november 2016 Issue 227 £4.95
THE BUSINESS MAGAZINE FOR RAIL
Hacking through the inertia River Tamoor Baig on rail’s response to the B.A.R.R.I.E.R.S. report
Skills Bring in the techies
Consultants What’s their value?
Mental Health Crossrail’s legacy
Fire or explosion
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november 2016 Issue 227 £4.95
THE BUSINESS MAGAZINE FOR RAIL
Hacking through the inertia river Tamoor baig on rail’s response to the B.A.R.R.I.E.R.S. report
Skills Bring in the techies
Consultants What’s their value?
Mental Health Crossrail’s legacy
have become ever conscious of the fact that the big stuff times itself just in the days after an issue has gone to the printers, resulting in my note looking like a cave drawing; hence my tossing and turning at 3:00am wondering what to write. But I realised by 4:00am that in fact this issue, themed around skills and consultancy, is a bit of a treasure trove and the thing to focus on. The skills and recruitment pieces are particularly interesting and varied. David Spencer-Percival on page 117 points out that one fifth of Crossrail workers are foreign and the window for this talent may be closing with Brexit, so companies need to move fast to secure the necessary skills. However Ben Blackburn’s must-read piece on page 47 draws attention to the worryingly low quality of skills in the UK compared to Europe. The answer, believes Paul Payne on page 121 is to bring in the ‘techies’, but most of the existing talent is drawn to ‘sexier’ employers that offer ‘open working cultures’. How can rail appeal to these kinds of people? Where can it put the sofas? Not at the RSSB according to our main interviewee River Tamoor Baig, who goes into detail about the thinking behind the B.A.R.R.I.E.R.S report and the inertia in the industry that HackTrain is doing its best to make a thing of the past. Andrew Meaney in his column on page 51 wonders why rail is the only transport mode that is required to compensate users and is not a fan of the prospective new compensation for delays of more than 15 minutes, pointing out it will be very expensive for Toc’s and bring about a range of negative effects. Talking about the new entitlements for passengers around the Consumer Rights Act, Which? is ready to pounce. The consumer organisation’s Pete Moorey is unequivocal on page 43, saying: ‘It’s a situation we’ll be watching closely, and if the train companies are found to be letting their passengers down we will be looking at potential legal action to test these new rights.’ I was really pleased to see that Transport Focus covered the issue of station and train access for the disabled. These are areas where rail has to be aware of the balance of public opinion that tip it into looking like an abuser rather than victim of a Victorian infrastructure. I understand the issue around costs and the taxpayer, but how can the industry say it is passenger-led when its services to the disabled are not even at a point where they could be said to be semi-spontaneous? I have a dear friend with a form of muscular dystrophy who had no end of trouble on a DOO Toc, and if a guard had been on the train his experience would have been very different. The stories he told me of not being able to get off at his stop because the person booked to help him off the train didn’t turn up; of nobody remembering to collect him from the concourse and so on, made me angry. But aside from wanting a second person on a train, what is the RMT’s exact argument around safety by the way? Is it that cameras mounted on trains only give a parallel view, and Farringdon, for example is on an S-bend? I asked the union but had no reply. Lorna Slade Editor
PUBLISHER RAIL PROFESSIONAL LTD Hallmark House, Downham Road, Ramsden Heath, Essex CM11 1PU Telephone: +44 (0)1268 711811 EDITORIAL EDITOR LORNA SLADE email@example.com BUSINESS PROFILE EDITOR SAM SHERWOOD-HALE ADVERTISING CHRISTIAN WILES firstname.lastname@example.org HANNAH CARRATT email@example.com LYNDSEY CAMPLIN firstname.lastname@example.org ELLIOTT GATES email@example.com SUBSCRIPTIONS BEN WARING firstname.lastname@example.org ADMINISTRATION CHERIE NUGENT email@example.com LISA ETHERINGTON firstname.lastname@example.org JODI PRESSWELL email@example.com DESIGN & PRODUCTION MILES JOHNSTONE firstname.lastname@example.org Rail Professional welcomes contributions in the form of articles, photographs or letters, preferably by email. Original photographs may be submitted, but, while every care will be exercised, neither the editor nor the publisher take responsibility for loss of, or damage to, material sent. Submission of material to Rail Professional will be taken as permission for it to be published in the magazine. ISSN 1476-2196 © All rights reserved. No part of this magazine may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without prior permission in writing from the copyright owners. The views and opinions expressed in this publication are not necessarily those of the publisher, nor does it accept liability for any printing errors or otherwise which may occur.
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| CONTENTS / ISSUE 227 / NOVEMBER 2016
Transport Committee urges DfT to ‘get a grip’ on monitoring rail franchise agreements; National College of High Speed Rail moving towards completion; Alstom begins construction of rail technology centre; rail failing historically to develop new skills and diversity says Hendy; National Infrastructure Commission made permanent; passengers say ‘yes’ to improved stations; job losses at DB Cargo; HS2 using psychological testing
In the passenger seat
Big strides have been made in station and train access in the last 20 years but delivery is still very patchy points out David Sidebottom, and the industry can do better
Delivering the goods
Chris MacRae looks at the guidance on using rail freight and the need to capture new traffic
Britain Runs On Rail
We will create a strategy capable of adapting to both local and regional needs, sustaining our long-term vision of how rail can benefit our national prosperity, says Paul Plummer
Laying down the law
Martin Fleetwood looks at the important obligations around holding personal data on individuals
Power of TWAO
Jane Wakeham looks at the promotion of new transport infrastructure by Combined Authorities
Remains to be seen
New Access Regulations add more definition to the rules governing access to rail facilities, but how will those rules be adapted for a post-Brexit future, asks Martin Watt
An important first step
Pressure on rail companies to act can only increase now that the Consumer Rights Act has come into force, says Pete Moorey
Keeping the skills agenda on track
The May government’s new industrial strategy bodes well for rail but can only succeed if the skills policy is developed hand in glove with the infrastructure schemes themselves, says Ben Blackburn
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CONTENTS / ISSUE 227 / NOVEMBER 2016 |
We’ve met many young entrepreneurs who have built world-leading IP that could fix some of the UK rail network’s biggest challenges, but they’ve hit barriers Interview - page 69 along the way that have stopped them dead in their tracks
News from the Institution of Railway Operators
Rail Professional Interview
Rail Professional spoke to River Tamoor Baig about HackTrain’s journey so far and the response to its controversial B.A.R.R.I.E.R.S. report
Hit the ground running
Julian Worth looks at the potential value of consultants in the new environments that rail companies – both passenger and freight – are operating in
Collaborate to innovate
Peter Anderson discusses how the industry can redefine the future of mega projects
From strategy into action
Elaine Clark looks at the ways the Rail Forum East Midlands is helping to deliver on the skills challenge
Start that conversation
Poppy Jaman looks at why employers should invest in mental health
Why pay (more) for delay?
The rail industry may soon have to compensate passengers for delays of more than 15 minutes. This is likely to have lasting impacts, and it’s not clear the benefits outweigh the costs, says Andrew Meaney
Women in Rail
Adeline Ginn advises how to attract and keep great women in your organisation
Stepping up to the Big Rail Diversity Challenge
Adeline Ginn describes all the fun of the day
Making the best of what’s to come
Eli Rees-King looks at how the Rail Alliance is continuously supporting the rail supply chain
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| CONTENTS / ISSUE 227 / NOVEMBER 2016
Rail Professional Interview
Lorna Slade spoke to Christina Butterworth, occupational health and wellbeing strategy lead at Crossrail, about the programme’s relationship with Mental Health First Aid England in providing a mental health version of physical first aid, and its aims to leave a legacy in mental health provision for the rail and construction industry
Everyone’s a winner
Get your team together from whatever aspect of the rail industry you’re in and sign up for the UK Corporate Games, says Doug White
The challenge to be simple
Passenger’s purchasing behaviours reveal room for improvement for rail, says Will Phillipson
A poetic ending
The future is here
The success of the Borders Railway took almost everyone by surprise, but, says Simon Walton, one organisation foresaw the pessimistic forecasts and is lobbying hard for more realism
A hot topic
Sarah Reeves looks at how the rail industry can better adapt and respond to the increasingly extreme impacts of climate change
George Bearfield discusses the development of the RSSB’s new Safety Management Intelligence System
Beyond the usual channels
The industry’s skills shortage has become very difficult to ignore, says David Spencer-Percival, so what can be done about it
Open to techies
The next generation of rail technology needs some of the best skills in the market and at the moment rail employers will struggle to compete with their major rivals, says Paul Payne
James Fox discusses how the industry is refocusing on competency management and how technology can create a safer railway for the future
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News in brief... Want to be together itachi Rail Europe and Bombardier Trains have submitted a joint bid to build new tubes for London (NTFL). The work encompasses up to 3,300 new tube cars, due to be rolled out from the mid-2020’s, for the Piccadilly, Waterloo & City, Bakerloo and Central Lines. The companies initially pre-qualified to bid separately but are collaborating to draw on their mutual strengths.
UK steel for UK projects he Daily Mail has reported that UK steel industry chiefs are asking ministers to ensure steel produced here is used to build HS2. Liberty House Group and British Steel are pushing to become key suppliers to the scheme, which will require two million tons of steel. Higher energy prices and cheap foreign imports have taken their toll and led to the loss of more than 5,000 jobs and the industry fears, says the newspaper, that government may use foreign steel to build the line after a key contract for the next generation of nuclear submarines was awarded to the French recently.
Transport Committee urges DfT to ‘get a grip’ on monitoring rail franchise agreements A damning new report from the Transport Select Committee has questioned whether Govia Thameslink Railway (GTR) is in default of its contractual obligations after the proportion of services cancelled on its network is now ‘substantially in excess of the default level’, which ‘in normal circumstances would be grounds for termination of the contract’. The report, The future of rail: Improving the Rail Passenger Experience said lessons must be learned from the ‘woeful experience’ of passengers on Southern Railway, and criticised the government’s ‘failure to structure, monitor and enforce franchise agreements and the planning and management of major rail infrastructure projects.’ Evidence given to the Committee was dominated by the problems faced by GTR (operators of Southern Railway) passengers for more than a year: poor management of the franchise from the beginning; inadequate staffing; rolling stock issues, mismanagement and prolonged industrial action complicated by the Thameslink infrastructure programme.
Make it formal lans to extend the Midland Metro through Birmingham city centre have reached a new milestone, with the Midland Metro Alliance formally applying on behalf of the West Midlands Combined Authority for a TWAO to build and operate the Birmingham Eastside extension from Bull Street to Digbeth. Once granted, the order would allow work to start on the £137.2 million 1.7km extension which will serve the proposed HS2 station at Curzon Street.
Bound for glory irgin Trains on the West Coast has been voted Best UK Domestic Train Service at the Business Traveller Awards 2016. Readers of the magazine commended the Toc for ‘going the extra mile in making their journey enjoyable and stress-free’. Amanda Robinson, head of sales said: ‘We’re committed to offering our business travellers the best possible experience – we want to ensure they’re bound for glory, ready for their working day.’
Suicide programme wins award amaritans, Network Rail, British Transport Police and the Rail Industry Suicide Stakeholder Group (RISSG) won the CSR Project of the Year award at the Charity Times Awards. Their suicide prevention programme was rewarded for ‘a culture of care that’s assimilated through the railway family during a
Tardiness of GTR GTR has made claims for force majeure (which would revise its contractual benchmarks to meet obligations, due to events beyond its control), and the Committee was critical that crucial processes had been delayed by the ‘tardiness’ of GTR in supplying the information required to make the claims. ‘Should the company be in default’, the Committee said, ‘the Department for Transport must take the opportunity to restructure or terminate the agreement and deliver services in a more effective way for passengers.’ It also concluded that the DfT’s claim that ‘no other operator’ could do a better job in the circumstances is no longer credible. The scrutiny of GTR’s performance against its contractual obligations was made more difficult by lack of access to essential information said the Committee, which called for this information to be made publicly available. Struggle to get services The report also states that on parts of the rail network passengers struggle to get the service they deserve on a daily basis. Lack of access for disabled passengers, overcrowding, delays, complex ticketing, poor deals for part-time commuters, a lack of timely Rail Professional
News in brief... six-year partnership’. Ian Stevens, who manages the programme said: ‘We know that suicide is a complex issue and it is only by coming together that we have the ability to make real progress and encourage more people to seek the help and support they need before they reach crisis point.’ Say Hello xterion Media and Transport for London have launched a new partnership, Hello London that is ‘set to transform the commuter experience and drive commercial revenue from the TfL advertising estate’. The deal represents the first time TfL is providing advertisers an opportunity to communicate across all its rail modes – to an audience of more than 1.5 bn each year and generating £1.1 bn for TfL over ten years.
Light Rail Awards etrolink RATP Dev, the company behind Manchester’s tram won Operator of the Year at the recent Global Light Rail Awards. Rail maintenance staff at Nexus, which owns and manages Tyne & Wear Metro, were named Team of the Year at the awards for their efforts to protect Metro’s track and infrastructure from the worst of winter’s storms, snow and frozen conditions.
Community benefits ail minister Paul Maynard MP opened the Community Rail Awards recently where GWR and its partnerships were voted overall winners. Said Maynard: ‘Across the country we are seeing the benefits an active CRP can deliver. I want to ensure that long-term funding is available for partnerships so they can plan effectively for the future, which is why we are making sure that community rail is getting a record level of funding and the recognition it deserves in all future rail franchises.’
Terminate...terminate early 14,000 people via an online petition have called for ScotRail operator Abellio to have its contract terminated early if performance does not improve, after The Scotsman revealed that ministers had demanded improvements. The worst performing lines are to Ardrossan and to Milngavie and Wick. Overcrowding is also a problem as passenger numbers are increasing but new fleets of trains are at least a year away. The company’s ten-year franchise to 2025, which started last year, can be ended in 2022 if it fails to meet targets.
continued... information on delays or updates available through websites, apps or Wi-Fi services ‘add to the misery of passengers across the rail network.’ MP’s also cast doubt on the value of the official measures of overall passenger satisfaction and are calling for operator performance measures ‘which reflect the reality of the passenger experience in too many places.’ Chair of the Transport Select Committee, Louise Ellman MP, said: ‘Passengers must be furious – and rightly so. While the number of journeys on the railway has more than doubled over the last two decades, the size of the physical network has barely increased at all. Passengers now contribute more than 70 per cent of the industry’s real income, but in too many places, passengers are badly service by train operating companies. She continued: ‘The individual voices of customers suffering woeful service on Southern Railway, in particular, came through loud and clear during our inquiry. GTR, RMT and the government are all culpable to some extent for the prolonged dispute, but passengers have borne the brunt.’ The Committee welcomed the government’s decision to launch a rail compensation scheme on GTR (see www.railpro.co.uk), saying ‘It has taken ministers some time to acknowledge the difficulties faced by passengers, but the Delay Repay 15 scheme will offer compensation when trains are more than 15 minutes late. Now ministers need to be more hands-on with monitoring franchises and sort out the Southern Railway mess in particular.’ The report also recommends: · the government should immediately put in place an automatic compensation scheme, in which TSGN’s passengers are refunded directly, without the necessity to make a claim · the current systems of measuring passenger satisfaction should be reviewed and the Public Performance Measure should be abandoned. An alternative, which works in favour of updated ‘right-time’ measures, should be in place by the summer of 2017 · the Department for Transport should refine mechanisms to gather information on overcrowding with a view to more clearly identifying train services which operate over capacity · the DfT should develop a more coherent strategy for tackling overcrowding and find better ways to alleviate the worst examples of persistent overcrowding on particular services · a coordinated, industry-wide strategy should be prepared in order to provide networkwide smart ticketing by April 2017 and combat the unfairness and complexity of current arrangements · a better deal for part-time rail commuters · a detailed plan from ATOC/RDG to provide websites and apps which improve the passenger experience · improved information from National Rail Enquiries on service provision including delays and/or disruptions · the Committee welcomes the commitment to identify the best solutions to deliver Wi-Fi to all passengers and recommends a plan is published by summer 2017. Not got everything right Commenting on the Transport Select Committee’s report, Charles Horton, chief executive of GTR, said: ‘Clearly this is a long and complex report, which we’ve only just received, and we now need time to study its detailed contents. ‘At first reading, our initial view is that the report covers many of the issues and challenges already in the public domain. We recognise and fully accept that our service on parts of the GTR franchise has not been good enough and we are sincerely sorry to our passengers for that. ‘Clearly, we’ve not got everything right in the past two years, but we’ve committed to making things better and our passengers have already seen 400 new vehicles on our network in the past two years across the GTR franchise. We have extended smartcard technology across our network and delivered nearly 250 of our obligations under our franchise agreement. While performance is still way below where we want it to be, it’s good that the constraints of the redevelopment of London Bridge have been acknowledged and, also, the fact that performance was beginning to improve before the start of the dispute with the RMT. ‘GTR has submitted claims for force majeure to the DfT caused by the unprecedented industrial action and we have co-operated fully with what’s been asked of us at all times. We have been in discussions with the DfT to agree what they want from us to allow them to assess and evaluate our claims. It’s an extremely detailed process which the report accepts is ‘complex and painstaking’. Lianna Etkind, public transport campaigner at Campaign for Better Transport described the report as a ‘wake-up call’ for the DfT regarding the franchising process, ‘for GTR and beyond’.
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News in brief...
Hub station chosen for innovation orthern has introduced its first DigiPod at Manchester Victoria station. The large digital retailing pod provides a way to share information with customers on the move, such as advertising campaigns for the Toc and other companies, and real-time information. Stuart Taylor, commercial manager for the central region, said ‘We’re really excited about this concept and if customers have any feedback or a great idea for new content then please let one of the team at Manchester Victoria know.’
Blue for distraction etwork Rail is trialing blue lights, which can reportedly help change a suicidal person’s mood, at a foot crossing in the St Ninians area of Stirling where there has been an unexplained doubling in the number of suspected suicides in the past six months to 14 over the same time last year. It is thought the lights can be unexpected and distract the person, as well as being associated with the police and emergency services. The Scotsman reported recently on rising numbers of suicides across Scotland’s rail network. Green light for new Trafford Park Metrolink line reater Manchester’s Metrolink network is set to expand even further after plans for a new £350 million tram line through Trafford Park have been given the green light. Chris Grayling, secretary of state for transport has granted TfGM legal powers to build the new 5.5km line under a TWAO. That means work could start on the line this winter and be operational by 2020/2021. TfGM will shortly appoint a contractor.
All change he first Class 387/1 began running on Great Northern last month as part of a plan to replace or refurbish all trains on the network by 2020. An initial four-carriage train is running six services every day between King’s Cross and Cambridge/Letchworth Garden City, and more will follow. Passenger services director Keith Jipps said: ‘Passengers have said they think it’s a vast improvement.’ Subject to work to be carried out by Network Rail, these first new trains will also run on the Fen Line, between Cambridge and King’s Lynn.
‘We’re not a load of old dull blokes in the corner’ says Hendy Rail is failing historically to develop new skills and encourage a more diverse workforce ‘because it does not explain what it is dong and where we are going’, chairman of Network Rail Sir Peter Hendy told a meeting of The Chartered Institute of Logistics and Transport. ‘We fail to communicate that we are an industry of growth. We fail to get the positive media coverage; we are not a load of old dull blokes in the corner – we are a central part of the way this nation lives and functions.’ Hendy said the industry ‘should be communicating that we are a great industry to work in’ and that ‘if you want to work in the railway industry you have a job for life’. While he has a ‘very optimistic’ view on the future of Britain’s railways, Hendy believes the industry can do more to champion its contribution to UK plc, saying: ‘The amount of senior people in the industry who can talk about why the railway is good and why you should invest in it is slim.’ With recent changes in funding structure and budgets, in looking at who will pay for the railway, Hendy pointed out: ‘The result of a fixed treasury cap is that money is now tight, and some of the projects have been reserved; we are now selling assets to the tune of £2 billion and the doors have shut on never ending debt.’ Hendy spoke of his time at Transport for London and the initiatives in place to fund large scale developments. ‘At TfL some of the projects are paid for by third parties who want it to happen. People put money into projects because it’s good for them’ he said. ‘We don’t do projects for the sake of the railway; they must be ranked by their contribution to the economy,’ he continued. ‘It’s not unreasonable to ask for people who will benefit from these projects to contribute, it should not just be the local authorities it should be the people who stand to gain from the railway development; property developers, people who create jobs and the supply industry. People can now say: I want a better railway and I can pay for it.’
