is used to assess potential injury levels. To meet these injury levels potentially requires a softer structure to reduce occupant impact loads and is often in conflict with the dynamic structural requirements. So, a new approach to the

design process is essential to meet these conflicting requirements before entering expensive prototype build and testing programmes. The use of CAD (computer-aided design) and CAE (computer-aided engineering) techniques have developed over the past 25 years and are now widely used throughout the rail industry. The use of dynamic simulation solvers (CAE), such as LS-Dyna, to predict the structural integrity and injury performance of seats and tables has now reached a level where they can be used throughout the design process – from concept to approvals and even into mounting designs for specific installations. Integrating these computer design and simulation techniques with prototype manufacture and physical testing reduces both development costs and timescales. This integrated approach has been used at the MIRA Rail Engineering Safety Centre by working closely with seat manufacturers in the design of compliant generic seats. The Compin S65 seat development programme demonstrated this approach, taking an all-aluminium concept design to a fully compliant seat without compromising the seat design objectives. November 2014 Page 163

LISTA storage systems keep you on track

Page 164 November 2014

Business profile

Reduced set-up times Computer simulation techniques traditionally have large initial set-up times and associated costs. However, building the CAE models directly from CAD geometry data and using existing ATD dummy models has significantly reduced times. At its Rail Engineering Safety Centre, MIRA has reduced the model set-up and initial runs to a matter of days. Even at the initial concept stage – before any prototype build or development – these computer simulation techniques can highlight high stress locations with potential structure and fixing failures. Injury prevention simulations can also be used to predict injury levels, allowing modifications to the back and base design of the seat to reduce head

impact accelerations and leg loading. Modifications at this stage can easily be incorporated into the seat design, plus their effect on seat mass and manufacturability can be assessed. By using this approach during the Compin S65 seat project, the first phase dynamic tests showed structural integrity was maintained and injury levels were significantly reduced. The computer simulation can then be correlated back to the first phase physical tests before using the technique to optimise the seat design for weight reduction and manufacturing optimisation to further reduce injury levels to within compliance levels. Following the optimisation process, the final generic phase two seats were manufactured for dynamic plus static

testing to achieve UK and European compliance. The use of a dynamic simulation model, correlated to physical dynamic tests, can have advantages way beyond the development of a compliant generic seat and table. The model can then be used to assess the performance of mounting systems for specific installations, effects of increasing or decreasing seat or table pitch. It can even assess changing a generic seat structure, from a standard body side and floor pedestal mounting system, to a cantilever only body side mounting system. The correlated computer simulation model is now an essential tool for making design changes and modifications for different installations for the seat and table manufacturer, while giving rail vehicle manufacturers confidence in the design and aiding the approvals process. Dynamic test scenarios Computer design and simulation techniques are also extensively used in the crashworthiness design front and intermediate ends of rail vehicles. GM/ RT2100 uses the dynamic test scenarios defined in EN15227, ranging from lowvelocity train-to-train and train-to-freight impacts, high-velocity trains to 15-tonne deformable and 3-tonne rigid and obstacle deflector impacts. However, as with standard computer simulation techniques, these need validating by using dynamic physical tests. In building up such complex simulations these should be developed and correlated to physical tests at the single energy absorber component level, complete coupler, and energy-absorber subsystem to the full vehicle front end. Despite using relatively low impact velocities, these dynamic tests require large high-energy dynamic test devices. To meet test requirements, MIRA Rail Engineering Safety Centre has developed a variety of facilities at its main site, near Nuneaton and has also formed a partnership with the Quinton Rail Technology Centre, where it conducts the full EN15227 tests with variable mass impact trolleys – from 20-100 tonne – complete with full instrumentation and high-speed camera coverage. As European and global crashworthiness requirements increase, both rail vehicle manufacturers and their suppliers are looking for new materials and production methods with associated design process and test techniques. In response, MIRA Rail Engineering Safety Centre is developing integrated computer modelling and physical test techniques to help reduce development times and costs, providing the rail industry with the new test facilities and techniques that it needs. Tel: 024 7635 5000 Email: Visit November 2014 Page 165

Still using pneumatic wipers? ... maybe it’s time to convert?

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Wiper conversion kits... from just a few hundred pounds Pneumatic windscreen wiper systems have been around for decades. When new, they work well, but as time progresses they can become prone to failure due to system leaks. Failed wipers result in inoperable trains, causing service disruption (costing both time and money). Thankfully, there’s an economic alternative. With over 30 years experience producing complete wiper systems, PSV Wypers Ltd have developed a number of conversion kits specifically for older running stock. These are a direct replacement for your pneumatic system, they’re reliable, easy to retrofit and can save thousands in maintenance costs and lost operating time. We’ve already a number of highly satisfied key rail customers successfully using our ‘plug and play’ replacement systems. Our motors and assemblies start at just a few hundred pounds, and we can offer both ‘off the shelf’ and bespoke solutions to help you easily make the switch.