National College of High Speed Rail moves forward Transport Secretary Chris Grayling visited the West Midlands to see the high-tech training facility as it took a step closer to completion with the finalisation of the roof structure. The college, based in Birmingham’s university district, is due to open to students in September 2017 and will provide the specialist training, skills and qualifications required to build HS2 and future rail infrastructure projects. Chris Grayling said the work ‘shows the transformational effect that HS2 is already having’. He continued: ‘The UK is highly regarded for its engineering capabilities but we need to do more to attract new talent to the sector as well as improving the skills of the current workforce. That is why the government launched a transport skills strategy earlier this year committing us to create 30,000 apprenticeships across roads and rail by 2020. The National College for High Speed Rail is a vital part of these plans.’ Beth West, commercial director for HS2 Ltd said: ‘HS2 demands new higher-level
technical skills for jobs not yet in existence in the UK so it’s extremely pleasing to see the great progress being made.’ The college has also confirmed the appointment of Clair Mowbray as its new CEO. Terry Morgan, chair of the National College for High Speed Rail, said: ‘Claire’s commitment and passion for education and strategic development will be vital.’ Birmingham City Council, Doncaster Council and the Local Enterprise Partnerships for both areas have worked in partnership with HS2 Ltd to help set up the structure of the college and develop the curriculum. Visit: www.nchsr.ac.uk
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Time to upgrade your wipers? 15 NEWS |
... introducing PSV’s new replacement system National Alstom begins construction of rail technology centre
The company marked the start of construction work on its new £22.5 million technology centre and training academy in Widnes in the North West of England at a ceremony attended by rail minister Paul Maynard. Set to open in May 2017, Alstom said the centre could create up to 600 jobs for local people in the long-term and offer a cumulative 15,000 days of training each year. Maynard Said: ‘We believe Britain can lead the world in the booming global rail industry’ and described the centre as ‘an exciting and very welcome development for the North West.’ Cllr Rob Polhill, leader of Halton Borough Council, said: ‘This is fantastic news for Halton and the Liverpool City Region. The Council has been striving for many years to get the site connected to nearby rail infrastructure. Not only will Alstom use that rail connection but they are investing in their own on-site rail infrastructure too.’ Nick Crossfield, MD for Alstom in the UK and Ireland, said: ‘The UK remains one of the most exciting places in the world for rail companies like Alstom. Our new centre will create hundreds of good quality jobs and introducing PSV’s new replacement system apprenticeships and boost the UK supply chain.’ He added that, longer-term Alstom would also be able to build trains at the site. The first project the company will deliver at the centre is re-painting the Pendolino fleet of 56 Class 390 trains used by Virgin on the West Coast Main Line.
Infrastructure Commission made permanent
Chancellor Philip Hammond has announced the Commission is to become an executive agency which will help plan, prioritise and ensure efficient investment. It will be given its own budget, freedom and autonomy, set out in a charter detailing the government’s clear commitment to its independence. The commission will come into force in January 2017 and Sir John Armitt has agreed to be interim deputy chair with immediate effect. The chancellor is ‘kick-starting’ discussions so stakeholders can have a say in how to ensure Britain’s infrastructure is fit for the future, and a call for ideas has been launched to inform the Commission’s next in-depth study, to be announced later this year. An open competition will also now be held to find the commission’s first permanent chair and new additional commissioners to boost the team and take forward its work. Lord Adonis, interim chair of the National Infrastructure Commission, said the announcement ‘is a big step towards providing the commission with the independence it needs to do the work.’ Civils contractors welcomed the news but said the government should take steps to clarify its powers. Head of external affairs for the Civil Engineering Contractors Association (CECA), Marie-Claude Hemming said: ‘News that the NIC is to become an executive agency is welcome. Historically, the development of infrastructure in the UK has lacked long-term strategy, or been subject to party political considerations. We offer robustly engineered solutions for train This means that large projects such as builders, and system upgrades operators Crossrail and High Speedfor 1 have taken too longexperiencing to develop and build. Nonetheless, (especially those a high LCC on while this is a welcome sign of progress, it original equipment). is unclear whether the government plans to give the NIC a basis in law.’
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• Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares
Looking to lower your Life Cycle Costs? PSV can help.
Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on. Looking to lower your Life Cycle Costs? PSV can help.
Time to upgrade your wipers?
We offer robustly engineered solutions for train At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a builders, and system upgrades for operators ... introducing PSV’s new replacement system quality wiper systems for over 35(especially yearsthose (with 20 a high LCC onhighly experienced team of in-house designers experiencing years experience working withinoriginal theequipment). rail industry). and engineers who will work alongside you At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a to meet your individual needs. quality wiper systems for over 35 years (with 20 highly experienced team of in-house designers Weexperience are a proud supplier to international OEM years working within the rail industry). and engineers who will work alongside you to meet your individual needs. train builders, fleet operators and fleet support If you’re looking to replace or upgrade your wiper We are a proud supplier to international OEM train builders, fleet operators and fleet support If you’re looking to replace or upgrade your wiper distributors. systems, we’re just a phone call away. distributors. systems, we’re just asystem phone call away. Introducing PSV’s new replacement Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on.
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• Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares
Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry.
PSV Wipers Ltd., Navigation Road, Diglis, Worcester WR5 3DE Tel. +44 (0)1905 350 500 • firstname.lastname@example.org PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, United Kingdom www.psvwipers.com Tel. +44 (0)1905 350 500 email@example.com www.psvwipers.com Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit: eisenbahnfans.ch
Looking to lower your Life Cycle Costs? PSV can help.
Whether your trains operate in the heavy snow of PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, United Kingdom the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper
We offer robustly engineered solutions for train builders, and system upgrades for operators (especially those experiencing a high LCC on
Time to upgrade y
Passengers say yes to improved stations Station improvements are worth the money even if they mean short-term pain for passengers, according to a new research report from Transport Focus, Improving stations: improving passenger satisfaction. The report looks at the past five years’ National Rail Passenger Survey results to find out how improvements to stations affect passenger satisfaction. Now the independent watchdog is calling on Network Rail and train operators to focus on the things that are most important to passengers in the design and delivery of station improvements. Chief executive Anthony Smith, said: ‘Stations are the gateway to Britain’s railway. It’s vital that passengers continue to be at the heart of future improvements. Investment in stations can improve passengers’ satisfaction with them when targeted at features which make a difference to their experience. This includes arrival time information, waiting rooms and the overall look and feel of the station.’ Key findings include: • passengers’ satisfaction with stations has significantly increased following improvement works • passenger satisfaction tends to dip during improvement works • passengers are less satisfied with the availability of staff and attitudes and helpfulness of staff at stations run by Network Rail • communication with passengers and the availability of staff are crucial when stations are being re-built and improved.
... introducing PSV’s new rep UK rail academy launches new apprenticeship standard The National Training Academy for Rail (NTAR), in partnership with Siemens, South West Trains (SWT) and Fareham CEMAST, is among the first to have adopted the Rail Engineering Technician ‘Trailblazer’ Apprenticeship Standard. The new standard forms part of the highly successful Siemens-SWT apprentice training programme, now in its third year, with the first cohort due to enroll this month. Developed over two years by industry employers including Transport for London, Network Rail, SWT, and Siemens, the standard aims to provide apprentices with technical, professional and occupational competence in rail engineering. The three-stage training programme will teach apprentices the fundamentals of engineering while also covering advanced subjects, including project management and railspecific units such as passenger comfort and traction conversion. The final stage will place apprentices in the workplace, where they will develop further business-specific skills and complete their End Point Assessment. Dan Walker, head of apprenticeship delivery at NTAR, said: ‘The Siemens-SWT programme has grown over the years and the introduction of the new standard has allowed us to take it to the next level. The learning experience that these organisations now offer together is powerful. It really sets the standard for collaboration and apprenticeship training in the industry.’ ... apprentice introducing replacement system Rob Hulson, and graduatePSV’s manager new at South West Trains, said: ‘Our partnership has led to amazing results so far and it’s something I’m really proud to be a part of. With the demands of modern trains and new technology the next generation of engineers need to be trained to the highest possible level. Through this partnership our apprentices have the chance to build an exciting and fulfilling career within an everchanging industry.’
The research covers passenger satisfaction levels at more than 50 major railways stations, overall satisfaction at the station and factors such as satisfaction with passenger safety and security at the station.
Time to upgrade your wipers? ... introducing PSV’s new replacement system
Time • Armsto upgrade your wipers? • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares
• Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares
Looking to lower your Life Cycle C
Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on. Looking to lower your Life Cycle Costs? PSV can help.
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We offer robustly engineered solutions for train At PSV, we’ve been developing and manufacturing Our m builders, and system upgrades for operators quality wiper systems for over 35(especially yearsthose (with 20 a high LCC onhighly experiencing years experience working withinoriginal theequipment). rail industry). and en At PSV, we’ve been developing and manufacturing Our manufacturing facility in Worcester also has a to mee Looking to lower Life Cycle PSV can help. quality wiper systems for over 35your years (with 20 highlyCosts? experienced team of in-house designers Weexperience are a proud supplier to international OEM years working within the rail industry). and engineers who will work alongside you Whether your trains operate in the heavy snow of the mountains, the your heat of the desert, or the harsh salty to meet individual needs. train builders, fleet operators and fleet support If you’ We are a proud to international OEM you can environment of thesupplier coast, you need a wiper system rely on. train builders, fleet operators and fleet support If you’re looking to replace upgrade your wiper At PSV, we’ve been developing and manufacturing quality wiper systems for over 35 yearsor(with 20 years distributors. distributors. systems, we’re just aOEM phone callbuilders, away. fleet system experience working in the rail industry). We are a proud supplier to international train Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on.
operators and fleet support distributors. • Arms • Wiper blades • Motors (24v and 110v) • Linkage systems • Control switches • Components & spares
Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry.
Why not discover the benefits of Call us today and ask for our Rail
PSV Wipers Ltd., Navigation Road, Diglis, Worcester WR5 3DE Tel. +44 350 500 • United firstname.lastname@example.org PSV Wipers Ltd, Navigation Road, Diglis,(0)1905 Worcester WR5 3DE, Kingdom www.psvwipers.com Tel. +44 (0)1905 350 500 email@example.com www.psvwipers.com
Looking to lower your Life Cycle Costs? PSV can help. Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper
We offer robustly engineered solutions for train builders, and system upgrades for operators (especially those experiencing a high LCC on
Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit: eisenbahnfans.ch
PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, Uni
Time to upgrade your wipers 17 NEWS |
... introducing PSV’s new replacement system
JobTime losses to at DB Cargo UK upgrade
your wipers? Best
The UK’s largest freight rail operator has announced plans to dispose of almost one quarter of its workforce and instigate changes to its business model in response to what it says are ‘rapid and unprecedented’ changes in the markets it serves. The German-owned firm, which employs 3,400 people in the UK highlighted the dwindling of coal and steel transportation as a major factor in its decision to potentially make redundant 893 employees across the business, downsize its locomotive and wagon fleet and ‘revise’ the number and locations of its operational sites. Hans-Georg Werner, CEO of DB Cargo UK, said: ‘Responsible and successful businesses must evolve and reshape as their markets change and sometimes this means making tough decisions. While this is a difficult time for all of us at DB Cargo UK, reshaping the company will enable us to build a business for the future and protect the majority of jobs. We are fully committed to supporting colleagues who may be at risk of redundancy. ‘We firmly believe in the future of rail freight in the UK. Our motorways and roads are becoming more congested and rail offers fast and clean supply chain solutions. Our new business strategy will ensure we are a perfect logistics partner of choice for customers across all sectors, including construction, automotive and intermodal, long into the future.’ Last month the government published a rail freight strategy underlining its commitment to rail freight, including ensuring more capacity on the network. But the RMT accused the government of a ‘shocking lack of support’ for the freight sector. General secretary, Mick Cash, said: ‘This is devastating news brought on through a combination of cut-throat practices in the UK rail freight industry and a shocking lack of government support for this key section of our transport infrastructure.’ ‘It is imperative right now,’ said Cash, ‘that the government intervene to save skilled jobs in the rail freight industry which are being butchered before our eyes due to a lack of action to protect steel, coal and the rest of our manufacturing base.’ The decision to phase out coal-fired power stations in order to cut carbon dioxide • Arms emissions – four closed earlier this year, leaving six operational – resulted in a 78 per cent •reduction Wiperin blades year-on-year the number of coal trains operated by DB Cargo. The UK steel industry’s problems have also led to and a 33 per110v) cent decline in the number of DB Cargo trains • Motors (24v running in this sector in the first nine months of 2016. • Linkage The company said no finalsystems decisions have been taken at this stage. All of the proposals are subject to formal collective and individual consultations. • Control switches The Eurotunnel Group (GET) announced recently that it has received a ‘binding and irrevocable • offer’ from EQT Infrastructure II, for the potential acquisition of its subsidiary, Components & spares GB Railfreight (GBRf), the third largest rail freight operator in the UK.
... introducing PSV’s new replacement system
HS2 has allocated £900,000 for psychological testing of prospective consortia’s construction crews as part of the evaluation of the Phase One main works civils contracts, worth approximately £5.4 - £8.6 billion. ‘The tests are about building confidence that bidders actually do have the skills they claim to have’, an HS2 Ltd spokesman told Rail Professional, and ultimately that they can deliver on the price they promise. HS2 Ltd would not confirm exactly what happens during the behavioural assessment days but ‘we’re talking about scenarios similar to those that might be encountered in the delivery phase,’ said the spokesman. He continued: ‘These would be out of the ordinary events that could be expected to happen and are designed to see how tendering teams approach, react and interact to deal with, resolve or mitigate problems. They are challenging exercises, which are difficult to ‘act’ through and sustain non-natural behaviours, even with practice and training research has demonstrated such exercises are the best indicators of behaviours that will be encountered.’ The testing constitutes 20 per cent of the assessment We offer robustly engineered solutions for train of each consortium’s bid. We offer robustly engineered solutions for trai John Doyle, director ofoperators B2B builders, and system upgrades for builders,those andPartnering systemPerformance, upgrades for (especially experiencing a highwhich LCC operators on is conducting the tests, said: (especially those experiencing a high LCC on original equipment). ‘When people write things down original equipment). they spin it. Seeing them actually Our manufacturing facility in Worcester behave is the best evidence.’ also has a
Looking loweryour your Life Life Cycle PSV cancan help. Looking to to lower CycleCosts? Costs? PSV help. Whether your trains operate in the heavy snow of
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quality wiper systems for over 35 years (with 20 years experience working within the rail industry). We are a proud supplier to international OEM
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We offer robustly solutions for train builders, andsupport system upgrades forIfoperators (especially those experiencing a train engineered builders, fleet operators and fleet you’re looking replace orneeds. upgrade your wiper to meet your to individual high LLC on original equipment). We aredistributors. a proud supplier to international OEM systems, we’re just a phone call away. Our manufacturing facility in Worcester also has a highly designers and engineers who will train builders, fleet operators and fleetexperienced support team of in-house If you’re looking to replace work alongside you to meet your individual needs.
or upgrade your w systems, we’re just a phone call away.
If you’re looking to replace or upgrade your wiper systems, we’re just a phone call away.
Why not discover the benefits of a PSV wiper system? • Arms • Wiper blades Call us today and ask for our Rail Specialist, Paul • Motors (24v and 110v) Curry.
Why not discover the benefits of athePSV system? Why not discover benefitswiper of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry. PSV Wipers Ltd, Navigation Road, Diglis, WR5our 3DE, Rail UnitedSpecialist, Kingdom Call us today andWorcester ask for Paul Curry. • Linkage systems • Control switches • Components & spares
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Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit: eisenbahnfans.ch
Whether your trains operate in the heavy snow of PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, United Kingdom the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper
We offer robustly engineered solutions for tr builders, and system upgrades for operators (especially those experiencing a high LCC on
VIEWPOINT FEATURE |
In the passenger seat David Sidebottom
A railway for all passengers Big strides have been made in station and train access in the last 20 years but delivery is still very patchy, points out David Sidebottom, and the industry can do better
ow often do you think about whether you will be able to step from the platform onto your train or hear the announcement that your train has been delayed? Most passengers turn up at the station, get on the train, arrive at the destination and don’t really notice anything in between on most journeys. For many disabled people, though, this is far from a reality. Some can make familiar trips without too much fuss but for many even the shortest trip has to be planned carefully to make sure that it is possible. Big strides have been made in station and train access in the last 20 years. Booking assistance at stations and on trains through Passenger Assist is good – when it works. Most rail companies recommend 24 hours’ notice for assistance although all promise to help, even if passengers just turn up unannounced– and why shouldn’t they after all? Other passengers don’t have to give
Just one aspect going awry can wreck a disabled person’s journey: a broken lift, a missed piece of information because only audio announcements are available; a member of staff fails to appear
notice. Improvements to station and train accessibility (much more step-free access, facilities for hearing – or visually-impaired passengers, wheelchair spaces, universal toilets, priority seating, electronic information) have made rail travel easier. Yet despite all these improvements, sometimes it doesn’t work as it should. Just one aspect going awry can wreck a disabled person’s journey: a broken lift, a missed piece of information because only audio announcements are available; a member of staff fails to appear. We’ve done mystery-shop research into passenger assistance three times: in 2008, 2010 and 2013 we asked passengers with disabilities to make a series of journeys and to report back on their experiences – the
best judges of a system being those who actually use it. In each wave of research, our shoppers reported some trouble-free journeys, some with a minor hitch and, sadly, several which went seriously wrong. Passengers reported either getting no help from staff to alight or being entirely unable to get off and being carried on to the next station, or when delays caused them to miss connections. The results showed the industry had some way to go to give disabled passengers full confidence in using the railway. Booking help is relatively trouble-free but assistance delivery is still too inconsistent. Too many passengers still do not receive the service which they have booked. Uncertainty creates stress and failures undermine the value of investment to make the railways Rail Professional
| VIEWPOINT / David Sidebottom
more accessible. With more than 4.5 million journeys being taken by people to work, study or visit friends and family each day and so much investment going into Britain’s railway we must make sure that we plan our future railways with disabled users in mind. Spontaneity improved The spontaneity of train journeys is something that also needs to be improved for disabled users. A recent case of how inaccessible transport really can be for disabled users came to my attention. Sophie Christiansen, who won three gold medals the Rio Olympics, commutes into London from Maidenhead for her job as a technology analyst. The wheelchair user, who has cerebral palsy, recently made this journey on Great Western Railway (GWR) but was not able to get off the train due to the lack of ramp at Paddington station. On this occasion Sophie did not book advance assistance. Sophie rightly questioned why she cannot just turn up and go. Shouldn’t we aspire to a modern railway which caters for all passengers? With her tech background Sophie has offered to build an app to alert train companies and stations that assistance is needed on a service. Simple ideas such as this could make for a smoother journey for disables users. We have highlighted this case with GWR and
On this occasion Sophie did not book advance assistance. Sophie rightly questioned why she cannot just turn up and go. Shouldn’t we aspire to a modern railway which caters for all passengers? will be challenging Network Rail and the rest of the industry on how transport can be more accessible and agile to all passengers’ needs. There are areas of good practice but delivery is still very patchy in places – especially when planned journeys are disrupted. Continuous performance improvements across the whole delivery process are still necessary. ‘Progress made, but can still do better’ remains our verdict. David Sidebottom is passenger director at Transport Focus
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Delivering the goods
Come freight with me Chris MacRae looks at the guidance on using rail freight and the need to capture new traffic
he Department for Transport published its rail freight strategy on 13th September 2016. Alongside that was published a consultantâ€™s report on future market growth and modal shift potential. Much of this is driven by the ending (albeit earlier than forecast) of power generation coal traffic and the less than forecast growth in construction aggregates traffic,
as well as constraints on growth of deep sea intermodal container traffic. Retail intermodal traffic remains a challenge for the rail freight sector, so new traffic needs to be found to fill the gap if rail is to achieve the growth and associated environmental benefits from modal shift that politicians want it to. Transport Scotland similarly launched its own rail freight strategy on 22nd March this
year in the face of similar challenges. Like the DfTâ€™s it is to be accompanied by a market study, albeit in the Scottish case coming as a work stream after the publication of the strategy. Alongside that is to follow a User Guide to explain to potential customers how rail freight might be used as a part of their supply chains. Against this background FTA has reissued its document Making use of rail â€“ a
Time to upgrade your wipers? ... introducing PSV’s new replacement system
Looking to lower your Life Cycle Costs? PSV can help. Whether your trains operate in the heavy snow of the mountains, the heat of the desert, or the harsh salty environment of the coast... you need a wiper system you can rely on.
We offer robustly engineered solutions for train builders, and system upgrades for operators (especially those experiencing a high LCC on original equipment).
At PSV, we’ve been developing and manufacturing quality wiper systems for over 35 years (with 20 years experience working within the rail industry).
Our manufacturing facility in Worcester also has a highly experienced team of in-house designers and engineers who will work alongside you to meet your individual needs.
We are a proud supplier to international OEM train builders, fleet operators and fleet support distributors.
If you’re looking to replace or upgrade your wiper systems, we’re just a phone call away.
Why not discover the benefits of a PSV wiper system? Call us today and ask for our Rail Specialist, Paul Curry. PSV Wipers Ltd, Navigation Road, Diglis, Worcester WR5 3DE, United Kingdom Tel. +44 (0)1905 350 500
Photo reproduced under the Creative Commons Attribution 2.0 Generic license. Credit: eisenbahnfans.ch
| VIEWPOINT / Chris MacRae
guide for shippers. Because FTA is a multimodal and pan-modal organisation we are un-biased and disinterested in modal choice: what is important is what mode or combinations can optimise the supply chain and drive down cost to the end customer, as well as within that context bringing affordable environmental benefits (it must not be forgotten that from a poorer base road freight carbon emission reductions have been steadily improving). FTA’s guide gives a basic introduction to making use of rail freight. It is aimed at shippers of goods who might be considering rail as a part of their supply chain solution. It covers potential opportunities and factors to be considered, as well as giving background on how the UK rail freight industry operates and contact points for exploring options further. Crucially it is aimed at a non-rail audience so makes the following key points addressed at them: • making use of rail can improve the quality of your logistics chain – in cost, reliability and environmental performance • since privatisation, the rail freight market has changed enormously in terms of efficient practices. The image that the industry had in British Rail days has long been superseded
• the UK has a strong competitive rail freight market with operators and logistics providers available to help make rail freight an effective part of modern supply chains • old restrictions on making rail a viable option, such as the quantity of freight required or the distance it has to travel, are being challenged • government and third party investment is optimising the rail network for freight users The main sections of the guide cover: • Rail: an introduction • Why rail freight? How it could benefit your company • What service is available? • Is rail freight an option for you? The factors to consider • How to start: exploring rail freight options further • Case study: user of rail freight • Further detail: how the rail freight industry works • Glossary of rail freight terms • Contact details • Strategic and supplementary freight sites A crucial section is Is rail freight an option for you? The factors to consider. This goes into the
detail size/volume of shipment, distance, type of shipment, network access, regularity of shipment. This is then followed by the section on How to start: exploring rail freight options further which looks at the suggested stages of: • feasibility study • identifying partners (rail freight operating companies/logistics service providers) and conducting a trial flow • assessing environmental benefits • establishing a business case • business operational review • launching rail flow • conducting periodic reviews Hopefully such guidance will help encourage modal shift to rail where it is viable logistically to do so.
For further information on the Freight Transport Association’s rail freight policy work contact Chris MacRae, head of policy – rail freight Tel: 07818 450353 Email: email@example.com Visit: www.fta.co.uk
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Road Rail Access
Britain Runs On Rail We will create a strategy capable of adapting to both local and regional needs, sustaining our long-term vision of how rail can benefit our national prosperity, says Paul Plummer
he last 20 years have been a success story for Britain’s railway. Long-term growth in rail passengers, more trains and higher standards of customer service means that train operators now pay back money to government and the railway, now the safest in Europe, covers its day-today costs. That success means that following years of growth, it’s no accident that the case for the railway has been made: at least with decision makers and funders. Commercial initiative coupled with government investment has revitalised a transport system that is now crucial in underpinning the economy and meshing us together as a nation. And if power is to be devolved to city and regional authorities, rail is ready to play its part.
We need to set out some of the basics, and win our customers’ trust – whether passengers or freight users. We need to set out clearly what the rail industry is doing to cut delays, such as through investment in signalling systems Rail Professional
Growth has brought with it some especially acute challenges: the need for capacity, the drive for modernisation. And because of those challenges, there’s a need to have a more honest and open conversation with the public about the role of the railway in 21st century Britain: our Britain Runs On Rail campaign will enable that conversation. Funding from taxpayers is supporting the £50 billion plus Railway Upgrade Plan, which is building the bigger, better railway that passengers want and the country needs. But while that investment goes into the new track, trains, stations and signalling, we
need to better explain the role of the railway. We need to set out some of the basics, and win our customers’ trust – whether passengers or freight users. We need to set out clearly what the rail industry is doing to cut delays, such as through investment in signalling systems. And we need to say how rail companies are making passengers’ journeys more comfortable with new trains in every region of Great Britain. The challenges that face our network would face any system dating back to the Victorian era, and are compounded by decades of under-investment. Some result
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| VIEWPOINT / Paul Plummer
from modernisation programmes such as the Thameslink project and the expansion of London Bridge Station, due for completion in 2018. The end result will be worth it; and it is all part of a strategy to make rail fit for the 21st century. But at the same time, we’re acutely aware of the inconvenience passengers may face in some parts of the country while upgrades to the network are being carried out. Over the coming years a host of developments will dramatically enhance our capacity and passengers’ experiences. More trains (over 5,500 new carriages between now and 2021) will mean a vastly increased number of seats on trains during morning and evening peak times, as well as improved reliability and better journey times. The network will expand, with new and reopened lines, not least HS2. Crossrail and Thameslink will be completed, and Network Rail’s programme of enhancements in the north of England will be well underway. Station improvements will accelerate, and plans are underway for a system of digital signalling and control that will bring a stepchange in rail management under the Digital Railway banner. The list goes on and on, and the investment in the £50bn-plus Railway Upgrade Plan is testament to the belief of government and rail operators that rail has a
vibrant future. Have to be consistent The mix of public and private investment in our railway is producing the outcomes for the railway that Britain needs and wants. Keeping up this investment will be vital, but with the reclassification of Network Rail’s debt in 2014 we need to consider new financial models. What’s really important is what works for the railway, but looking ahead at anything between 10 to 30 years in the future we have to be consistent in the way we carry out our plans. Against this backdrop is the likelihood of further devolution to our major cities – whether that’s the Northern Powerhouse or the Midlands Engine. Devolution could mean Transport for London taking over inner suburban routes across London, while the new northern transport bodies have laid out detailed proposals for their vision of rail accountability. The rail industry is flexible and willing to adapt to these political and financial realities, but will seek to shape these new ways of delivering rail services. Devolution of rail so long as the passenger or the freight customer ultimately benefits from it. Sensible planning, transparency and co-operation are all key
to negotiating successful relationships that will build the railway of the future. The shift in power will only mean something if the aspirations of city and regional leaders have the resources to make them a reality. But the experience of the rail industry can help them meet their needs, efficiently and in a way which generates value in their communities. We expect a share of that value to fund our operations, and involved in these projects from the start, alongside local authorities, developers and other interested parties. Above all, whether the railway is run at a national or a regional level, we have a joinedup railway system. Our network is seamless as one railway, and we need to build on that. Improving the connections between our great cities will better spread economic growth. New authorities will develop infrastructure, but we can play our part in ensuring that growth occurs across Britain. We will create a strategy capable of adapting to both local and regional needs, sustaining our long-term vision of how rail can benefit our national prosperity. Paul Plummer is chief executive of the Rail Delivery Group
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FEATURE | VIEWPOINT
Laying down the law
Keeping data safe Martin Fleetwood looks at the important obligations around holding personal data on individuals
ecently a nursing home in Northern Ireland, which was found to have failed to properly protect the sensitive personal data it held, was fined £15,000 by the Information Commissioner’s Office (ICO). In this case the data in question related to both employees and residents at the nursing home, but the position taken by the ICO is clear for any industry – where a loss of personal data is likely to cause substantial damage and distress to the individuals concerned, significant fines are likely to follow. Within the rail industry, there is a significant amount of data held on individuals, whether as employees, contractors or customers. Some is held on laptops and in the majority of cases, those laptops are used at home, in numerous offices and on work sites around the country.
It is important for organisations to have policies in place covering homeworking and working in remote locations, the storage of mobile devices and encryption as well as providing adequate training on data security
It is important for organisations to have policies in place covering homeworking and working in remote locations, the storage of mobile devices and encryption as well as providing adequate training on data security. Protecting personal data The definition of personal data is broad and covers data which relates to a living individual who can be identified from that data or by combining it with other information in the possession of the data controller. Importantly it includes any expressions of opinion about the individual or any indication of the intentions of the data controller or any other person in respect of the individual. The Data Protection Act 1998 (DPA) has eight data protection principles to protect
individuals, including the importance of data security. The level of security provided is required to be fairly high. In the case of the Northern Ireland nursing home, the work laptop was stolen from a bag in the staff member’s house during a burglary. Although the laptop was password protected, the data was unencrypted and the ICO considered that there was no reason why the data was not encrypted, particularly as the laptop was being taken home on a regular basis for work to be completed. Size of the fine In the current case, the fine reflected the size of the nursing home as well as the seriousness of the breach and the number of individuals affected. Larger businesses and organisations, responsible for a similar Rail Professional
| VIEWPOINT / Martin Fleetwood
level of data breach, would most likely be facing a much higher penalty. The intention of the fine is to be large enough to make an organisation take its data protection seriously. More requirements on their way In May 2018 the DPA will be replaced (or at least amended) by the new General Data Protection regulation (Regulation 2016/679) (GDPR). As the UK is unlikely to have left the EU by that date, the GDPR is expected to be translated into UK law. The requirement for security of data remains a key principle in the new GDPR. The GDPR contains a new accountability requirement which will require data controllers and data processors to be able to demonstrate compliance with the principles. As such the need for appropriate data compliance policies and proactive and regular training on such policies will increase. Actions for the rail industry This latest publicised breach should make all organisations collecting and processing personal data of customers, clients and employees consider what steps they have in place to protect that data. Data stored
existing requirements of the DPA. Data security is not just about having the right technology (such as robust passwords and encryption), although that is important, but also making sure employees understand how to comply with practical data protection requirements both in and out of the workplace. This can be achieved through having the right policies in place, giving regular and comprehensive training on the requirements and careful management to ensure the policies are implemented. The level of security used should be appropriate to the harm that may result from that data being lost, damaged or processed unlawfully. As such sensitive data stored on a portable device, which are at higher risk of loss and theft, should attract a higher level of protection both technologically and physically.
The eight data protection principles of the Data Protection Act 1998 Personal data must be: • used fairly and lawfully • used for limited, specifically stated purposes • used in a way that is adequate, relevant and not excessive • be accurate and up-to-date. • kept for no longer than is absolutely necessary • handled according to people’s data protection rights • kept safe and secure • not transferred outside the EEA except to countries with similar data protection.
Martin Fleetwood is corporate partner at Shoosmiths
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FEATURE LEGAL |
Power of TWAO Jane Wakeham looks at the promotion of new transport infrastructure by Combined Authorities
he introduction of Combined Authorities as a result of the Local Democracy, Economic Development and Construction Act 2009, later amended by the Cities and Local Government Devolution Act 2016, recognised the manifest advantages of councils coming together to provide economic development, regeneration and transport functions across traditional local authority boundaries. It perhaps goes without saying that the chances of achieving the first two of those objectives are significantly improved by addressing the third in a structured and progressive way. It is therefore interesting to reflect on what is entailed in promoting new transport infrastructure and whether Combined Authorities are likely to have any
In the case of the construction and operation of new tramways, trolley vehicle systems and other guided transport, canals, and railways that are not of national significance, it is necessary to obtain statutory authorisation by means of Transport and Works Act Order (TWAO)
practical advantages over their predecessor Integrated Transport Authorities when it comes to bringing forward proposals. In the case of the construction and operation of new tramways, trolley vehicle systems and other guided transport, canals, and railways that are not of national significance, it is necessary to obtain statutory authorisation by means of a Transport and Works Act Order (TWAO). This is delegated legislation (a statutory instrument) made by the secretary of state for transport under the Transport and Works Act 1992. The regime survives, and should not be confused with the process for obtaining development consent under the Planning Act 2008.
scheme • compulsory acquisition of land or rights over land • compulsory acquisition of other land required permanently or temporarily (e.g. for construction sites, access or environmental mitigation) • closure or diversion of roads or paths, or their creation • other powers such as, for example, powers to use watercourses, protect adjoining buildings, move utility apparatus, make by-laws • power to transfer the statutory undertaking; and importantly; • the provision of a defence against statutory nuisance.
A typical TWAO will authorise: • operation and maintenance of the
It is evident that the potential scope of a TWAO is very wide. Indeed, it may
extend to all sorts of ancillary development such as ‘park and ride’ sites, bridges and underpasses or even electricity sub-stations and overhead lines related to a scheme. Putting all this together requires input from a number of discrete disciplines, each of which is essential to the outcome. Each discipline within that team needs to know what is expected of it to comply with the Transport and Works (Applications and Objections Procedure) (England and Wales) Rules 2006 and how its contribution fits into the overall scheme. Since the TWA Order must include all those powers required to deliver and operate the scheme, it should be drafted only by specialist lawyers, usually Parliamentary Agents, and it will usually be the Parliamentary Agent that oversees the preparation for, and conduct, of any public inquiry hearing objections in close co-operation with the project team. Where a TWA Order authorises development, planning permission will generally be required. The secretary of state may, when making a TWAO, issue a direction under section 90 (2A) of the Town and Country Planning Act deeming planning permission to be granted for any development authorised by it. The promoter must request such a direction when submitting the application for the TWAO, which may16:30 v2-half.pdf 1 23/03/2016
be for either outline or detailed consent. Alternatively, planning consent may be obtained separately.. If listed structures are affected (for example, where the route of a tramway or other system passes through a city or town centre), applications for listed building consent or conservation area consent must be made to the local planning authority and will be ‘called in’ by the secretary of state so that they are heard as part of the TWA Order process. So, it goes without saying that an application for new transport infrastructure is usually complex and, even where the need for a scheme is obvious and generally supported by the public, it is likely to be subject to opposition from those it affects. Simply gaining powers can be an expensive and, frequently, a demanding enterprise. A key advantage that a Combined Authority enjoys is the ability to plan strategically across a wide area. Some devolution deals anticipate joint working with national bodies such as Highways England and National Railway, enabling new schemes to integrate with existing services so as to link people and jobs. Another advantage is access to a wider pool of experience and expertise, which ought, in theory, make it possible to proceed with applications for statutory powers more efficiently.
Suite of financial advantages Perhaps of more importance, however, is a suite of financial advantages over the predecessor bodies; including, in particular, powers to borrow and to impose a levy on its member councils enabling the Combined Authority to re-distribute and pool resources across local authority boundaries. Combined Authorities are also able to retain 100 per cent of business rates over a certain level (and to impose up to 2p on the pound on business rates in the case of Mayoral authorities). It is also fair to suggest that the very nature of the beast puts it in a stronger position to bid for funding of particular schemes from government and, for now, from the EU than smaller bodies. Finally, the recent devolution deals included sizeable investment funds over a significant time period, making it possible to think imaginatively about how a future regional transport network might look, with a realistic prospect of bringing such plans to fruition in the medium to long-term. The coming together of public bodies who might once have been striving, as rivals, to promote independent schemes can only enhance the prospects for integrated schemes across former boundaries and investment in new technology. Jane Wakeham is a senior associate in the Transport and Infrastructure team at Winckworth Sherwood. Email: email@example.com
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FEATURE LEGAL |
Remains to be seen New Access Regulations add a little more definition to the rules governing access to rail facilities, but the answer to the longer-term question of how those rules will be adapted for a post-Brexit future remains to be seen, says Martin Watt
he new Railways (Access, Management and Licensing of Railway Undertakings) Regulations 2016 (the New Access Regulations) introduce some new rules for railway facility owners. They also demonstrate some of the issues that may need to be thought through in adapting EU derived railway law such as this to a post Brexit environment, depending on the deal the UK negotiates for its EU exit.
Other important developments under the New Access Regulations relate to ORR’s functions. It is given specific responsibilities to control ‘on its own initiative’ the rules relating for example to access, charging, capacity allocation and network statements that infrastructure managers issue
The New Access Regulations came into force on 27 July and completely replaced the prior Railways Infrastructure (Access and Management Regulations) 2005 Access to facilities. They give effect to EU Directive 2012/34/EU which is a recast of the earlier ‘First Railway Package’, and include the following points. The New Access Regulations extend and clarify the minimum access package that railway undertakings not operating freight or international passenger services can expect from an infrastructure manager. This improves certainty about the nature of the rail facilities that must be made available. Having said that, the right to apply for the minimum access package now only extends to railway undertakings, and not to all applicants. Also, a number of new restrictions and rules have been introduced in relation to railway service providers. Firstly, a new use or lease it mechanism has been introduced. Under this, railway service facilities such as refuelling facilities, passenger stations, freight terminals, marshalling yards, storage sidings and maintenance facilities must be offered for lease in certain cases. The obligation arises when the facility has not been used for two years and a railway undertaking has expressed an interest to access it on the basis of a demonstrated need. The only case where the obligation would not arise is where redevelopment work prevents the use of the railway facility by any railway undertaking. Secondly, where the provider of the railway service facility is under the control (whether direct or indirect) of a dominant body, it must hold separate accounts from that body, including separate balance sheets and profit and loss accounts. In certain cases (including a passenger station, but not including a maintenance facility) the
service provider under the control of a dominant body must also be independent in organisational and decision making terms, although this does not mean it has to be a separate legal entity. Dominance refers to market position and will be a question of fact in each case. Importantly, it refers to the body’s position in the market which the railway facility is used to serve. A third and key point for railway service facilities is a new charging restriction. The New Access Regulations require the charges for services not to exceed the costs of providing for them plus a reasonable profit. In its guidance ORR states that it expects the service provider to be able to demonstrate how charges reflect the cost of providing access to its services facilities and /or the supply of services within those facilities, if requested. While facility owners have long been accustomed to a regime that requires them not to discriminate unduly, this rule potentially brings a greater level of scrutiny to such things as negotiations for light maintenance facilities at rail depots. ORR has said that it expects service providers to be clear to applicants what criteria may affect the calculation of charges, and that they must be able to demonstrate that the fees invoices comply with the published criteria. Other important developments under the New Access Regulations relate to ORR’s functions. It is given specific responsibilities to control ‘on its own initiative’ the rules relating for example to access, charging, capacity allocation and network statements that infrastructure managers issue. This must be done by ORR with a view to preventing discrimination against applicants for facility access. ORR is also given the power to make a direction on its own initiative to correct market distortion or undesirable developments in the competitive situation for railway facilities.