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

Page 166 November 2014

Business profile

The safe zone There are many measures that should be taken to ensure that train depots are a safe environment. Zonegreen has developed a protection system that keeps the most important assets out of harm’s way


epot protection systems are of crucial importance to maintaining safety. A railway maintenance depot may be protected against fire, flood, vandalism or other physical acts but the asset that is most important – the personnel – can sometimes be overlooked. It is in the area of personnel protection that Zonegreen’s SMART DPPSTM (Depot Personnel Protection System) provides defence. Hazards to personnel at traditional railway depots include manual derailers, warning lamps with flat batteries, OLE supplies accidentally left on, earthing straps not disconnected before the OLE is turned back on, manual handling and slips, trips and falls risks. In modern railway depots the pressure to turnaround rolling stock more efficiently is on the rise meaning that, when coupled with electrified trains, the associated electrocution threat, and their near silent running, even greater risks to staff are posed. The 2013/14 RSSB’s Annual Safety Performance Report provides evidence of the potential danger that the railway industry poses; in that period there were a total of 5,042 reportable injuries, an increase of 10 per cent on 2012/13’s figures.

The SMART DPPSTM is the one of the leading personnel protection systems on the market and has been installed at dozens of train depots throughout the UK for customers that include Siemens, Hitachi, Bombardier, Alstom and Eurostar.

Zonegreen is in the process of installing both depots for the Thameslink project and, in addition to this major installation, the company is carrying out others all over the world – including Dubai, Australia, New Zealand and Ireland.

The SMART DPPSTM Zonegreen’s SMART DPPSTM is designed to minimise the risks to depot personnel by controlling traffic movements. A powered derailer – the only Network Rail-approved product of its type – is interlocked with a control panel that will not allow the derailer to be lowered if there are personnel logged to be working on the road, therefore preventing trains moving into the shed. As necessary, further interlocks are provided with the overhead or third rail electrical supply, access gates, high-level access platforms, overhead cranes, bogie drops and door operation. When the derailer is lowered, warning beacons flash and klaxons sound to provide audio and visual warnings to personnel within the depot that the road is unsafe. The system is compliant with current UK and international railway standards. November 2014 Page 167

Business profile

“A significant benefit of the SMART DPPSTM system is that it is an established, widely-used, well-tested and proven product, rather than a site-specific, one-off creation that is difficult to maintain and repair. This also allows staff to work more easily and safely across multiple depots” A significant benefit of the SMART DPPSTM system is that it is an established, widely-used, well-tested and proven product, rather than a site-specific, oneoff creation that is difficult to maintain and repair. This also allows staff to work more easily and safely across multiple depots. Zonegreen invests significant time and resources to continually develop and improve its technology, ensuring that its systems are up to date and reliable. It is this approach that has resulted in the development of the next generation DPPSTM. The control panel has been simplified to reduce the possibility of user error, the graphical user interface is intuitive and it can also display a variety of different languages. The panel has been redesigned to be clearer and it uses fewer – but more durable – components. The result is a much improved user experience with greater efficiency and reliability and lower power consumption. The technology implemented in the system allows for easier configuration, reduced installation times and an easier update and expansion procedure. The company has an array of skilled and experienced specialist engineers dedicated to developing and refining the company’s products. Improving safety rightly continues to be of paramount importance to the rail industry. Zonegreen’s innovative safety solutions play their role by providing 21st century technology to railways here in the UK and abroad. Tel: 0114 2300822 Email: Visit Page 168 November 2014

People News

Anthony Oyo joins SDG Steer Davis Gleave has appointed Oyo as an associate in its Advisory Division. As a rolling stock engineering specialist Oyo has international experience in standards development and procurement strategy and bid evaluation. He was previously project director for the £200 million new train procurement programme for Greater Wellington Regional Council in New Zealand.

Executive appointments for Govia Thameslink Railway GRT has appointed four of its five new passenger service directors (PSD’s) who will be in charge of all aspects of service delivery. The PSD’s, says GRT, will be ‘at the heart of the new franchise, leading on all aspects of service delivery within their directorates.’ Current customer service director Keith Jipps has been appointed as the new PSD for all Great Northern services and Stuart Cheshire, head of technology and innovation, has been appointed PSD for Thameslink. Southern’s deputy managing director, David Scorey, will become PSD for Southern Mainline and Southern’s commercial director, Alex Foulds, will be responsible for the Metro services. Both Scorey and Foulds will continue their current roles until July 2015 when Southern joins the new franchise. The position of PSD Gatwick Express, which also joins the new franchise in July 2015, has yet to be made.