Questions remain for UK rail The New Access Regulations have been followed by government’s announcement of the so-called Great Repeal Bill to ensure preexisting EU law remains effective post-Brexit. Laws governing UK rail are dominated by EU Directives (which must be transposed into UK law) and EU Regulations (which have direct effect). Knowing that these laws will carry on in force even after the European Communities Act 1972 is repealed is therefore helpful clarification for the UK rail industry. As in so many other sectors, however, many questions remain for UK rail despite what the government has so far told us of its plans, because UK rail law is so closely intertwined with the EU and its processes and institutions. In the case of the New Access Regulations, by way of illustration, there are firstly a number of provisions expressly related to our membership of the EU. For example, under Regulation 7, the government is required to keep the EU Commission informed about, and where appropriate invite it as an observer to, negotiations on cross border agreements. Similarly, Regulation 20 applies to the allocation of infrastructure capacity in the form of a train path crossing more than one network within the European Union. And under Regulation 37, ORR is required to exchange information about its work,
decision making principles, and practice with the national regulatory bodies of other Member States. There are also a number of references to the EU. For example, there are references to railway undertakings owned or controlled by a Member State, or to the need to take into account the ‘...general needs of the European Union...’ in the context of railway infrastructure strategies. If the UK was to join the EEA (the socalled ‘Norway Option’) these references would not be a concern because EEA states have adopted most EU law relating to the single market, and single market laws normally expressly encompass EEA states. However, in a situation where the UK had left both the EU and the EEA (and therefore the single market), leaving the references as they are would leave uncertainties and some provisions which don’t make sense. Overcoming these issues would require a number of carefully drafted general rules and, most probably, some painstaking rewriting and refinement on a law by law basis. Given that issues of this type are not unique to the railway sector, and arise in most EU derived laws, resolving them will be a time consuming undertaking. In the meantime the New Access Regulations add a little more depth and
As in so many other sectors, however, many questions remain for UK rail despite what the government have so far told us of its plans, because UK rail law is so closely intertwined with the EU and its processes and institutions definition to the rules governing access to rail facilities. The answer to the longer-term question of how those rules will be adapted for a post-Brexit future remains to be seen. Martin Watt is managing associate in the Energy, Transport and Infrastructure team at Dentons
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VIEWPOINT FEATURE |
An important first step Pressure on rail companies to act can only increase now that the Consumer Rights Act has come into force, says Pete Moorey
onstant delays, chronic overcrowding and a series of strikes have contributed to a summer of discontent for rail passengers up and down the
country. As a result of such seemingly endless disruption, it’s no great surprise that we’ve seen people’s trust in train companies falling. Our recent research showed that trust in the train sector has dropped over the last year, with only 26 per cent of people trusting train companies in July 2016, down seven percentage points on July 2015. Similarly distrust has risen by 30 per cent, up seven percentage points on July last year. But what changes can be made to help train companies begin to rebuild trust among
It’s a situation that we’ll be looking at closely, and if the train companies are found to be letting their passengers down, we will be looking at potential legal action to test these new rights. In fact, we’re actively seeking people to help test and shape the new regime in the rail sector
customers? Which? believes that much more needs to be done to ensure that passengers receive compensation for journeys that are disrupted, particularly for long-suffering season ticket holders and commuters forced to use overcrowded short-form trains at peak times. We know this is clearly something that the public want to see action taken on, with more than 47,000 people signing up to our campaign to make rail refunds easier. We’ve found that rail companies simply haven’t been doing enough to highlight the compensation that’s available to passengers so in December 2015 we made a supercomplaint to the Office of Rail and Road. We called for action on passenger compensation for delays after finding that only 34 per cent of passengers who may have
been entitled to a refund said they actually claimed. With 47 million rail passenger journeys cancelled or delayed by more than 30 minutes over a year, action needed to be taken. The regulator agreed with our findings, proposing remedies for improvements. These included increasing passenger awareness of the compensation available and providing clearer, plain English forms as well as website information and other written communication to make the process of claiming compensation simpler. Pressure can only increase Pressure on rail companies to act can only increase now that the Consumer Rights Act has come into force. On 1st October the rail industry was finally brought into
| VIEWPOINT / Pete Morey
Passengers may also be entitled to payment for consequential losses such as missed connections. So, for example, if you are travelling to catch the train to the airport and are delayed by a train which consequently means you miss your flight, they could have to pay you compensation for your delayed journey and the missed flight line with other sectors and passengers are now entitled to claim compensation under the Act. We think this is great news for passengers and are pleased that the new rail minister is committed to putting passengers first; and during the Conservative Party Conference, the Which? team was at Birmingham New Street station, handing out details on passengers’ new rights. The Consumer Rights Act gives
passengers the right to get compensation paid via the same method they bought the ticket, and should see the end of vouchers being used as a default form of paying compensation. It’ll also mean a quicker payout from train companies, who will now be required to pay passengers within 14 days of agreeing that a refund is due. Passengers may also be entitled to payment for consequential losses such as
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VIEWPOINT FEATURE |
Keeping the skills agenda on track The May government’s new industrial strategy bodes well for rail but it can only succeed if the skills policy is developed hand in glove with the infrastructure schemes themselves, says Ben Blackburn
or the new Conservative regime, grasping the skills nettle is a becoming a central theme of its policy agenda. In their speeches to the Conservative Party annual conference in Birmingham last month, no fewer than eight secretaries of state, and one candidate for the West Midlands Metro mayor, mentioned the party’s work on skills, apprenticeships and technical education. In his speech to conference, transport secretary Chris Grayling trumpeted Crossrail – ‘British skills on a world-beating project’ – and rightly so. Shout-outs were also generously given to apprentices from Bombardier, Carillion and National Express. Meanwhile defence secretary Michael Fallon set out his plans to encourage ex-servicemen and women back into work via apprenticeships, and to create new in-school cadet units to help deliver 50,000 apprenticeships by 2020. But before hot-footing it back to Westminster, Mr Grayling also took in the progress of the National College for High Speed Rail in Birmingham which, by this time next year will – together with its sister site in Doncaster – be open to students. It is estimated that businesses will need approximately 87,000 graduate level engineers every year for the next ten years. And, with HS2 on the horizon, 30 per cent of the current rail workforce will need further training to deliver the demands of high speed rail. The transport skills strategy already commits the government to create 30,000 apprenticeships across rail and road by 2020, but clearly much is needed at a pan-departmental level. Helping to recalibrate the economy All this is politically sensible as the skills agenda helps to address a number of challenges the UK now faces as it recalibrates its economy for a post-EU future. First, it is clear that the UK is over-reliant on the (predominantly London-based) service sector. More focus is being put on the need
for our exports to become internationally competitive; for goods to be produced which are wanted across the world. For the government, building a proper skills base is one way of bolstering our capacity to deliver the kind of advanced, innovation led goods and services needed to meet domestic and overseas demand. Second, skills also play into the devolution agenda by giving the new generation of city region mayors the power to build the skills that will power growth in regional jobs and attract new investors in knowledge intensive, skills thirsty sectors. Analysis from the Centre for Cities shows us that the UK is highly dependent on its cities – they already play a proportionately bigger role in the national economy than our rivals in Europe. Yet there is so much potential that needs to be
unlocked if the UK is to be truly competitive. We are laggards on productivity. Nine out of 10 of our cities are less productive than the European average and more than 50 per cent are in the least productive quarter of cities Europe-wide. This is because skills in the UK are too often low quality. UK cities have the third largest concentration of low-skilled residents in Europe and three quarters have a lower proportion of high-skilled residents than the European average. If cities are already the powerhouses of our national economy, then city devolution has a major role to play in meeting this particular challenge. New industrial strategy a positive for rail The rail sector has known for some time that investing in skills is an absolute necessity if the multitude of major infrastructure projects
Nine out of 10 of our cities are less productive than the European average and more than 50 per cent are in the least productive quarter of cities Europe-wide. This is because skills in the UK are too often low quality. UK cities have the third largest concentration of low-skilled residents in Europe and three quarters have a lower proportion of high-skilled residents than the European average. If cities are already the powerhouses of our national economy, then city devolution has a major role to play in meeting this particular challenge
| VIEWPOINT / Ben Blackburn
like HS2, Crossrail and Northern Powerhouse Rail – not to mention the huge body of work to upgrade the existing infrastructure through electrification, signalling and so on in CP5 and CP6 – are going to be progressed and delivered effectively. When prime minister May made explicit reference to a new industrial strategy in her conference speech, this should be received as positive for the rail sector, a sector that should be at the vanguard of the new skills agenda. We will know more in this month’s Autumn Statement, but the signs are that there will be rebalancing of economic policy away from quantitative easing towards tax and spend, including freeing up money to flow into strategically important industrial sectors and fund infrastructure investment. Despite enormous rhetorical commitment to infrastructure by governments over the past six years, and aside from the very high profile pieces of nationally significant infrastructure that are in various stages of planning and delivery, it is instructive that the proportion of GDP actually spent on infrastructure has remained low. Capital investment has been on a downward trend for most of the period since the coalition government came to power. And, while the majority of planned infrastructure pipeline investment will be privately funded, public investment totalled just £34.4 billion in 2015/16, only 1.9 per cent of GDP. This is from
a recent peak of 2.8 per cent (£36.7bn in 201415 prices) in 2010-11, the effect of Labour›s fiscal stimulus programme in the late 2000’s. The May government’s new industrial strategy bodes well but there is a danger of putting the cart before the horse. It can only succeed if the skills policy is developed hand
in glove with the infrastructure schemes themselves. Otherwise, we will simply be unable to provide the human capital needed to realise the scale of infrastructural investment. Ben Blackburn is senior account manager at Freshwater UK
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VIEWPOINT FEATURE |
Why pay (more) for delay? The rail industry may soon have to compensate passengers for delays of more than 15 minutes. This is likely to have lasting impacts, and itâ€™s not clear the benefits outweigh the costs, says Andrew Meaney
recently had to take a lot of flights to and from other countries in Europe in a two-week period. Every flight was severely delayed due to a mixture of weather conditions, air traffic control strikes and congestion, and on one occasion I was delayed by over three hours. However, on no occasion was my flight deemed by the relevant European Directive to be sufficiently late that I should receive compensation from the airline concerned, even when the delay lasted three times as long as my flight. Moreover, neither Highways England
nor local highway authorities compensate road users when their journeys are delayed. Coach and bus operators either do not make refunds, or only do so in tightly-controlled circumstances (essentially where the delay is down to their own actions, rather than, say, incidents on the road network). Nevertheless, it is anticipated that train operating companies will soon be required to compensate passengers for delays of more than 15 minutes1. In the context of passenger dissatisfaction with late or cancelled services, and the impact poor punctuality has on overall
passenger satisfaction, this is perhaps an understandable political reaction. However, as I have explained in a previous column, part of the political issue is that fares are unrelated to the service being provided; indeed, in many areas where the network is very busy, fares are often set in order to pay for other parts of the network. In this situation, it is unsurprising that passengers experiencing delays are particularly upset when they are, at least partly, paying for someone elseâ€™s enjoyment of the network as part of their ticket price. It is not as if railways in Britain are
| VIEWPOINT / Andrew Meaney
Third, the improved passenger compensation must make funders, the Office of Rail and Road, operators and Network Rail more risk averse in relation to adding services onto the network. Adding trains without expanding the network makes delays more likely, so there will be a new disincentive to increase service frequency, or increase competition via open access services. This is perhaps the most unfortunate long-term effect of the proposed change disinterested in punctuality. Many franchises now incorporate passenger satisfaction (scores for which reflect passenger responses to delays) as a performance indicator, with financial penalties for missing targets. Since privatisation, the much maligned, but economically sensible Schedule 8 of the Track Access Agreement between Network Rail and operators requires delays to be attributed between the parties, and money to flow between them depending on who caused the
delay. Meeting franchise bid expectations in relation to the performance regime can often mean the difference between a Toc making a profit and not. Not just a financial issue Performance is not just a financial issue. Politicians have had a direct interest in rail’s punctuality through participating in National Task Force meetings, while national media often reports on routes suffering a period of particularly frequent delays. Moving to paying for delays of over 15 minutes will be expensive. The latest data suggests that more than 90,000 trains were delayed by between 15 and 30 minutes in the past 12 months; assuming there are 100 passengers per delayed train, and paying just £5 to each passenger affected would have cost Toc’s nearly 45 million pounds. It is likely that, in the short-term the DfT will need to compensate Toc’s for this change in government policy, through a renegotiation of existing franchise agreements, potentially affecting its ability to fund other services. However, I think it will also have a number of other effects. First, as the new arrangements bed down, there is likely to be considerable uncertainty about the extent of delays and, therefore, Toc exposure to the compensation payments. It may be the case that the DfT will have to indemnify operators
initially to avoid them having to take the risk of unexpected financial effects. This will further hit the DfT’s budget. Second, it is likely to increase calls for new capacity. This can come through large enhancements, such as HS2 or Crossrail 2, but also getting more out of the existing capacity through new signalling technology (including what comes under the banner of Digital Railway). But funding for new capacity, as a consequence of increasing passenger compensation, seems to me to be rather odd. Third, the improved passenger compensation must make funders, the Office of Rail and Road, operators and Network Rail more risk averse in relation to adding services onto the network. Adding trains without expanding the network makes delays more likely, so there will be a new disincentive to increase service frequency, or increase competition via open access services. This is perhaps the most unfortunate long-term effect of the proposed change. As far as I can tell, there has been no assessment of the costs and benefits of this change in compensation to passengers. Providing such transparency in light of the likely effects, and the generous terms that rail would be committing to relative to its competitor modes, would be most welcome. Andrew Meaney leads Oxera’s Transport team
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VIEWPOINT FEATURE |
Women in rail
A visible presence Adeline Ginn advises how to attract and keep great women in your organisation
mployment opportunities in UK rail are booming, yet the industry is facing a real challenge – a skills shortage and a lack of diversity which threatens rail’s growth. To achieve a better future for rail it is vital to promote rail as a career of choice, to redress the gender balance and fill our ever growing pipeline with the best and more diverse talent. Currently, just 16.4 per cent of the total UK rail workforce is female, an issue that Women in Rail is working to redress with the wider industry. But how do you convince more women to join your organisation and how do you retain them and help them progress through their career? Company culture Company culture is a key contributor to attracting and retaining female talent. A
To create a positive culture that supports women, it is advisable to showcase company policies and initiatives aimed at challenging unconscious biases and promoting diversity
company that shows dedication to achieving gender diversity will be more attractive to prospective female employees, particularly within an industry having a reputation for being male dominated, like rail. To create a positive culture that supports women, it is advisable to showcase company policies and initiatives aimed at challenging unconscious biases and promoting diversity. This can be done through, for instance, an internal mentoring scheme where senior managers and executives mentor junior women.
Generate a pipeline The decisions made early on in our career will shape its path. Employers wishing to retain their female talent should ensure that there is a clear policy demonstrating that women and men working in the company are treated equally and progress in equal numbers throughout the organisation. The rationale for building a pipeline is simple: it’s about building a path for women leaders to tread upon, not only today but for future generations. It’s about establishing role models and mentors for younger women Rail Professional
| VIEWPOINT / Women in Rail
in the workforce and setting them up for success. Improving women’s progression from middle to senior management is likely to have a ‘multiplier effect’ by generating a healthy pipeline of female talent for executive and board-level appointments. Be flexible The availability of flexible working is an essential consideration for working women and, as such, internal company policies that support parents’ choices and demonstrate that it is culturally acceptable to work flexibly will be very attractive to women. Many women do want to return to work following a period of absence, often as a result of maternity leave, and just as many men would love to be more involved with hands-on parenting, despite cultural misperceptions around this. Senior managers and executives supportive of the flexible working policy should promote it as a positive for men and women and lead by example – leave early on a Tuesday for a language class or the PTA for example. And importantly, encourage others to do the same. Be open about the gender pay gaps The gender pay gap can only persist within a culture of secrecy. Back in July,
David Cameron announced plans to make companies more open about what they pay women compared to men. These rules, which will see firms with more than 250 workers reveal whether they pay men more than women, are expected to come to fruition in April 2017. It is important to take a view across different seniorities too. Often gaps across senior positions are less significant, but in entry level roles, differences are often wider. Companies should use data to focus efforts to ensure equal pay. If women, or men, feel discriminated by their organisation on pay, they may leave for other companies or industries that have a better pay process or balance. Review and reward Companies should regularly review people’s performance ratings and promotions by gender to see trends and differences and take pro-active steps to close any gaps. This may involve reviewing job descriptions and the method of evaluation to ensure women’s talents and achievements are evaluated in line with their male colleagues. Assignments abroad It is important that organisations do not assume that just because a woman has children she will not want to be considered for an overseas post. Those companies who
might find it difficult to second their talent overseas, may want to consider short-term or split-base postings. Return to work Every company should have an excellent maternity leave policy. Employers who get it right allow mothers to get in touch while they are away, help phase them back into work, encourage them to pursue their careers and show them that they are valued by giving them career-boosting opportunities. Prioritising the development of women in rail is not just about striving to appear fair and equal – it is about expanding and optimising the talent pool in any organisation. With just 0.6 per cent of women in rail being executives, this is especially important. What is self-evident is that the rail industry is in possession of a wealth of relentless enthusiasm which – properly harnessed – will certainly enable it to meet the challenges that lie ahead.
Adeline Ginn is founder of Women in Rail and General Counsel at Angel Trains
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Stepping up to the Big Rail Diversity Challenge Adeline Ginn describes all the fun of the day...
n September, the inaugural Big Rail Diversity Challenge was held at Bruntingthorpe Proving Ground. The event set out to show that gender diverse teams work better together and to raise awareness of the business benefits attained when companies improve their male:female worker ratio. The Big Rail Diversity Challenge is an important step in the rail industry agenda. It openly seeks to disprove one of the most destructive myths in professional life: that women and men cannot work effectively together. By engaging both men and women in equal measure we have started to tackle gender imbalance head on and create a more attractive, productive and successful industry in the process. More than 300 attendees took part in a
The Big Rail Diversity Challenge is an important step in the rail industry agenda. It openly seeks to disprove one of the most destructive myths in professional life: that women and men cannot work effectively together
physically and mentally demanding set of challenges, from soapbox building to mindboggling quizzes. A favourite among many, the Haka Challenge saw teams face-off in a traditional New Zealand haka dance – made famous by the country’s All Blacks. The activity was symbolic as traditionally the haka is performed by men, with the female role, if any, limited to providing support by singing in the background. Donning their warpaint and scariest ‘pūkana’, the teams worked together to learn the intricate stances and moves to portray the instruction as closely as possible. After a tiring day and competition the
time came for the awards presentations. Acknowledgement was paid to teams who stood out in individual challenges, taking into consideration the highest scores earned, team effort, cooperation and communication. The Best Team name was judged ahead of the event by Bernadette Kelly, director general of the DfT Rail Executive, who was looking for originality and creativity. The award was given to The Nuts and Bolts, a team made up of people from Porterbrook Leasing Company. It was presented by Susan Evans, connected communities and devolved regions director, Alstom Transport. Katie Mason, events manager for The
Railway Children (chosen charity for 2016) awarded Fusion (Bam Nuttall joint venture) with a trophy for the Best Shelter. It was built using bamboo canes, bin bags and shoelaces – items that may be available to a child living on the streets. As well as needing to be able to withstand wind and rain, the teams were judged on communication and the way they worked together. I presented the third award for Collaborative Teamwork to SNC Lavalin (team name: Tractive Effort). The men and
women forming Tractive Effort worked very well together and prepared for the afternoon challenges during their lunchtime hour. They were overall winners for two individual challenges and a close runner-up in a third challenge. Leading the pack for Team of the Year 2016 was GoVia (team name: Aequalitas et Diversitas) who scored an impressive 93 points out of 100, closely followed by Angel Trains’ Team One (team name: Derby’s Angels) with 91points; Carmichael
UK and MTR Crossrail came in joint third place, with an equally impressive 88 points apiece. Members from the GoVia team were presented with their award along with bottles of champagne, by the event host, Vicky Binley from Nimble Media. The event was a success with 30 gender balanced teams taking part and we managed to raise £886 for The Railway Children which is a good result. You can see pictures of the event on The Big Rail Diversity Challenge website: www.bigraildiversity.co.uk . It is very likely we will hold a Big Rail Diversity Challenge again in the summer of 2017 so watch this space if you wish to take part! Adeline Ginn is founder of Women in Rail and general counsel at Angel Trains
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VIEWPOINT FEATURE |
Making the best of what’s to come Eli Rees-King looks at how the Rail Alliance is continuously supporting the rail supply chain
t has been a very busy few weeks for the Rail Alliance with numerous networking events taking place across the UK. Early October took us to Cardiff, where on behalf of the Welsh government we delivered another one of our Getting into Rail workshops. These workshops are designed to assist Welsh companies to understand more about the rail sector and how to navigate this complex environment; this particular edition was a focus on the approvals regime across rolling stock and infrastructure. Just ahead of this we attended the international rail industry event InnoTrans in Berlin. Our stand on the British Pavilion was an immense success in its own right, but we also gave a platform to members exhibiting in Berlin for the for first time including Penso, LCM Environmental, Vivarail, Cubis Tecnhologies, Flip-Up Seat, Pauley and Humaware. A unique evening of rail networking and discussion More recently we were delighted to be involved in the shaping and delivery of the high-profile industry event Why Connectivity is Crucial in Doncaster on the 14th October, delivered in collaboration with Rail Alliance members Handelsbanken and Nabarro and attended by representatives of the Sheffield City Region (SCR) LEP, Doncaster and Sheffield Councils, Transport for the North, Rail North and the National College for High Speed Rail alongside business leaders from regional, national and international rail companies based in the SCR region. This formal dinner facilitated by the Rail Alliance was designed to celebrate the importance and vibrancy of the rail sector to the economy of Doncaster and the wider Sheffield City Region and discuss the importance of rail to the region and the UK rail sector as an enabler of economic growth and its role within the ambitions of the Northern Powerhouse.
Held at the prestigious and grand location of Rossington Hall in Doncaster, this venue set the scene for an event that meant business. The evening began with a drinks reception followed by pre-dinner talk by Martin McKervey (partner-Nabarro/ board member of the Sheffield Region LEP) and David Mountain (branch manager, Handelsbanken) and an after dinner speech by David Brown, chief executive of Transport for the North. Colin Flack, CEO at the Rail Alliance said: ‘Rail Alliance is absolutely delighted to be able to support and help facilitate such an important industry event. To us the lifeblood of business is connectivity and it’s what we do. It is our role to work between
networks where they exist and to create them where they do not. The Rail Alliance is not the end product, although important in its own right, it is merely a conduit for others to achieve. As a modern trade association we thrive on helping companies large and small make contacts, to grow their businesses and to differentiate their products goods and services.’ Now that nationally we have the Rail Supply Group (RSG), supported by both BEIS (Department for Business, Energy and Industrial Strategy) and the Department for Transport at which we have a place in fact through which we are leading the delivery of the Creating the Conditions for Market Growth workstream, that takes
| VIEWPOINT / Eli Rees-King
care of the needs of our members for lobbying. We are proud of our relationships with great organisations like the EEF (The Manufacturers’ Organisation), the British Chambers of Commerce and of course more regionally focused groups like LEP’s, and regional councils to mention just a few. For modern business to thrive it needs to network, to collaborate and innovate in the company of others. As we go forward now into this brave new Brexit era, whatever that means, our great businesses will be the ones that connect, that get past the adversarial relations ships of the past and work with not ‘in spite of’ their supply chains. Must be ambitious Lucy Prior, membership development and international trade director, who hosted the event said: ‘I am very proud of the fact that I am a Northerner and come from the Doncaster area. This dinner really is a wonderful opportunity for us to link with our communities, draw on and learn from our fabulous rail heritage and strive to see this region really make the best of what is to come. Our job, my job at Rail Alliance is to help you all make that happen. I am extremely proud of our region, in its own right and the role it plays in the wider economy.’ Martin McKervey, Nabarro, said: ‘We want in the Sheffield City Region to build a competitive and world-class economy, delivering housing, infrastructure and creating an environment where the city region is open for business, attracting investment and skills. Transport is a key enabler of economic growth. We must get firmly behind Transport for the North where the agenda is about delivering long-term multi modal transport investment that builds upon the pan-Northern work done by Rail North to secure significant shortterm, but also long-term, improvements in our transport infrastructure; this is essential for the Sheffield City Region and the wider North. We must be ambitious for this to happen and aspirational in terms of ensuring successful outcomes defined by a collaboration involving the public and private sectors.’ David Mountain, on Handelsbanken’s localised business model said: ‘As a bank it’s important we play our role in supporting businesses across the region who are engaged in developing a more cohesive and integrated strategic plan for Transport in the North. Our decentralised model and an ability to make decisions locally will help us provide that support to business and work closely with them to provide the connectivity needed to help realise the ambition required for the future.’ Chief executive of Transport for the North, David Brown, concluded by saying: ‘Historically the North hasn’t grasped the level of ambition needed so one of our jobs is to maintain a level of ambition, to plan now, on a 25 year timescale, to plan for the future. We are submitting our proposal Rail Professional
next week for a sub-national transport body which will be a regional voice for strategic transport planning in the North of England. Currently planning is conducted on a local level – we need to be prioritised on a national basis. We will become the client for Highways England and Network Rail. This will support development for the North. It is a far more powerful proposal if businesses are also saying that this is what we need. Connectivity to the North is a real opportunity; Doncaster is at an historic crossroad. Our job is to increase the East/West connectivity and this is a real opportunity for that Northern family and to realise the role that you can play and be a part of the supply chain. Your views
within the Sheffield City Region on the road and the rail network are key. We are continuing to put pressure on government before Christmas to try to secure and develop those schemes. I am really keen that we maintain the level of ambition that we need for that long-term level of planning. That level of ambition essential to support all of this planning.’ The evening finished with informal networking with all attendees citing a valuable and enjoyable event which will most certainly be followed by further events on the theme of connectivity. Eli Rees-King is marketing communications director at the Rail Alliance
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www.railwayoperators.co.uk Behind the scenes at the Loram Vehicle Engineering Works t a recent event members of the Institution of Railway Operators paid a visit to the Loram Vehicle Engineering Works in Derby. The vast site is situated on the former Railway Technical Centre, now Business Park, on London Road in Derby. Loram, a North American-based company and registered train operating company, took over the present site from R.V.E.L, with Network Rail and Direct Rail Services being its biggest customers. Following a short briefing, members of the Institution’s North East Area were given a guided tour that covered the whole site, including the following track lab stripping shop, erecting and panel shop (known as vehicles workshop), engineering delivery unit, movements yard and finally the Kelvin project and paint shop. Unfortunately no vehicles were present in the latter. The locomotives and traction units members viewed were as follows: Class 08, 31, numerous 37’s (including one specially dedicated and renumbered 37558 Avro Vulcan heritage DMU), one of Loram’s own rail grinding train sets, DVT’s and various Network Rail engineering units and on-track machines. Our thanks must go to our superb guides, Mark Shepherd (head of operations) and Russ White (deputy team manager). Questions throughout the visit were suitably answered and all members agreed what a very informative and useful exercise the visit had been. Written by David Court
Upcoming IRO Area Events The IRO Area Councils organise a range of events that allow members of the Institution to go behind the scenes in the industry. IRO Area events regularly include driving simulators, depot visits, leading industry speakers, company visits and social events. Upcoming events include...
IRO Annual Members’ Lunch 2013
Our Annual Lunch for Members and Guests will be held at
The Mermaid, Puddle 19th The Northern franchise – aDock, new London. chapter On for Friday railways inApril the North 2013 from midday. Our guest speaker is the Rt. Hon. Monday 7th November 2016, 17:30 Burns, Minister of State for Transport. NorthSimon East Area A presentation by Alex Hynes, managing director, Northern. CrossCountry control room visit TicketsTrains’ – £47.00 per head Tuesday 15th November 2016, 17:30 Table– of 10 – Area £470.00 per table Birmingham Midlands (Ticket head prices are inclusive of @ 20%) Saf Akram, of control forVAT CrossCountry Trains, will be hosting IRO members at CrossCountry control to see what goes on behind the scene to ensure passenger services are kept moving throughoutform the network. Download a booking at: GTR: www.railwayoperators.co.uk putting together the jigsaw, but are there pieces missing? Monday 21st November 2016, 17:45 Call: 01785 248113 London – South East Area The South East Area will welcome Govia Thameslink Railway’s chief operating officer, Dyan Crowther. With her extensive operating experience, Dyan will be discussing the current issues facing GTR and the wide-reaching impacts they have across the country. She will also be speaking about how the GTR franchise will deliver major benefits such as new trains, refreshed stations and customer service improvements. IRO North East Area Christmas Party Thursday 8th December 2016, 17:00-20:00 York – North East Area All members are welcome to come along and share some refreshments, relax and have a quiet drink. Members of the Council will be happy to discuss what the IRO can offer you.
Valuable opportunities for members to learn and share knowledge
Visit www.railwayoperators.co.uk/whats-on or call 03333 440523 to find out more about attending an upcoming event or becoming a member of the Institution.
Your local IRO Area runs events all year round. There are opportunities to see how others ShorT CourSeS work, broaden your experience and add to your professional development. Visit the website to find out more… www.railwayoperators.co.uk
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PU BL I C & COM ME R C I A L A RE AS
A I R & WAT E RWAY T RA N S PORT
H I G H A C C U RA CY
River Tamoor Baig Rail Professional spoke to River Tamoor Baig about HackTrain’s journey so far and the response to its controversial B.A.R.R.I.E.R.S. report
It’s [inertia] all around us, it doesn’t just exist in one part of rail, it’s everywhere from chief execs not willing to set a new digital strategy that would see fundamental improvements to customer experience, to the frontline staff refusing to embrace technology that would improve operational efficiency
n January 2015 River Tamoor Baig and Alejandro Saucedo decided to run a 48hour competition bringing together the best young technical talent from around the UK to build new technologies that solved some of rail’s most critical customer experience challenges. Little did they know that this event, which they named the HackTrain would turn into what they describe as ‘an international phenomenon gaining the support of government ministers, rail chief execs and the supply chain’.
It’s been 22 months since you started the HackTrain… how are you finding life in rail? Has it been that long already? I love rail, it’s just such a unique industry, especially in Great Britain; there isn’t anything like it. Before we started this journey… actually, even at the beginning of it I never quite knew why rail moved so slowly. Just what was it that was keeping everyone from fixing some of the problems that customers have been complaining about over the last decade. I think I’ve finally grasped why this inertia exists: this inability to make the smallest change on a train, at a station or in a commercial agreement – this small change that has the potential to improve customer experience for millions or save the industry millions. But for some reason, rail just hasn’t made it happen. And it’s scary man. We’ve been here two years and it feels as if we’ve barely scratched the surface. We’ve done a great job in bringing innovation to the forefront of everyone’s mind, making it a talking point in almost every company’s board meeting and more importantly, getting the industry to follow through and actually invest in it. We’ve had some phenomenal results, the team managed to pull off 15 trials in just three months, four of which are now being carried forward and rolled out across parts of the network. There have even been occasions where we’ve played our own small part in changing policy and governance. But there’s just still so much to do, every time we think we’ve reached the peak, we walk a few more steps and are greeted with another mountain to summit. It’s never ending... Rail Professional
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What’s been the toughest mountain to climb so far? There have been two ascents that have been particularly difficult. I’d rather not talk about them, you’ll find out about one of them soon enough. Talk me through it concerning the inertia. It’s all around us, it doesn’t just exist in one part of rail, it’s everywhere from chief execs not willing to set a new digital strategy that would see fundamental improvements to customer experience, to the frontline staff refusing to embrace technology that would improve operational efficiency. All the way from Toc to infrastructure provider to government body the inertia is all around us, there’s no hiding from it. In your B.A.R.R.I.E.R.S. report you mentioned the industry was in a ‘innovate or die’ situation. What do you mean by that? It sure does seem like that… but there are small pockets of agents of change, who work, often alone, in bringing innovation to the industry. They’re heads of customer experience who believe in delivering an
excellent service as opposed to just thinking of rail as an operation, or commercial directors who take a long-term approach to increasing revenue without sacrificing quality or just getting rid of the bottom line. Not to forget the innovators within the supply chain. We’ve met many young entrepreneurs who have built worldleading IP that could fix some of the UK rail network’s biggest challenges, but they’ve hit barriers along the way that have stopped them dead in their tracks. Their battles are the reason we decided to write the B.A.R.R.I.E.R.S. report. We wanted to uncover what were the barriers that were preventing innovative technologies from being implemented within the market. So how did you start it off? First off, Alejandro and I both agreed that we could not be the ones doing the writing. Neither of us particularly enjoyed 500 word essays at school let alone crafting what turned out to be an 80,000 word report. We hired a young graduate from Oxford, Amber Westerholm-Smyth, who had just finished a four-month internship at a tech start-up and wanted a new challenge. She originally applied to be our head of
operations, but after interviewing her it was clear she’d be the perfect researcher. Right at the start we knew that Amber wouldn’t be able to write this report herself, she had great raw talent, but it was clear that our vision for the report would require her to be supported by more experienced professionals. So we spent the first month recruiting a team of policy and research experts that were interested in uncovering these barriers too. In the end we ended up building Amber a team of about eight people comprising of researchers, editors, designers and web developers, all way more senior and experienced than her, which she lead over a six-month period. It was a daunting task for anyone, but you could tell she was the type of person who would step up to the challenge. What was your methodology behind the B.A.R.R.I.E.R.S. report? Based on the recommendations from our senior policy advisor we took a hybrid approach of doing interviews and conducting our own research for the report. Reports can be extremely story driven and personal or they can be quantified pieces Rail Professional
of hard data that you present to a reader. Typically reports often are on two ends of the extreme, we wanted to avoid being on either end as much as possible. We knew if it was entirely story driven then the skeptics would demand hard data writing off the report as being just opinions. If it was too data driven then it would just be an absolute bore to read. We had to meet in the middle. Write something that had an incredibly compelling narrative, but back it up every step of the way with cold hard data. That’s why we used case studies throughout the report, their stories helped paint a picture of what it was like to innovate in the rail market. How did you find these people? I initially used my own network introducing Amber to a dozen people I knew in rail, most of whom then introduced her to another dozen and so forth. In the end she interviewed more than 60 professionals within the industry, all the way from CIO’s, MD’s to station managers and bid writers. After a few weeks, Amber ended up being better connected in rail than I was. Through our interviews and research we identified a total of 29 critical barriers across five key areas within commercial, procurement, data, funding and culture. So how did the RSSB get involved with the report? Ironically, the RSSB were the ones who offered to fund it. We told them about it
back in August 2015, of course at the time we had no idea at all what we would uncover in terms of where and why barriers in rail existed, we were just excited that someone believe in our idea and wanted to support it. I’m still greatly appreciative of the people within RSSB who did – it showed they were willing to take a risk by investing in two young professionals with no prior experience in rail or research. From your research, did anything surprise you? Did anything surprise me? Wow… the whole RSSB matter really sideswiped the entire team. Here we were, back in April, Amber had finished the majority of her interviews, had collated her notes and was now starting to write this thing. Almost everyone had mentioned those five key areas above as major issues that rail needs to address. Everyone was pointing fingers at who was the cause of all this inertia, the Toc’s blamed the DfT, the DfT was upset with Network Rail, NR blamed people in NR, the supply chain blamed everyone under the sun… it all just felt like the wild west at one point. Piece by piece, the report began to take shape and we started to find common patterns. There was an organisation that everyone kept bringing up, one that they claimed had stifled innovation by adding lengthy bureaucratic procedures that took several months to hear an answer about a small project worth less than £50,000, withheld funding from winners of its
competitions over one and a half years for no justifiable reason, tried acquiring their IP for itself, and in several cases rejected their ideas for not being innovative without providing any guidance as to what was innovation. That organisation was the RSSB. From your reports findings, what concerned you the most? The conflicts of interest concerned us the most. RSSB essentially somehow became the industry monopoly for innovation. It was the sole administrator of the TOC 15/16 programmes, the Innovation in Franchising Fund and also had received more than £50 million to help Network Rail be more innovative too. One organisation Rail Professional
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[laughs]. We took some time out to just catch our breath and cool our heads, then Amber, Alejandro and I got together and started writing down what we thought were our options. After two hours of discussions, speaking to some of our senior policy advisors and lawyers and having read through the contract meticulously page-by-page, we came to the conclusion that in order to publish the report objectively and without the forceful influence of others, we had to end our relationship with the RSSB. We had a letter drafted by our lawyer notifying the RSSB of our desire to cancel the contract thus missing out on the second half of our funding, but attaining the freedom to publish without censorship.
basically controlled all the funding in rail for innovation. What that meant was, they could actually control which programmes to push forward more and which ones not to. The reason that’s important is because the RSSB receives a percentage of funding in administration fees relative to the fund’s total money. For example: they would receive 15 per cent in administration fees for managing the TOC 15/16 innovation programmes. Let’s say that those programmes are worth £15 million annually, that’s £2.25 million the RSSB would receive for just administering it. The IFF (Innovation in Franchising Fund) however, only gave them three per cent of the Toc’s one per cent. If a Toc made £700 million in revenue per year, they would have to spend one per cent of that (£7 million) on innovation, the RSSB would only receive three per cent of that £7 million as an administration fee (£240,000). What we began to notice was that the IFF was not being promoted anywhere near the same level that the TOC 15/16 programmes were. And that although there was a lot of guidance on how to apply for funding for those programmes, there was none on RSSB’s site about the IFF! We were told the IFF was meant to enable innovation to be implemented much faster compared to other funding methods, but in many instances it actually took longer for the applicants to hear results of their application. Eventually, it all started to make sense, the off-hand comments that RSSB staff would make about the IFF’s inefficiencies during our past meetings, their innovation manager’s refusal to speak to us about it and the lack of information on their website about the fund… As an entrepreneur, I asked myself why an MD or chief executive would favour a programme that brought them less revenue, not more.
Did you talk to them about it before publishing your report? Yes, we did. I was personally quite upset after hearing Amber talk me through a lot of these findings, up till then (April 2016), the RSSB were good to us, we respected the senior leadership there and genuinely got along with them. I asked Amber to setup a meeting with the RSSB so we could talk through these findings and work together in addressing them. The B.A.R.R.I.E.R.S. report was never meant to be a finger pointing project, we wanted to uncover these barriers so the industry could make the adjustments it needed to make to enable innovation and ultimately improve customer experience. We were incredibly excited to have the opportunity to present these to the RSSB to discuss how we could bring change to the organisation. And what happened as a result of that meeting? The initial meeting was a little hit and miss. Both Amber and I went along, shared our concerns and were met with a little resistance. They didn’t flat out admit that the problems existed but did say there was the need for further discussion and asked for a second meeting, which Amber went to alone. How did that meeting go along? Amber called me right after it finished, she said that the RSSB had just threatened to ‘bury’ us and the report if we published anything that was about them without them approving it first. They wanted Amber to provide them with a list of everyone she had interviewed along with the questions she had asked them and also early drafts of the report for them to review. What actions did you take then? I immediately threw a tantrum of course
The report has been published, uncensored, how do you feel the RSSB responded to your findings? RSSB have publically made it clear that they do not agree with our findings and claim them to be inaccurate and out-of-date. They haven’t reached out to us to discuss any of them and have stopped inviting us to their industry events. This whole situation was deeply upsetting for us, the people that work in the RSSB were our friends and we still like them a lot… ironically, there’s now a barrier between us and them. If they came to you and asked to work together to address some of the barriers would you say yes? Of course, like everyone else, we want what is best for passengers. We should always learn from the past, but focus our efforts on shaping the future. We’d be delighted to work with anyone, not just the RSSB in making that happen. And what about the rest of the industry? The rest of the industry has been largely supportive. We’ve had a plethora of great feedback from the owning groups, supply chain and also the Department for Transport. We’re very appreciative of how they have received the report and can’t thank them enough for taking the time out to read it and actually actioning some of the recommendations we have made. Ultimately, we only exist because of the support we receive from the industry and hope to continue working together with as many stakeholders as possible for the years to come. The report wasn’t easy to write at all. There’s a lot of hard truths in there that will are difficult to address, but I fundamentally believe if we work together we can create a better customer experience for our passengers and be more efficient in how we operate the railway. But that can only happen if we accept there is room for improvement and we take the necessary steps to make that change happen. Rail Professional
Hit the ground running Julian Worth looks at the potential value of consultants in the new environments that rail companies – both passenger and freight – are operating in Consultant - noun 1. A person who provides expert advice professionally 2. A person who borrows your watch to tell you the time 3. A watch stealer
his old and amusing definition of a consultant is, of course, nonsense. Speaking generally, there are many good reasons why a company should seek the services of a consultant. Those reasons range from your consultant being an extra pair of hands to their ability to offer high level strategic business advice. They can even tell you if the Emperor has no clothes. The rail industry offers plenty of opportunities for consultants. With narrow margins being the order of the day in many parts of the industry, particularly in passenger and freight operating companies, management teams are often pared back to the level necessary for day-to-day operations. Which is fine, but how do you then take advantage of those one-off tasks or longerterm opportunities that come up from time to time? Perhaps it’s an internally-generated idea, or an opportunity that arises from liaison with external stakeholders to cut business costs or increase revenue. Either way, with the executive team working full time on delivering existing service commitments, how can the necessary analysis be accomplished in the required depth and in a timely manner? External assistance is the obvious answer and depending on need you’ll have a choice of consultant from the major consultancies to the smaller agencies. Major consultancies have reserves of general resources to undertake an extended process of an a priori evaluation and development of options prior to an interim
report and further consideration, before the desired output is delivered. For major pieces of work this is entirely appropriate and necessary. However, the timescale (and budget) for many opportunities may well require the external resource to hit the ground running rather than go through the extended classical process. Smaller, mobile and focused consultancies can absorb a brief quickly, especially those formed of highly experienced rail professionals with, more often than not, years of experience of both state and privately-owned railways. With the intuitive understanding that comes from having worked in the business and operating environment for many years, they can get to work on the study within days and report back with answers in a matter of weeks rather than months. As an example, the collective rail industry experience of The Rail Logistics Company’s top team stretches for decades across rail operations, marketing, resource management and business development, gained both in the
UK and across the world. Of course, experience isn’t everything and consultants need to have current knowledge, ideally as practitioners themselves, to ensure that the very best solutions are proposed. Better still if some of the team have worked in related fields such the logistics industry and can bring in ideas from outside the railway. Small specialist consultancies such as The Rail Logistics Company operate much nearer the coal face and can offer this quick and effective advice. What sort of issues might experienced external assistance help with? Let’s take two examples, one broadly but not exclusively passenger and one from the world of rail freight. The rapid growth of regional and subnational bodies is generating a considerable amount of interest in rail and, with it, opportunities for train operating companies and other players in the industry. An MD or business development director would, no doubt, wish to attend initial Rail Professional
meetings with senior representatives but there will inevitably be a considerable amount of follow up if the opportunity is to be grasped. The new bodies are usually well-resourced (and well-funded) and it takes considerable management time in attending follow-up meetings, developing options and delivering the advocacy about the role rail can play in regional development – and nothing looks worse than fielding an enthusiastic but inexperienced manager who is unable to answer relatively simple questions and contribute fully to a meeting. An experienced rail consultant can provide both the resource and the intuitive nous to not only participate fully in the debate, but steer it in a way that suits the client and will have the depth of experience to suggest ways to make the initiative deliver even greater value. As is now widely recognised, rail freight is undergoing seismic change in response to the rapid fall in coal use and ongoing doubts about the steel industry. Rail freight companies are struggling to maintain profitability and resource utilisation in the face of collapsing volumes. However, it is by no means all doom and gloom – construction materials and consumer goods offer excellent long-term prospects and, indeed, grew by 2.2 per cent and 6.2 per cent respectively in Q1. Construction is a well-established market
with a small number of key players, so expansion in this field is perhaps not too difficult. It helps, too, that redundant coal hoppers as well as locos and drivers can be redeployed in this sector relatively easily. But how should a rail freight company tackle the consumer goods market? Deep Sea is relatively well-defined and is a major driver of growth, but the big untapped opportunity lies in domestic intermodal, where rail’s market share of the enormous market for long distance trunking is tiny. After decades of specialising in bulk haul operations, even the large freight companies have very few people who understand the world of 3PL driven logistics. If rail is to make progress in this field, it needs to talk the right language – not trailing loads and maximum train lengths but NDC/ RDCs, SKUs and lead times. The prize is that a now-standard one million square foot warehouse will receive around 200 lorry/container loads a day – and similarly despatch 200 loads a day. If the warehouse is located at a rail connected site, the on-cost of getting a container onto or off rail is very low and rail can compete effectively with road for journeys of around 150 miles, even if road delivery from railhead is required at destination. Road congestion and rail service reliability may become important drivers which may
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replace the traditional lowest price approach. The advent of new and expanded rail-linked logistics complexes, especially in the ‘Golden Triangle of Distribution’ in the East Midlands, means that the opportunities for rail are set to improve significantly in the coming years. Now is the time for rail freight companies – and others – to study the opportunity and work out, with experienced and knowledgeable external help, how to make the most of the opportunity. Specialist consultancies have more exposure to the different parts of this sector. We work, for example, with property developers, 3PL firms and Local Authorities day-to-day, and offer a quick and well-informed way to define and exploit these opportunities What, then, are consultants? They are experts in their field, offering an external and informed opinion. They can make change a less stressful business. A consultant offers an extra pair of hands and is not worried about getting those hands dirty So we won’t borrow your watch… but we do know the time. Just ask.