New station manager for Liverpool Street Abellio Greater Anglia has appointed Alan Neville as station manager – London Liverpool Street, responsible for customer service provision from the Toc’s key London terminus which sees a footfall of 58 million people per year. Neville, previously Abellio Greater Anglia’s area customer service manager at Tottenham Hale, has worked in the rail industry for 34 years and has experience of managing London Liverpool Street as its customer service manager from 2007-8 and was station manager at King’s Cross before that.

Dylan Crowther, GTR’s CEO, said: ‘These appointments will provide the necessary leadership and experience to enable effective delivery of our plans, and deliver high standards in operational performance and service quality. Jipps has worked in the rail industry for more than 30 years, mainly in the fields of customer service, station operations and revenue protection, taking on the role of customer service director for the final three years of the First Capital Connect franchise. Cheshire has extensive leadership experience in the rail, technology and military sectors. He was previously with Network Rail, having led its technology and innovation and national enhancements functions.   Scorey started his rail career in 1988 as a maintenance technician at Cardiff’s Canton Depot. He has been part of Southern’s executive team since 2004 and has held a number of roles including franchise improvement director responsible for delivering more than 150 committed

obligations and overseeing Southern’s £100 million investment programme. Currently Southern’s commercial director, Foulds has worked in the industry for 25 years. Prior to Southern, he was board director at Tube Lines, the rail asset management business. GTR began running Thameslink (Bedford to Brighton, Sutton and Wimbledon) and Great Northern (London to Peterborough, Cambridge and King’s Lynn) rail services in September. A small number of services and stations currently operated by Southeastern will transfer to GTR in December 2014 and in July 2015 the Southern and Gatwick Express routes will be incorporated into the franchise. GTR will then be the largest rail franchise in the UK in terms of passenger numbers, trains, revenue and staff: it will carry 273 million passenger journeys per year, employ around 6,500 people and generate annual passenger revenues of approximately £1.3 billion. November 2014 Page 169



DONCASTER | £50,000 - £70,000 PLUS BENEFITS Wabtec Rail in Doncaster is a leading railway engineering company undertaking the overhaul Wabtec Rail in Doncaster is a leading railway and repair of rolling stock including locomotive, engineering company undertaking the overhaul passenger and freight vehicles together with and repair of rolling stock including locomotive, component and sub-assembly refurbishment. passenger and freight vehicles together with component sub-assembly refurbishment. The companyand employs about 1000 people and

forms part of theemploys global $2.5 billion turnover The company about 1000 people and Wabtec Corporation. Other Wabtec oriented forms part of the global $2.5 billionRail turnover businesses in the UK include the Brush Traction Wabtec Corporation. Other Wabtec Rail oriented and LH Group activities. There the are Brush also several of businesses in the UK include Traction other group businesses that manufacture and LH Group activities. There are alsoproducts several such as braking systems, locomotive cooling of other group businesses that manufacture systems, train data recorders and a range of products such as braking systems, locomotive electronic equipment. cooling systems, train data recorders and a range of electronic equipment. A reputation for high performance and quality A reputation high performance and investment quality together with for a commitment to business together a commitment to business has led towith continual growth in recent years and a investment has led to continual growth in recent strong market position. years and a strong market position.

Mechanical and Electrical Engineers are now A Senior Project Manager is now sought to sought to join thevehicle business with a are focus on project ensure that fleet projects delivered to engineering activities and also in support of the high levels of customer satisfaction and to develop application of engineering expertise across the and maintain strong working relations with train business. operating and rolling stock leasing customers as

Key areas of activity will include: • Engineering research and development in support of the business and customers • Product safety investigations, new product and re-engineering exercises • Design development, product specifications and technical reporting • Represent the business and the engineering function to customers, suppliers and other parties, forums and working groups • Review and assess the impact of contractual wellvariations as the supply chain and third parties. • Support engineering development in terms of Working with colleagues across all business cost, safety, cost, quality and delivery functions, the role will include project planning,

‘An outstanding opportunity

risk analysis and mitigation, financial and Candidates should be graduate level engineers, budgetary control, project reporting and the ideally with chartered status, and interested and mentoring of project indevelopment further progressing their professional level managers. careers The company adopts lean processes engineering in a busy and successful

Candidates should live or be able to relocate to within reasonable commuting distance of Doncaster.

“A key role in a leading rolling stock engineering company”

and policiesoffering of continual improvement and the environment challenge and opportunity. roleisprovides excellent opportunities This an outstanding opportunity to join to contribute these important areas.valuable Wabtec Rail in in a key role and to make contributions. company has a level strong Candidates The should be graduate engineering development programme that can lead to furtherskills project managers with strong communication opportunities at Doncaster or elsewhere in and ability and experience in business relationship accordance with ambition. management sufficient to exert influence at all

levels. A track record of delivery and a

commercial alsorolling be necessary to join aorientation major will UK and the role will provide opportunities for the

use of initiative. stock business in a

The Wabtec Corporation has a track record for

professional role’ career advancement atengineering all levels. This is an outstanding opportunity to join Wabtec Rail in a key role and to make valuable contributions. The company has a strong development programme that can lead to other role opportunities at Doncaster or elsewhere in accordance with ambition.