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Collaborate to innovate Peter Anderson discusses how the industry can redefine the future of mega projects
e are on the verge of unprecedented levels of government investment in infrastructure. With the likes of Hinkley, Crossrail and HS2 we are creating the future of Britainâ€™s networks. But should we be delivering more through these megaprojects? Having worked in the infrastructure industry for more than 25 years, I believe so. Through relentless collaboration and extensive innovation we can enhance our project delivery. We can maximise efficiencies, increase our use of new and developing technology, refine our processes and ultimately create an industry which attracts the next generation of talent.
We can create a self-fulfilling prophecy. If we collaborate extensively and generate an attractive industry within which to work we will attract new entrants to the industry. They in turn will bring their own innovative ideas to further improve and drive our industry forward. Having worked on high profile infrastructure projects both in the UK and overseas I understand the impact of project overruns; 90 per cent of mega projects find themselves over-spending their original budget. I donâ€™t feel innovation and collaboration has been fully embraced as a solution to such problems. So what can we do? Itâ€™s important to welcome contractors early into the project process.
We should be encouraging them to suggest new ideas, to encourage them to implement them and then share the rewards, even once contracts have been awarded and the supply chain established. In this way, contractors become project partners. Enabling such a change in this relationship helps to break down barriers and foster a collaborative environment. This will inevitably generate innovative new ideas and a more flexible way of working. For bold projects, such as HS2, we need bold thinking. New ways of thinking While innovation is often associated with risk and cost overruns, it is also the key
...the level of investment in R&D in the UK construction and infrastructure industry, by both industry and government, has been steadily declining to improving performance, efficiency and delivery. If you compare our industry to others, it’s clear that we are slower to embrace innovation. Yet when we are designing, building, operating and maintaining the country’s network that keeps people moving, we must seek new ways of thinking. Thinking back to how projects were run when I started my career the same rules of engagement don’t apply today. So why not now look to rejuvenate how we collaborate and innovate across the project lifecycle? One example in particular is the rise of technology in our industry. We work extensively with tools such
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as BIM. This planning mechanism, now a standard tool in project management, helps to mimic complex works in a virtual environment. At the same time it also allows contractors to test points of interface between different suppliers thus preempting and resolving issues before they arise on site. Yet despite utilising such opportunities, the level of investment in R&D in the UK construction and infrastructure industry, by both industry and government, has been steadily declining. To bridge this gap, we must seek new ways of working – and I believe collaboration and innovation provide the opportunity to discover these new ways. Innovation is not an organic by-product of collaboration, it is as a result of our people that the industry develops and moves forward with new and exciting ideas. I interact daily with bright young people, the minds of tomorrow, who are currently learning our industry but will be leading the way tomorrow with their innovative and different ways of working. In our children exists a generation of ideas and untapped potential. We must ignite their interests by presenting them with the plethora of opportunities that our industry holds.
We must train, up skill and inspire a generation. We must provide existing workers and younger people with the technical skills and employment opportunities to create fulfilling careers for those of all backgrounds. This means more women, more minorities and more young people to bring the diversity and wide-range of new ideas that is currently lacking in the industry. This is vital, not just to the infrastructure industry in general, but to the national economy as a whole. With a diverse employee base we can truly generate innovative ideas to the benefit of the industry, while simultaneously supporting local supply chains, SME’s and bridging the skills gap. We must collaborate to innovate. In doing so, we create an industry in which younger generations want to work; we gain access to the skills, ideas and knowledge that allows us to collaborate and generate more innovative ideas. Together, we can create an industry at the forefront of mega-projects. We can lead the way in technological advancements, utilising skills and expertise across the supply chain in order to be able to deliver projects, such as HS2, on time and on budget to the benefit of all. Peter Anderson is managing director of Balfour Beatty VINCI’s HS2 bid
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From strategy into action Elaine Clark looks at the ways the Rail Forum East Midlands is helping to deliver on the skills challenge
he skills shortages in the rail industry – both current and anticipated – have been welldocumented for some time. Over the last few years the National Skills Academy for Rail (NSAR) has undertaken a significant amount of high quality analysis work to quantify the engineering shortages both by type of occupation and by skills level. The skills challenge features in the work of the Rail Delivery Group (RDG) and in the Rail Supply Group’s (RSG) Industrial Strategy. At the behest of DfT a Transport Infrastructure Skills Strategy has been developed; launched in February 2016 this commits the rail industry to creating 20,000 apprenticeships by 2020. The strategy also calls for collective and sustained action to create a more diverse workforce; setting an ambition that 20 per
Over the years employers from a number of industries have perhaps found it easier to rely on migrant labour than to take on local young people as apprentices. While that approach brings many benefits there is also a need to ensure we are developing the local workforce so that we retain crucial skills and knowledge for the benefit of our economy longer-term
cent of new entrants to engineering and technical apprenticeships be female by 2020 and to achieve parity with the working population by 2030. To come anywhere close to achieving these numbers means taking concerted action now. But therein lies the real challenge as the above organisations have limited resources to really get to grips with delivery on a national scale, and that’s where the Rail Forum East Midlands (RFEM) is having an impact. RFEM represents more than 150 rail organisations – from infrastructure to rolling stock and from manufacturing to consultancy and technology services. Our members include large OEM’s right through to small familyowned businesses. Our 2017-19 strategy, launched at our Annual Conference on 16th September sets out four key priority areas where we will support our members. One of these is to facilitate local delivery of national
(and regional) strategy. Working closely with RSG and NSAR we are implementing specific actions locally for the benefit of our members and in so doing we are making inroads into delivering the national strategy. This applies not just on skills but also to our work on innovation and growing exports. Two areas of focus The focus of this article is, however, skills, so what specifically are we doing? We have two areas of focus that link back to the national skills strategy and the delivery plan developed by NSAR: First: encouraging more people to take up a career in rail. This work centres around young people and taking a co-ordinated approach to education outreach in the East Midlands. In addition, we are working with the Career Transition Partnership to offer a co-ordinated approach to working with armed forces leavers Rail Professional
and; Second: driving up the number of apprenticeships in rail including supporting companies to either make the best use of their apprenticeship levy payments or, for non-levy payers, to navigate the new funding arrangements. Over the years employers from a number of industries have perhaps found it easier to rely on migrant labour than to take on local young people as apprentices. While that approach brings many benefits there is also a need to ensure we are developing the local workforce so that we retain crucial skills and knowledge for the benefit of our economy longer-term. Recent government action to drive up the number of apprenticeships and through the introduction of the levy are clear signals that we need to do more. An initial action by RFEM has been the establishment of a Rail Employment and Skills Academy with Derby College. The college runs a number of these academies which provide a mechanism for engaging employers with the college to advise on the content of the curriculum, develop facilities, offer work placements and workplace visits and so on. A number of our members, large and small, have come together to create the academy including Angel Trains, Atkins, Bombardier, Carillion, Collis Engineering, CoMech Metrology, Datum Composites, East Midlands Trains, EliteKL,
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ESG Rail, ISS Labour, Lindhurst Engineering, LORAM UK, Porterbrook, Resonate and SNC Lavalin. The Academy will have a focus on both apprentices and full-time students who may progress onto an apprenticeship or higher education. The intention is that all the fulltime students will be ‘sponsored’ in some way by an employer. This means they might provide a work placement or some mentoring; whatever the involvement the key issue is that the student will have a sense of belonging and support while they are completing their studies. The college is currently developing its plans for the curriculum based on initial feedback from the employer advisory board. This will have its challenges as, with such a diverse group of employers, meeting everyone’s needs and expectations won’t be easy – but we believe the prize is worth the effort. Good stead for the future We also want our academy to provide opportunities for students from across a range of disciplines – not just engineering or construction. So we want to include students studying a wide variety of subjects such as business and management, commercial, marketing and digital technology and even catering. There’s such a variety of jobs in the industry and we need to work hard to appeal
to a wide range of young people who might not have considered rail as an option. We also want students in the academy to undertake some form of community project – this is not just about developing specific skills that will stand them in good stead for their future, such as project management and team working, it’s also about improving the image of our industry. Rail is often in the press, but rarely for positive reasons; so we want to do something to redress that balance – at least a little bit. The Academy was formally launched at our Annual Conference alongside our strategy – to demonstrate that when we say action we do mean action and we were delighted that Paul Maynard MP, the new rail minister, commented so positively on our initiative. But it’s not just about Derby College; we are also liaising with several other colleges and universities across the region both on curriculum and on engaging with students to get them thinking about rail as a career. So the strategies are written and the plans are developed. Now is the time for action and RFEM will continue to focus on those actions that will benefit our members the most; developing the skills that our employers need to succeed and grow and that start to deliver on those tough targets. Elaine Clark is Rail Forum East Midlands’ manager
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MENTAL HEALTH |
Start that conversation Poppy Jaman looks at why employers should invest in mental health
ith the theme of this year’s World Mental Health Day (10th October) having been ‘psychological and mental health first aid for all’, it’s time to remember that – just as we all have physical health – we also have mental health and we need to look after it. This is no less the case in the rail industry, where staff can face stressful situations such as having to deal with abusive behaviour from customers and in some companies there might the threat of redundancy. But mental ill health isn’t just a problem in the rail industry. One in four UK adults will experience a mental health issue in any given year. Mental health issues (stress, depression or anxiety) account for almost 70 million days off sick per year, the most of any health condition. There’s clearly a problem: a Business in the Community (BITC) report published at the beginning of October found that a huge 77 per cent of employees have experienced symptoms of mental ill health at some point in their lives, and almost half of those surveyed would not talk to their manager about a mental health issue. One way to begin that conversation was to ‘Take 10 Together’ on World Mental Health Day, whereby Mental Health First Aid (MHFA) England called on everyone to take ten minutes to check in on a friend, family member or a colleague and start a conversation that could make a difference. Just show support But, often, people find it hard to start that conversation. Indeed, in some workplace cultures it can be difficult for people to open up – or to listen. But you don’t need to be an expert, you just need to show you are supporting them. Start by choosing a setting: make a cup of tea or grab a class of water – it’s a casual way to ask someone how they are and sit down privately. Give yourself time so that it doesn’t look like you’re in a hurry. We
suggest starting with a ten minute chat, but if you need longer, then do. Once you’ve settled down, you need to keep the chat positive and supportive, exploring the issues and how you may be able to help. Keep your body language open and non-confrontational, and absolutely be empathetic and treat them seriously – don’t say things like ‘pull yourself together’ or ‘cheer up’. Simple things can make a difference. Some things you might want to ask include: How are you feeling at the moment? Who do you feel you can go to for support? Are there any-work related factors which are contributing to how you are feeling? Is there anything we can do to help? And remember to listen. Give them your full focus and don’t interrupt. Once you’ve started the conversation, make sure you keep it going – follow up. Reassure them that your door is always open, and really mean it. It’s essential to keep in touch with an employee who is off sick.
Give reassurance that there are lots of sources of support and some of these might be available via the HR or Occupational Health department, Employee Assisted Programmes or on-site counselling. If you work in a company with limited support services it’s also appropriate to encourage the person to visit their GP for guidance around accessing the NHS funded programme Improving Access to Psychological Therapies. But while it’s important to start the conversation, we need to do more on mental health provision in the workplace. BITC’s study identified that line managers are: ‘having to respond to something they know little about’. It went on to say that ‘76 per cent of line managers believe employee wellbeing is their responsibility, yet only 22 per cent of managers have received some form of training on mental health at work. 49 per cent of line managers would find even basic training in common mental health conditions useful and 38 per cent would find Rail Professional
| MENTAL HEALTH
it useful to have training on how to talk to employees about wellbeing.’ Mental Health First Aid is the mental health equivalent of a physical first aid course and it’s a powerful tool to support employees’ wellbeing. It teaches people the skills and confidence to recognise the signs and symptoms of common mental health issues and effectively guide a person towards the right support. Particularly stressful for rail employees For workers in the rail sector, there are often particularly stressful situations. A National Institute of Economic and Social Research study from 2006 identified just a few, which included: train crashes, near misses or derailments; suicides or accidental fatalities; confrontation with the public; and company reorganisation through re-enfranchisement.
The case for employers to invest in their staff’s mental health is well-founded. These are just some of the reasons: • retain skills through a reduction in staff turnover. Almost one third (31 per cent) of staff said that they would consider leaving their current role within the next 12 months if stress levels in their organisation did not improve • cut sickness absence • reduce presenteeism. The annual cost of mental health-related presenteeism (people coming to work and underperforming due to ill health) is £15.1 billion or £605 per employee in the UK • demonstrate a commitment to corporate social responsibility. Work-related mental ill health costs UK employers £26 billion every year through lost working days, staff turnover and lower productivity • ensure compliance with legislation by understanding the law. If a mental health issue has adverse effects on someone’s ability to perform day-to-day tasks, this is considered a disability protected under the Equality Act 2010. Employers have a duty not to discriminate and to make reasonable adjustments in the workplace • ensure a healthier workplace. On average, employees take seven days off work a year for health reasons and it is estimated
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On World Mental Health Day we called on all employers across the country – including those in the rail industry – to take further steps to support their staff’s mental health wellbeing. Just as every workplace needs a physical first aider, we believe they need a Mental Health First Aider too – because mental ill health is too important to ignore. Poppy Jaman is CEO MHFA England
To find out more about how you can support the wellbeing of your staff visit mhfaengland.org and download the free MHFA England Take 10 Together toolkit. For more guidance around how to approach and respond to a colleague who is experiencing a mental health issue download the free Line Managers Resource at mhfaengland.org/ workplace/line-managers-resource/
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Recently I refused to apologise for the fact that every other week in our inhouse publication there is something around mental health and wellbeing. So I’m bombarding them left right and centre just to make it a normal part of the culture that we are free to talk about
Christina Butterworth Lorna Slade spoke to Christina Butterworth, occupational health and wellbeing strategy lead at Crossrail, about the programme’s relationship with Mental Health First Aid England in providing a mental health version of physical first aid, and its aims to leave a legacy in mental health provision for the rail and construction industry Why did you decide to work with MHFA England? hen I first came into Crossrail a couple of years ago I carried out a health needs assessment and identified mental health as one of the areas that we needed to focus on. I’d been working with Public Health England and they said: ‘If you’re going to train people to support mental health then Mental Health First Aid England is the organisation we use’, and as it happened I’d heard their name before on several occasions as being good for training mental health first aiders.
strategic standpoint, looking at senior managers and making sure they are aware it’s something they need to do. We also have Wellbeing Champions on sites as well as our MHFAiders, who are promoting the fact we can talk about mental health, and we work with HR and others to convey to people that when they bring up mental health we take it as seriously as we do any other issue, and that it’s confidential but it’s something that they need to work with others on to improve.
How are things working out? We have 12 fully qualified MHFAiders as they’re known, with a further 12 signed up for training before the end of the year, and so far 90 line managers have taken an MHFA mental health awareness course. It’s early days and they’ve had only one or two incidents to deal with, but I think the MHFAiders are getting more from their training currently, so that helps them in their role because it is very new and about something very hidden and quite scary in terms of being responsible for helping people. So we look at, for example, how they would broach the subject with someone who is feeling suicidal, and we run through scenarios around dealing with and supporting people with common mental health conditions such as depression or who are recently bereaved, and they find that really useful, not only for their work but also their personal life. I take it MHFAiders can’t offer a diagnosis? No, the job description for our MHFA’s clearly states that their job is to provide information and signpost people to a relevant support
service, so they are just there to do that. But what they are trained to do first is assess someone’s risk of suicide, because the one thing we want to do is make sure that person is safe, and then we move on to providing information and signposting. Are MHFAiders bound by confidentiality? Yes. The role description makes it very clear around confidentiality and that they must abide by that; so everything is confidential unless what is talked about happens to be something that’s likely to cause harm to the person and/or to others.
Are there any mental health conditions that are occurring more frequently in certain populations within your workforce? Not really, more often than not it’s the common ones – depression, anxiety and bereavement. We don’t know if we’ve got a huge issue around psychosis. We’ve had some issues, and I’ve started to work with HR, around the fact that we’re seeing more and more people coming into the workplace who have been diagnosed with ADHD, and that’s an area we probably want to start looking at going forward – as in ‘how do we manage
Mind talks of a culture of silence at work around mental health issues – do you think employees will embrace this initiative or might they be wary that talking could impact their chances of promotion for example? Yes that sort of thing will concern people. We’re running lots of different interventions at different levels – I’m doing it from a Rail Professional
people who have ADHD?’ We also haven’t started to look at the impact on low paid workers and migrant workers’ wellbeing and mental health, so it’s an area that we do need to study more because it’s quite obvious that isolation and not being integrated will have an impact on mental health. Do you employ people with more serious mental health conditions such as schizophrenia or bipolar disorder? We do yes. We encourage those employees to speak to line managers and their colleagues but the thing about those significant psychoses is that people tend to be supported pretty well by their national health service and the other services they have around them, and they tend to adapt and adopt good practices themselves. For us it’s all about accommodating those individuals; they are a valuable benefit to the organisation and we need to ensure we’re not treating them any differently to somebody with, for example a physical condition. What are the challenges for someone who has a mental health condition to be at work, especially in the rail industry? There’s a huge physical impact with a mental health condition in the tiredness that will come along with that, so the big issue is around not being distracted while you’re on the job, especially if you’re in a safety critical role. You need to make sure that mental health and fatigue aren’t the two things that are distracting you from your role. So that’s one of the areas that gives the greatest cause for concern, as well as making sure that when it comes to psychosis people are compliant with their medication, and as you and I know, that can be an issue. Are employees seeing the benefits in general?
Yes definitely. When I first came to Crossrail, typical of a male-oriented industry, people didn’t talk about mental health – it was something that was personal and everything else, but now it’s on the agenda of a lot of the meetings, and the blogs that come from our senior managers quite often talk about mental health and wellbeing. We have people who do ‘story telling’, so I myself did a story session about my own experience of mental health and that of my family, and all of that has started to make it much easier for people to begin talking about mental health. Recently I refused to apologise for the fact that every other week in our in-house publication there is something around mental health and wellbeing. So I’m bombarding them left right and centre just to make it normal a part of the culture that we are free to talk about. Do you count workplace bullying as causing mental health issues at work? Yes, it is difficult...it’s not a big issue in Crossrail and we have procedures in place to manage that. From what I’ve seen around bullying the root cause is more around line managers being given the role but not provided with training in how to manage people effectively and understanding that there are policies and procedures. It’s about teaching our line managers as to what is right and wrong behaviour, so that we are supporting people’s health and wellbeing at work as well as their performance, and there may be an element of bullying but good line manager training will help no end. What is Crossrail’s definition of mental health wellbeing, in particular at work? We have a wellbeing definition which is around optimal health – it’s based on the Nuffield definition which is around healthy lifestyle but also psychosocial and mental
wellbeing. What, for Crossrail, are the working practices most conducive to good mental health? We’re working with a company called Robertson Cooper who are our wellbeing partners and we’re trying to take forward their philosophy of a good day at work, so we talk about the initiatives we have as adding to that, and we’re looking at a good day at work for everybody, not individual jobs as such, such that people are flourishing at work and not just performing. How do you intend to maintain improved mental health? The other thing I did when I came in was look at the wellbeing programme we had before, which was very much just around raising awareness of individuals and supporting them with an EAP service, and I said ‘guys, that’s not teaching people life skills, which is what they need when it comes to managing mental health sustainably over their lives’, so we have two resilience programmes that we run regularly as well, which give people those life skills such that they really understand what motivates them, what motivates an organisation and how they can improve their resilience. What’s the business case for investing in employee mental health? That’s definitely around the link between mental health wellbeing and performance, and there have been enough research papers that clearly articulate that; so if you take a person who is working really well but then have them be more creative and able to make that discretionary effort, you’re only going to achieve that if they feel the organisation cares for them and engages with what they’re doing – personally, mentally, physically and
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psychosocially. So it’s about making sure we focus on all of those elements together to improve the lot of everybody who is at work.
a needs assessment, and I’ve got the binding commitment from senior management to go and do that. The thing I don’t like is paperwork.
So there’s a sustainability case in there isn’t there. There is, and what I’m trying to do is very much around the fact that if you’re going to have a healthy organisation one of the key elements is wellbeing. It always used to be that wellbeing and mental health were sort of ‘nice to have’ beneficial services in an organisation, but the business case is out there – we’ve researched that it’s not a ‘nice to have’, it needs to be as important as managing your health risks or making sure that people are generally fit for work. So wellbeing shouldn’t be seen as just being on a Friday or just coping, we need to start packing in the more difficult issues, but the sort of issues where a slight intervention can really change somebody’s life.
So senior management are really backing you up in this? Yes it’s great, I mean within a couple of weeks of starting in the organisation the CEO came up to me and said ‘We need to talk about health’, and it’s continued along those lines.
Do you think high profile campaigns like Time to Change are helping to change people’s perceptions about mental health? I think so yes. Part of it is around talking: a lot of people over my years in occupational health would come and say ‘there’s a big issue and my line manager doesn’t understand me’ and so on, and I would ask ‘have you spoken to them?’ and more often than not I got the ‘no’. So I said ‘well you can’t tackle the issue unless you actually speak to somebody’, and part of that could be because people don’t know how to have those difficult conversations and what support is available to them. So occupational health is in a good
place to help individuals and line managers to create a safe place, to provide that information and have those conversations that are more fruitful than ‘how are you and just get on with your work’. Would you care to comment on funding for mental health? I’m not close enough to it to have an opinion, but I know from personal experience it’s a bit of a postcode lottery. And access to good counselling and psychological support, even though it’s a requirement of the government’s new Fit for Work programme is still limited – there still aren’t enough good CBT trained counsellors around in the locations you need them in order to offer that support. What do you most enjoy, and not enjoy about your job? I enjoy every bit of it; that sounds really weird doesn’t it but I love the fact I’m working on a really exciting project. I’ve been allowed to do what I think is right; it’s probably the first time in many years that I’ve been able to put together a strategy and programme based on
What do you want Crossrail’s legacy in mental health provision to involve? It’s that, with a little bit of application it doesn’t have to be as scary as it might seem to put in a mental health programme: it’s something we will all come into contact with, so if we’re going to have physical first aiders then we have to get used to the fact that it’s quite normal to do a mental health risk assessment and to put in place mental health first aiders. It’s very much about setting a culture that says ‘it’s fine to tackle mental health’. And I’m making sure there is lots of information on our Learning Legacy website so that people can learn from our experience and start to deal with mental health in their organisations as well. So you’d like to see more corporate provision and support for mental health overall? Yes. I’m on the RSSB’s Council for Work and Health which is looking the whole issue of mental health among other things, and I’m hoping anything we do doesn’t have to be specific to an industry – it’s just a case of ‘Let’s start talking mental health’.
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Everyone’s a winner Get your team together from whatever aspect of the rail industry you’re in and sign up for the UK Corporate Games, says Doug White
ottingham has won the right to host the 2017 UK Corporate Games from 6th to 9th July. And one of its top performers will be Virgin Rail, as yet the sole representative of railway professionals. But that is about to change, and teams from every part of the rail industry are invited to come to the fabled city of Robin Hood and his Merry Men (and Women) for a sport, fun and business filled weekend of competition, partying, and team building. Kelly Burton leader of the People Team at Virgin Trains said: ‘Virgin Trains has participated in the Corporate Games every year since 2012. Each year the number of people participating has gone from strengthto-strength. ‘ The benefits of taking part in the Corporate Games have shown an increase in engagement as well as creating more
So what are these Games and how do they work the magic of bringing people together whose major previous contact with each other is through emails, tweets, instagrams and Facebook, even though they may be only offices apart?
awareness around the benefits of a healthy body and mind, with 96 per cent of people participating saying they were feeling great or good the week after participating in the Games.’ So what are these Games and how do they work the magic of bringing people together whose major previous contact with each other is through emails, tweets, instagrams and Facebook, even though they may be only offices apart? The UK Corporate Games is the biggest corporate multisport festival in Europe. The Games are open to all for the benefit of all without any restrictions or qualifying requirements and represent the ultimate mix of sport, business, wellbeing and morale building. Teams come from all over the UK and are often joined by companies and institutions from around the world.
There are 23 sports on the programme in Nottingham which also includes a great games party, the Grand Parade of Athletes, opening celebration and closing awards. A unique system of Championship Divisions based on the number of participants each organisation enters ensures that no matter the size of the business or the number of its employees everyone has a chance to win one of the Championship Awards. Each event offers points for finishing in the top eight and of course there are medals for the top three. Disabled athletes are integrated and all the sports are open equally to women and men. An added feature is that it is not mandatory to be an active employee, which means retirees, family, friends clients, suppliers and anyone that the organisation wishes to include can be on its team. It is Rail Professional
The Corporate Games is much more than a sports event. Its SuperCentre houses registration, the media centre, sponsor displays, and team meeting places. It provides all the information needed to compete in and enjoy the experience of being part of a very big event an all-inclusive multisport festival together with the other Corporate Games and Cups in the Worldwide Corporate Sport Community And there are Age Classes ranging from Open to 60+ in some sports, so mature legs won’t be overwhelmed by youth power! The Corporate Games is much more
than a sports event. Its SuperCentre houses registration, the media centre, sponsor displays, and team meeting places. It provides all the information needed to compete in and enjoy the experience of being part of a very big event. It also serves as the social centre and meeting place for team members to catch up on the successes of their colleagues and enjoy a social coffee (or something stronger) together. Almost all of the teams in the Games wear the uniform of their organisation and participate in the Grand Parade of Athletes through the heart of the historic city on Saturday evening. The smaller teams in Divisions 1 and 2 lead the parade followed in order until the huge Teams of Division 9 that exceed 400 athletes enter the square in front of the stage. There everyone is greeted by the games’ patron and the Lord Mayor of Nottingham. Next comes the now traditional Tennis Ball Hit Out with hundreds of balls hit from the stage. Each carries a gift and some have very big prizes indeed. A couple of hours later the Great Games Party swings into life. There is always an exciting fancy dress theme to the proceedings and impressive live bands and DJ’s keep the revelers entertained until the early hours. It is a fabulous opportunity for entrants to enjoy each other’s company, with
like-minded individuals to really let their hair down. Almost all of the finals in the sport, the heart and soul of the Games, take place on Sunday and the competition, though always friendly and full of good spirit, can still be fiercely contested. But the defining qualities of the Corporate Games are the new found friendships, mutual respect and quite amazing joyfulness that come as its lasting impact. Winning is one fine thing but by no means the only thing. In fact everyone in one way or another is a winner in the UK Corporate Games. But don’t just take anyone’s word for it, come and judge it for yourself. Get your team together from whatever aspect of the rail industry you are part of. The Games HQ staff will help you all along the way. So come to Nottingham in July next year for the sports and team building experience of a lifetime. Doug White is global partnership director for the Corporate Games
For more information on how you can get involved contact the Games office. Tel: 01733 380 888 Email: firstname.lastname@example.org
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| DIARY DATES NOVEMBER - DECEMBER 2016
NOVEMBER SmartMetro 01/11/2016 to 03/11/2016 Crowne Plaza Copenhagen Towers Denmark Tel: +44(0)207 045 0916 Railroad Environmental Conference 01/11/2016 to 02/11/2016 7:00 am - 6:00 pm Urbana, Illinois USA Essentials of Railway EMC 02/11/2016 Tel: 01904 324440 London 18th International Wheelset Congress 07/11/2016 to 10/11/2016 Chengdu, China Rail Revenue World Congress 2016 14/11/2016 to 15/11/2016 Grand Hotel Krasnapolsky Holland Fundamentals of EMC in Railways 14/11/2016 - York Tel: 01904 324440 Fundamentals of Electromagnetic Compatibility (EMC) in Railways 14/11/2016 to 18/11/2016 +44 (0)1904324440 University of York Rolling Stock Procurement Forum 2016 15/11/2016 Addleshaw Goddard London logitrans 16/11/2016 to 18/11/2016 Tel: +49-89-949 20274 Istanbul 1st ERST European Rail Simulation Technology Forum 21/11/2016 to 23/11/2016 Movenpick Hotel Amsterdam City Centre Intelligent Rail Summit 2016 22/11/2016 to 24/11/2016 Railway Museum Naples +31 (0)30 6981800 Italy INFRASTRUCTURE MEASURING AND MONITORING 23/11/2016 Tel: +31 61298 9286 Naples Italy Smart Ticketing & Payments conference 2016 23/11/2016 Tel: 01223 345600 London Real-Time Passenger Information conference London 23/11/2016 Tel: 01959 563 311 BIG DATA IN RAILWAY OPERATIONS ñ 24 NOVEMBER 2016 24/11/2016 Tel: +31 61298 9286 Naples Italy The National Engineering & Construction Recruitment Exhibition 25/11/2016 to 26/11/2016 Tel: 020 8394 5239 Birmingham
Westminster Energy, Environment & Transport Forum 29/11/2016 London 9th Annual Scottish Rail Conference 29/11/2016 Tel: 0131 556 1500 Edinburgh DECEMBER The Future of Rail 01/12/2016 Hilton Tower Bridge Hotel London SmartRail Asia 01/12/2016 to 02/12/2016 Makkasan Airport Rail Link Expo Hall Thailand Tel: +44(0)207 045 0916 8th International Conference on Sustainable Development and Planning 06/12/2016 to 08/12/2016 Penang Maylasia Rolling Stock Fleet Maintenance Cost Reduction Congress 2016 07/12/2016 to 08/12/2016 Grange St.Paul’s Hotel Tel: +44 (0)800 098 8489 London Railway Brake and Friction Conference 14/12/2016 Derby, UK FEATURED EVENT..... Produced by:
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The challenge to be simple Passengerâ€™s purchasing behaviours reveal room for improvement for rail, says Will Phillipson
n recent years the UK rail industry has seen growth in the number of online distribution channels for purchasing rail tickets, leading to an increase in online ticket sales. Third party retailer websites such as thetrainline.com and nationalrail.co.uk have given passengers the ability to search and book train journeys across multiple rail providers, enabling more informed choices by making clear how advance purchases and peak time travel affect ticket pricing. Even though the growth of online ticket
sales for National Rail in the UK has risen from seven per cent in 2007 to 20 per cent in 2015, and the UK has seen significant growth in passenger numbers, increasing by 82 per cent over the past 15 years, there is still significant room for improvement for online booking experiences. Research indicates that the UK is one of the strongest e-commerce markets globally1. There is a high propensity to buy online â€“ the UK has the third largest ecommerce market in the world; 76 per cent of UK consumers own a smartphone2 and
nearly half of the population have bought groceries online3, showing clear comfort in transacting online. However, the data in our UK Market Insight Report, published in September 2016, shows that UK rail is significantly behind this pace of rapid online adoption, especially in comparison to air travel where 80 per cent of flights are booked online. The UK also lags behind when compared to European rail carriers. While just 20 per cent of national rail tickets were purchased online in the UK, in France and Spain this
figure rises to 40 per cent and in Sweden the proportion rises to 90 per cent. Out of pace UK Toc’s have not yet fully embraced digital online opportunities such as making booking and ticketing easier for travellers; using data insights to drive enhanced user experiences; or by simply owning the customer relationship. Multichannel booking systems give a single view of search and booking data across all channels. Such insight around traveller demand and behaviour can better shape schedules, capacity and yield management. Season ticket holders can often be unknown to Toc’s despite spending hours weekly and thousands of pounds annually with them. Customers will often provide their personal information in exchange for a faster, more personalised user experience – many travellers will volunteer their travel data if it means an improved service. When Toc’s know their customers they can be proactive in offering compensation for delays, as well as providing them with the foundations for sophisticated retailing. So why is the UK rail industry out of pace with its European cousins and wider retail trends? In our experience the complexity of rail ticketing, combined with the traditional reliance on the ‘orange ticket’, continues to
push rail passengers to buy their tickets at ticket offices or ticket vending machines. The challenge for the UK rail industry is to reduce the complexity of booking a train journey, enabling a booking experience that is simple and consistent across all channels from ticket office to mobile device. It is also important to reassure passengers that their bookings can be relied upon, whether they are in possession of an orange ticket, a simple barcode printed at home, or in an app on a phone screen. Unusual behaviour pattern Our UK Rail Market Insights Report has also highlighted another interesting rail booking behavioural pattern. Research conducted by the Association of Train Operating Companies (ATOC) indicates that the closer UK passengers are to their departure date, the more likely they are to use a ticket office. When travellers buy advance tickets (more than one week ahead of departure), online purchases account for more than 50 per cent of those sales, but travellers who book during the week of departure overwhelmingly book offline, with 75 per cent of purchases made at a ticket office. Furthermore, passengers buying tickets on the day of travel are more likely to use ticket offices (57 per cent), with around one third usingticket vending machines.
While there will always be customers who need on-the-day ticket office services, delivering a full ‘self service’ option to rail passengers for purchasing and ticketing is a huge opportunity for train operating companies. The industry has a number of fundamental challenges to address in scheduling, pricing and ticketing, but there is an appetite for change and we predict significant advances in rail technology and the UK customer experience in the coming years.
Will Phillipson is co-founder and president of SilverRail
1. http://www.pfsweb.com/blog/2016-ukecommerce-market/ 2. https://www2.deloitte.com/content/dam/ Deloitte/uk/Documents/technology-mediatelecommunications/deloitte-uk-mobileconsumer-2015.pdf 3. http://www.mintel.com/press-centre/retailpress-centre/29-of-uk-online-grocery-shoppersare-shopping-for-groceries-more-online-nowthan-a-year-ago
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A poetic ending The success of the Borders Railway took almost everyone by surprise, but, says Simon Walton, one organisation foresaw the pessimistic forecasts and is lobbying hard for more realism
’ve often embellished the story of my election to chairman of the Campaign for Borders Rail. On 7th September I was delighted to accept the mandate of the membership and take office. The next day, Scotland’s transport minister, Keith Brown, signed the contract for the construction of what was to become Britain’s longest railway reinstatement. As my punch line goes, the Campaign had been at it for fifteen years; I’d been in office for fifteen hours – that’s why they made me chairman.
First, we see a programme of enhancement to the existing line as absolutely critical, so that it can adequately cope with the success of the existing service. Second, of course, we want to play an active part from the very beginning of the process in extending the line to directly serve more communities in the Borders and provide a new strategic connection within the context of the national network
Of course, the reality is much more complicated. A decade and a half of planned and concerted effort – all voluntary – that would impress even the most organised of professional lobby and public relations operations: a real body of professional expertise and a huge amount of effort given freely. Above all, an understanding of what this railway really means to the community, to the economy, and of the political agenda that persuaded the decision makers in government who ultimately signed the cheque. Job not done though The construction phase saw the Campaign for Borders Rail make few friends, as we
defended the railway in the face of the sort of serious disruption that such a massive civil engineering project engenders. On the other side of the tracks, the Campaign’s active committee made huge sacrifices to attend meetings all over Scotland and undertake media appearances all over the UK, to urge the Scottish government and it’s agencies to stand by their intentions to ‘future proof’ the construction, and to install as much infrastructure as necessary to cope with the latent demand we were sure would be unleashed from day one. I cannot say we were as successful in this aspect of the Campaign as we would have hoped. Despite much peripheral work – principally road improvements - undertaken
at the expense of the railway project – we were unable to persuade the government that, for example, reducing the length of double track installed and the installation of some over bridges, narrow enough to only allow a single track to pass beneath, was folly based on a flawed business case. Sadly, we’ve been proved right, and many of the issues over reliability of the service would have been ameliorated at the time, and will now be significantly more expensive to put right. Even the Royal Train was held up on the occasion of the official opening. Not even Britain’s longest serving monarch has the power to command a train out of the way when it has yet to enter a foreshortened dynamic loop. However, while complaints have rightly been made about the reliability of the service, there is no doubting the popularity of trains serving Tweedbank, Galashiels and Stow. Any underperformance at stations nearer Edinburgh can, in large part, be put down to the simple unavailability of seats and a peak-hour crush more familiar to Central Line passengers than passengers from the Central Borders. Talk of extension All of which brings us to a stocktake on the first anniversary, just passed, of the line. An opportunity to look to the future, and the learn the lessons of what the railway means to the Borders, and how much more of a part it can play in a full reinstatement of the once called ‘Waverley Route’ through Hawick and on to Carlisle. A few months prior to the opening, the First Minister at the time, Alex Salmond, said to me that talk of extension would be dependent on the performance of the initial project. Clearly that case has been made, and Nicola Sturgeon, who succeeded Salmond as first minister has reiterated the Campaign’s long held desire for a modern feasibility study into just such a project. ‘Extension would follow enhancement of the existing Borders Railway, with lessons learned from previous experience to prepare for a positive future,’ said the Campaign’s current chairman, Allan Mclean. ‘Official studies into the potential for future extension of rail services to bring direct benefits to even more places should be seen as just the beginning of the next stage of railway development in the Scottish Borders.’ Obviously, this will be the start of a process that will take some time, though the Campaign doesn’t envisage a decade and a half of work before rails are reinstated through Hawick, which still remains one of the most significant communities isolated from the national rail network. ‘I appreciate that it will take time to extend the railway,’ said Allan McLean. ‘In the meantime, there is an opportunity to enhance the existing service to make it more reliable. There have been too many cancellations and delays on the Borders Railway but these could be overcome by positive action, including the Rail Professional
replacement of unreliable Class 158 two-car diesel trains with more powerful Class 170 three-car diesels. Cancellations and delays to the current trains must not hinder future development. In fact, recent experience can inform the future so that lessons are learned to maximise the very real benefits that a reliable train service can bring.’ It’s perhaps not always been apparent to government bodies, but the Campaign has always been the line’s most ardent advocate – if sometimes necessarily taking the line of tough love. To that end, the Campaign is putting its resources into two main aspects of the continuing project. First, we see a programme of enhancement to the existing line as absolutely critical, so that it can adequately cope with the success of the existing service. Second, of course, we want to play an active part from the very beginning of the process in extending the line to directly serve more communities in the Borders and provide a new strategic connection within the context of the national network. Given that the service stands favourable comparison with anything in its history –there’s never been a frequent clock-face service on the line until now – the demand
has never been satisfied in the past, and the service is now manifestly struggling to cope. The Campaign has therefore argued for more capacity on the existing route with more double track allowing greater flexibility of operations and better reliability. Infrastructure improvements proposed separately on the eastern side of Edinburgh, where the line interfaces with the East Coast Main Line, would benefit long-distance trains and local services between Edinburgh and East Lothian. In addition, there would be better performance of Borders trains, which join the ECML on a stretch of speed-restricted single track at Portobello Junction, about three miles east of Edinburgh’s Waverley station. There’s no underestimating the scale of the project to reach Carlisle. Although the civil engineering challenges are potentially fewer, the length of reinstatement is almost double the overall length of the Borders Railway Project. ‘It would be great to see trains running again between Edinburgh and Carlisle through Hawick for the first time since closure in 1969. It has already proved wonderful to see trains through Galashiels once more,’ said Allan McLean. However, the lessons of the project to date, can inform the future extension, and indeed elsewhere. Already, the success of the Campaign has inspired others seeking rail openings and re-openings elsewhere in the UK. As the Queen noted in her official opening, the full line was named the Waverley Route because it served the beautiful country loved by Sir Walter Scott, the author of the Waverley novels, and linked Waverley station, near the Scott Monument in Edinburgh, with Carlisle, the city where Scott was married. With the same dedication to the project shown by Walter Scott, the railway that bears the name of his most famous body of work can, once again become a reality. Though Scott favoured open prose, that would indeed be a poetic ending to the long-running saga of the Waverley Route. All photos courtesy of Simon Walton
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A hot topic Sarah Reeves looks at how the rail industry can better adapt and respond to the increasingly extreme impacts of climate change
dverse weather, such as intense rainfall and heatwaves, can cause significant damage and disruption to our railways. The occurrence of these types of weather conditions is increasing due to climate change and, without action this is likely to result in greater delays for customers and costs for the industry. To better understand the impacts of climate change on the rail network and the steps that can be taken to address these, TRL, alongside industry partners, recently delivered a cross-industry research project named Tomorrow’s Railway and Climate Change Adaptation. The project was commissioned by the RSSB in conjunction with Network Rail, and was supported by a steering group of industry stakeholders including representatives from
Network Rail, Toc’s, government and industry, who provided input and direction over the two year research period. It was carried out by experts in the areas of meteorology, engineering, social science, economics and geology, drawn from consortium partners TRL, Arup, University of Birmingham, BGS, University College London, Met Office, Beckford Consulting, CIRIA, JBA Consulting and with the support of John Dora Consulting. The project’s scope was wide with the consortium reviewing issues related to a diverse range of topics such as economic appraisal, metrics, cross-sector working and decision-support tools. Stakeholder engagement was a key part of the project, and a series of interviews, meetings, surveys and workshops were carried out on different topic areas throughout. The findings resulted in a multitude of recommendations for industry
and government relating to a wide range of topics. Some of these recommendations are for new approaches, while others expand or enhance existing processes or tools. Identifying interdependencies One of the underpinning concepts of the project was the need for a system-wide approach in order to consider the railway as a whole and understand its interaction with other sectors such as road, energy and telecommunications. Traditionally railways are viewed in their respective asset groups, by route or divided into infrastructure, rolling stock and customers. The project developed a holistic representation of the complex system which makes up the railway. Interactions were mapped at four recursive levels; socio/political, strategic, operational and local specific and the relationship between these determined. This provides a basis on which to comprehensively identify interdependencies and assess risk. Integrating consideration of climate change issues into decision-making For climate change adaptation to be implemented in the rail industry, it needs to be included in the key processes which support decision-making such as the appraisal of potential projects (which determines whether they are funded or not); the monitoring of the performance of the network (which informs maintenance and enhancement decisions) and the identification and assessment of future risk. Economic appraisal of railway projects – The results of a cost-benefit analysis is normally an important factor in determining whether or not a project is funded. However, traditional cost benefit studies often undervalue the benefits of adaptation action as they do not take account the wider social and economic impacts of travel disruption, such as impacts on local businesses. Including wider impacts in the appraisal processes, especially for large Rail Professional
projects could be one way of ensuring greater future resilience. Performance metrics – Understanding the influencing factors and consequences related to past incidents can help to forecast future incidents and prioritise areas for action. Performance metrics are a useful source for information for this, but their usefulness could be improved with more accurate recording of the location of incidents and the weather conditions at the time of the incident. In the longer-term developing a ‘journey availability’ metric would help the industry to identify when a journey cannot take place due to problems with the infrastructure or rolling stock, rather than recording only when a service is cancelled or delayed which triggers schedule four and eight payments. Geographical decision-support tools – GISbased tools are already used by the industry to identify the location of vulnerable assets and assess risk. Recommendations for improvements include recording third-party data where it may affect railway assets and incorporating real-time weather information to provide alerts. Learning from overseas Countries which currently experience a climate similar to the one projected for Great Britain in the future (climate analogues) may offer opportunities to identify good practice that PB Half Page Horz 122x184 Rack
could be transferable to the UK. A number of climate analogues were identified and compared with countries with similar railway systems to produce a set of countries on which to focus. Interviews were carried out with stakeholders from these countries to identify approaches used which may be transferable and the potential for knowledge sharing partnerships. Implementation of findings The project consortium worked closely with industry to explore implementation of the findings, producing two case studies which brought together some of the different aspects of the project. The first case study used a systems approach to evaluate how flooding would impact on a freight route and how this could affect the national economy. The second case study applied recommendations made on economics, metrics and use of GIS. A cross-sector workshop was also held which brought the rail sector together with representatives from other sectors such as road and energy to discuss how they could better work together to manage their response to extreme weather events. Adopting a more strategic approach While many of the recommendations arising from this research are quick wins that could be implemented by the industry, others require
longer-term collaboration between industry and researchers. The project identified knowledge gaps across the project topics, developed a methodology for prioritising these in conjunction with stakeholders and reviewed potential sources of research funding. Possible future research areas included slope stability and vegetation management, metrics which measure the impact of climate change on the system as a whole, understanding and managing coastal risks such as erosion, sea level rise and storm surge and improvements to data storage and analysis. Overall, hundreds of knowledge gaps of different types and priority were identified. While recognising that different stakeholders have differing priorities, one of the recommendations made was to produce an adaptation research strategy outlining the future priorities for the industry as a whole. This would provide a more strategic approach to research in this diverse and important area. The results from Tomorrow’s Railway and Climate Change Adaptation have been published in a final project report, which is available on RSSB’s research portal SPARK. Sarah Reeves is a climate change adaptation specialist at TRL
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Connecting the industry RSSB Regional Engagement Days 2016 The dates and locations for the next series of events have been confirmed as follows: •
Thursday 1st December: The Studio, Birmingham
Monday 5th December: Welsh Assembly, Cardiff
Wednesday 7th December: Kia Oval, London
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The future is here George Bearfield discusses the development of the RSSB’s new Safety Management Intelligence System
he rail system is a vast interconnected, multidisciplinary system that nevertheless must function as a whole. It’s open to weather and the behaviour of people including those who would seek to damage the network, and those who are oblivious to the dangers it presents. Railway characteristics vary with different design, type and condition of assets (some hundreds of years’ old), different use pattern and demand, and different practice and rules depending on local circumstances and conditions. Also rail operates in a very cost-constrained environment, meaning the need for pragmatic, prioritised approaches to analysing risk, as well as detailed local data and knowledge around all of these circumstances. The vision is therefore for risk models to be developed, maintained and evolved locally, using live data, and for these modes to drive timely interventions and decisions at all levels, in essence ‘the risk
Progress in IT provides us with an opportunity to capture more data and derive richer business intelligence in order to optimise investments and decisions to reduce risk and improve performance
intelligence that a world-class railway needs, efficiently provided to the right people in the right format and at the right time’. The future rail safety manager will need to review and analyse this real-time information in a ‘safety control centre’ acting on alarms with urgent responses in the field. Systems will also support rapid tactical analysis of similar combinations of weaknesses in safety defences by rapidly and intelligently filtering aggregated risk, asset
and safety control data to quickly target a broader response. They will also support the robust analysis of investment options to strengthen safety where necessary rapidly developing robust investment cases based on clear analysis of the balance between cost, performance and safety, to support timely management decisions. Rail Professional
The vision is of an industry that tracks its compliance data with its events, where analysts can access all the relevant data from one place and not have to worry about where the data originates from, its quality or have to question its usefulness. It means potentially the time window from being alerted to incidents and close calls, and the ultimate remedial decision or investment to manage the risk, is reduced from years to weeks.