Please forward your cv and covering letter to Please forward your cv and covering letter to Rod Shaw at RGS Executive via or contact or call him on RGS Executive in Nottingham on 0115 9599687 0115 959 9687 to discuss any queries that you on a confidential basis with any queries may have.

Head of Safety, Quality and Environment MTR Crossrail Location: London

Salary: competitive with excellent benefits package

MTR Crossrail (part of MTR Corporation), is the new train operating company responsible for delivering train services on the Crossrail network on behalf of Transport for London (TfL). The railway will be opened in stages over the next 4 years to provide a world class service running on 128km of railway from Reading and Heathrow to the West of London, to Shenfield and Abbey Wood in the East, increasing rail based transport in the capital by 10%. Our aspiration is that MTR Crossrail will set the benchmark for passenger experience on European metro services and achieve internationally recognised high standards of safety, reliability, quality and customer service. MTR Crossrail will be fully integrated as part of the TfL network providing a fast, frequent service linking the east and west and relieving congestion on some of the busiest Tube lines. Passengers using MTR Crossrail will see reduced journey times and the new stations will be integrated with existing London Underground, DLR, London Overground and National Rail stations making it easy for passengers to change between services.

Page 170 November 2014

The Head of Safety, Quality and Environment is a key role in the development of an outstanding safety and sustainability culture within the organisation and will provide strategic advice on all safety, quality and environmental issues, ensuring they are understood throughout the Company. The successful candidate will manage a small team responsible for not only driving continuous improvement in safety, quality and environmental matters but also, as a direct report to the Managing Director, playing a key role as part of the MTR Crossrail leadership team. As Head of Safety, Quality and Environment, you will work to get acceptance of the new stations, rolling stock and operating procedures approved by statutory bodies. Further duties will include providing assurance of compliance with legislation, company standards and procedures, whilst also identifying and ensuring the adoption of International best practice. In return we will offer a competitive salary and an attractive benefits package.

If you are interested in this role please forward your CV and covering letter to by 21st November 2014


Be Part of the First Family The world’s leading transport company, we help 2.5 billion passengers every year to get where they want to go. From our bus and train drivers to our customer service and support teams, we all work as one family to shape the future of travel and provide better journeys for life. We want everyone to enjoy the work they do and feel proud to be part of the First family. So, we look after our people every day and provide the training and knowledge we all need to deliver a great service, realise our potential and be the best we can be. Global in scale but local in approach, we aim to be the industry employer of choice and lead the way in safe, innovative, reliable, sustainable transport services. Always wanted to go further? Join us on our journey! To view all of our current opportunities across all of our UK Bus, Rail and Head Office divisions, visit our brand new careers site or contact our Group Resourcing Team on 0845 00 00 303

Find more jobs at: @ATA_jobs


Signalling Designers Salary ranging from £35,000 - £55,000 dependent on experience


Signalling Project Engineer Salary ranging from £40,000 - £60,000 dependent on experience


Signalling Design Manager Salary ranging up to £75,000 basic profit share scheme, healthcare, pension and 25 days holiday.


London, Swindon, Bristol, Hertfordshire, Manchester, Birmingham, York & Glasgow.

UK Wide

Central London

ATA Recruitment are currently working on behalf of the UK’s leading rail signalling contractors, covering a variety of multi-disciplinary projects nation wide. Opportunities include framework agreements and major tendered schemes, regenerating the UK’s rail infrastructure.

ATA are working on behalf of a market leader in signalling design, installation and commissioning. Using cutting-edge technology and working on major heavy rail projects across the UK and Ireland. Due to growth in projects and unrivalled success in delivery of existing projects.

Signalling Design Manager required to head London signalling design team and ensure excellent technical delivery is maintained. Our client requires a leader with a rail signalling background who is an excellent communicator and programme manager.

For further information on the above roles or to enquire about other vacancies with ATA, please contact the Rail team on: 01332 861326 or email your details to referencing RAILPRO

Influencing your energy strategies with integrated solutions UK Power Networks Services is a leading provider of electrical infrastructure with significant experience of working on high profile transport projects such as High Speed 1, High Speed 2 and Crossrail. UK Power Networks Services: • Consistently delivers results on the most challenging projects • Can undertake the total requirements of any strategic infrastructure project • Has access to a wealth of international experience in providing finance solutions

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