Future coming quicker than expected The strategy to do this is owned by the appropriately-named cross-industry Data and Risk Strategy Group. First on the todo-list to get there is to launch the new Safety Management Intelligence System, first off with today’s existing functions, but in the future, potentially, with a whole array of integrated and automated safety management features, so this future could come quicker than expected. The first step is to replace the old SMIS, which was originally set up in 1997 and has been the rail industry’s national database for recording safety-related incidents that occur on the national mainline rail network in Britain. Network Rail, the train and freight operators enter about 75,000 events into SMIS each year, which supports the collection, analysis and sharing of Rail Professional
information. It has served the industry well, but the technology used no longer offers the potential sought after by rail companies in order for them to make the next step change in health and safety risk control. Progress in IT provides us with an opportunity to capture more data and derive richer business intelligence in order to optimise investments and decisions to reduce risk and improve performance. The new SMIS is a completely new cloud-based
on-line system exploiting commercial off-the-shelf, state of the art, safety management software. Post-launch, the new SMIS will continue to grow, ultimately replacing the existing Close Call System, and introducing new functions and features. The software product selected for the new SMIS was Enlighten, provided by Ideagen. In 2015 GRC 20/20, analysts of global governance, risk management and compliance solutions and strategies, named Enlighten as the most innovative product in its Environmental Health and Safety category. Enlighten’s scalability, user experience, analytics and mobile capability were the deciding factors in winning the award. The new arrangements are a winwin as industry will have next generation
software while at the same time securing a significant reduction in annual support, hosting and on-going development costs. This represents a huge change to what’s been used in the past, with more intuitive and workflows connecting users so it’s easier for them to collaborate to complete tasks, as well as a new risk-based data structure and new business intelligence software, meaning users can create their own reports more easily. Operations and safety directors will be able to view richer intelligence and be in a position to make decisions more quickly, and so intervene to prevent incidents occurring, whether that’s removing vegetation, changing procedures, reviewing permissive working situations, repairing a fence, briefing staff locally, investing in new technology or training, or indeed any intervention imaginable. Rail firms will also benefit from updated risk-based data sets, basically capturing and structuring the ‘shopping list’ of information rail companies need in order to do their analysis, and reflecting the way the railways have changed in the last 20 years, including the roll-out of new traffic management systems like ERTMS. The new SMIS also aids more efficient safety data collection and investigation management by making use of the inbuilt business process workflow that the software provides as standard. The industry’s safety and investigation teams no longer need to keep numerous spreadsheets and ‘to do lists’ populated to help them understand what data is missing and who do they need to chase as the new SMIS performs this for them. With a highly mobile workforce, sometimes working in remote locations and with no obvious desktop PC, there will be obvious benefits in the new SMIS mobile app. This means companies will be able to log details at the scene of an event, capturing photos and GPS tagging with phones and tablets. Culmination of 20-year journey But this is not just about technology; the implementation of this system is the culmination of a 20-year journey for rail in Great Britain, in both rail companies and the regulator, to develop the necessary safety culture, and maturity around data sharing that is necessary for the technology to function effectively within the safety management systems across the industry. There have been stages of evolution that the industry has had to evolve through bottom up, and this has required a mature, risk based approach to regulation and monitoring. It’s also required a degree of centralised, strategic planning from within the industry itself, something that RSSB, as a cross industry body has been essential to. George Bearfield is RSSB’s director of system safety
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Beyond the usual channels The industry’s skills shortage has become very difficult to ignore, says David SpencerPercival, so what can be done about it
K railway projects traditionally struggle to stay on track and within budget; it’s been the case with HS2, the East/West link, the Edinburgh/Glasgow line electrification, and countless others. That Crossrail has received considerable praise for hitting its milestones and keeping its costs under control is quite telling; the idea that things will go wrong is now more or less embedded into our expectations. It’d be unwise to reduce this to any single issue: one person may argue that it’s a matter of governments pursuing overambitious projects in an unrealistic way; another may argue that it’s a matter of poor timetabling, and both may be correct. But while the industry skills shortage is not the sole problem that UK railway projects face, it is a problem that has become very difficult to ignore. Can anything be done about it – and if so, what?
Anatomy of a skills shortage The railway skills shortage is, in part, a natural extension of a UK-wide skills shortage. That the country does not produce enough STEM graduates to meet demand is, at this point, beyond argument: a CBI survey found that over 25 per cent of companies are struggling to meet demand, and that more than 50 per cent anticipate recruitment difficulties in three years’ time. For the engineering profession, it’s estimated that the UK will need an additional 1.82 million workers by 2022. The railway industry is particularly affected by this shortfall: it’s expected that high-speed rail projects will require an additional 7,200 technical and engineering staff by 2020. As things currently stand, it may be hard to meet those numbers. And this can only partially be blamed on big picture factors like the nationwide skills shortage. The rail industry has very narrow
ideas about which candidates are suitable and which aren’t, and these ideas are holding it back – and causing these complicated, expensive projects to be delayed even further into the future. It’s never been especially easy to bring people into the railway fold: a candidate with experience of overhead lines and tunnelling can transition into oil & gas easily enough, but owing to the specificity of the role, an oil & gas worker will often find it very difficult to break into rail. They may have many transferable skills, but employers are likely to balk at the prospect of paying for extensive training alongside a fairly hefty salary. To some degree, this is understandable. For large, complex undertakings such as HS2 or Crossrail, you don’t want to cut corners, or hire people who aren’t up to the job. But consider that only 16 per cent of the current railway workforce holds a post-A-Level qualification
The rail industry has very narrow ideas about which candidates are suitable and which aren’t, and these ideas are holding it back – and causing these complicated, expensive projects to be delayed even further into the future Rail Professional
– and that this 16 per cent is more coveted and more highly-paid than ever before. Consider also that this workforce is coveted outside the UK: that other countries have their own infrastructure projects, and that the opportunity to work in Qatar, Nigeria, or Brazil, and often for much more money, can be very enticing indeed. A company can have candidates who are experienced, candidates who are qualified, and candidates who are inexpensive – but with current attitudes to sourcing, it’s very difficult to have all three. Special source Nobody is suggesting that the industry adopts a ‘beggars can’t be choosers’ attitude to staffing, and indeed, there are certain things that simply cannot be compromised on. Safety, for example, remains an important (if not dominant) concern, and one of the chief benefits of experienced rail professionals is that they typically require less training in this area. That said, a little flexibility will make it easier to source the necessary specialists – without falling victim to escalating salaries or forcing additional delays. In the short-term, it’s best to focus on bringing as many people into the railway fold as possible – from as many different places as possible. Many of the more successful projects make heavy use of overseas talent: one fifth of Crossrail workers, for example, are foreign
nationals. However, the window for this talent may well be closing: the UK’s upcoming exit from the European Union may well curtail the free movement of labour, so the faster a company moves, the more likely it is to secure the necessary skills. Equally, businesses might do well to start offering cross-training in industry standards and safety. Parts of the domestic talent pool remain untapped: if civil engineers, construction engineers, and others can be persuaded to make the transition, it makes recruitment much easier. Filling the holes in a CV that’s nearly there is often easier than paying through the nose for experienced talent, and if a company is reluctant to invest in in-house training, an industry recruiter may conduct it on their behalf. Break up the ‘boy’s club’ As for the long-term, education will play an important role in bridging this gap. Training is only part of this: the benefits of a railway career are many, but they are not emphasised nearly enough – and particularly not within certain underrepresented demographics. For example, only nine per cent of British engineers are female; if the industry breaks the ‘boys’ club’ perception of the profession, conveys a more welcoming, inclusive atmosphere, and incentivises more women to pursue careers in the sector, the potential talent pool will become deeper and the entire
However they choose to move forward, railway organisations need to make a clean break with the narrow, exclusionary recruitment methodologies of the past and present. There is a world of talent beyond the usual channels – all they have to do is look industry will surely profit. However they choose to move forward, railway organisations need to make a clean break with the narrow, exclusionary recruitment methodologies of the past and present. There is a world of talent beyond the usual channels – all they have to do is look. David Spencer-Percival is CEO and founder of Spencer Ogden
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Open to techies The next generation of rail technology needs some of the best skills in the market and at the moment rail employers will struggle to compete with their major rivals, says Paul Payne
o paraphrase a quote used to describe the Hatton Garden jewellery robbers, the UK rail industry is operating on an analogue basis in a digital age. While other sectors have pushed ahead with the next generation of gamechanging technology, the rail sector has been left behind and the most cuttingedge developments have been limited to self-locking bathrooms and carriage doors equipped with sensors. However, that could all be about to change thanks to the rise of
the digital railway. But what is this concept, how could it help the industry and what will it mean for recruitment? It would be hard to argue that the rail industry doesn’t get a tough time in this country. One look at Twitter during rush hour will present you with a series of angry messages about various delays or cancellations. It’s often something completely out of operators’ control, like a land slide, but most of the time it’s a signalling issue. That could be about to become a thing of the past.
According to the latest research the number of people travelling on UK trains is set to double in the next 25 years and the sector will add £128 billion to the economy by 2019. With the current state of networks in this country the government has recognised that it has to act, and act fast, and it has been revealed that within the next 25 years we will adopt digital signalling and train control systems that can potentially have a huge impact on the industry. But while it’s in fashion to adopt technology wherever possible, will there
Most of the existing talent is lured in by the ‘sexier’ employers like Google, Facebook and the range of tech start-ups that populate the market. And in order to compete with these firms, rail providers need to think about the sort of employer brand they’re creating and whether it really taps into the drivers and motivators of this group of people. Currently, to be perfectly honest, they’re failing at this task. The aforementioned employers offer the type of benefits and open working cultures that attract techies and rail firms need to do the same actually be any benefits of this approach? For one thing, networks will be considerably more productive than they are now. The digital railway may lead to the death of the signal boxes beloved by so many, but it will also create shorter travel times and digital train controls and management systems that allow trains to create a ‘buffer zone’ via a digital signal. This will mean delays are kept to a minimum and there will be the potential to run more trains on individual lines. They’ll also allow rolling stock to recover from hiccups more quickly as algorithms will be used to calculate how to return traffic patterns to normal. Track assets that coordinate trains more effectively are also likely to be adopted and smarter trains will improve the customer experience in almost every way imaginable. Rather than having to charge through a scrum of commuters
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to ogle a big screen and find out how late their train will be, passengers will be able to utilise mobile technology to get real time updates on its progress, potentially saving many people from the sweaty sprint to the platform at the end of the day. And it’s not just the networks that will be updated, but the trains themselves are also likely to enter the 21st century. Japan is planning a ‘floating’ train that will go even quicker than its current ‘bullet offering’ with the potential to travel at 315mph. You may also have heard about Elon Musk’s ambitious Hyperloop programme which could potentially transport passengers at speeds as high as 700mph through a pneumatic system, which could mean the journey between Manchester and London could be completed in as little as 18 minutes. However, it would be remiss to suggest
that there aren’t some clouds on the horizon. There’s already a huge shortage of tech professionals in the UK and Brexit certainly won’t help solve the issue. Most of the existing talent is lured in by the ‘sexier’ employers like Google, Facebook and the range of tech start-ups that populate the market. And in order to compete with these firms, rail providers need to think about the sort of employer brand they’re creating and whether it really taps into the drivers and motivators of this group of people. Currently, to be perfectly honest, they’re failing at this task. The aforementioned employers offer the type of benefits and open working cultures that attract techies and rail firms need to do the same. The next generation of rail technology doesn’t design and create itself, it needs some of the best skills in the market and at the moment employers will struggle to compete with their major rivals. As much as it may hurt, rail providers need to take a leaf from their book, consider what messages they’re sending to the tech market and adapt accordingly. If not, the industry could be left with lots of nice ideas but very little action. And with the potential benefits that digital rail could bring, that would be a big disappointment. Paul Payne is managing director and co-founder of One Way
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Technically competent James Fox discusses how the industry is refocusing on competency management and how technology can create a safer railway for the future
he ORR’s Railway Safety Publication 1 (RSP1) describes competency as ‘...practical and thinking skills, experience and knowledge...’ It breaks down competency into the following areas: 1) technical skills and underpinning knowledge 2) non-technical skills and 3) functional skills. The RSSB’s RS/100 guidance recognises the importance of having a rigorous evidence-base to establish what competencies are needed and how they will be measured, rather than relying on instinct. It covers how the development of a competency scale, encompassing a series of levels – from beginner to expert is a more valuable approach than simple ‘tick box’ compliance. Also highlighted is the need for richer competency profiles to incorporate large amounts of data and the limitations of the recording and analysis of such, using traditional paper-based systems. Within this, the guidance recommends introducing technology as the most effective solution for the monitoring of individuals’ progress. In RSP1, the ORR states that ‘the purpose of a competency management system is to control in a logical and integrated way activities within a company or organisation that further develop competent performance at work.’ It goes on to outline how the aim is to ensure that individuals are clear about the performance that is expected of them, that appropriate training has been received, assessments have been completed and that skills are maintained or improved over time. This cyclical process is designed to continually improve competency. To put this into context, it has been revealed in post-incident evaluation and analysis that non-technical skills (NTS) are key contributors to these events. In the ORR definition, these are defined as ‘a particular set of skills and knowledge relating to how risks can be managed at the front line’. Studies have shown that the absence of NTS can play a key role in incidents and accidents. It has therefore been recommended that staff learn how to deal with a range of situations, including those which are ‘out of the ordinary’, helping them
to manage threats, such as freak weather conditions and human errors, when they occur. Building up a complete picture and profile of an individual can require regular monitoring, assessment and analysis and it is here that technology can help to ensure assessors receive an accurate picture of an individual’s competency levels. Better manage employee competency In line with the RSSB’s indication that technology needs to be employed to monitor and assess competency management in the future, 3squared was approached two years ago by East Midlands Trains to develop web-based mobile App technology to enable the company to better manage employee competency. Previously, the company had used paper-based systems or legacy Lotus Notes to record and monitor vital safety assessment processes. This was inefficient, both in terms of the time and the fact that systems could not easily alert the operator to assessment deadlines, therefore running
the risk of an employee not being assessed when required. Working with East Midlands Trains, 3Squared developed RailSmart EDS (employee development system) as a competency management tool to address all these issues. Benchmarked against best practice guidance, it provides rail companies with the tools to proactively manage and improve the capabilities of staff, with the aim of improving safety on the railways. RailSmart works via an iPad app, which allows for complete assessments to be carried out on the move, whilst monitoring train crews at work. The web component simultaneously gives verifiers the ability to check the quality of the assessments being conducted against criteria set out in ORR and RSSB standards. This is now being used as a competency management tool by a number of rail operators. Feedback from industry In order to gain feedback from the industry Rail Professional
and gain a further insight into competency management across all rail operators, over the past 12 months we have carried out a major in-depth survey. This has involved posing a series of questions to Toc’s and Foc’s that focus on many different factors that affect competency management. The ultimate goal is to enable our team to gather information, so they can make RailSmart the industry standard technology for assessing and monitoring competency management. The findings so far have been interesting and far reaching. This includes recognising that safety depends on the co-ordination of key people in the business and not just on the actions of the drivers or assessors. Our research has identified that to be successful, a competency management strategy must relate to the organisation’s vision and strategic objectives, be implemented in daily processes throughout the organisation and – most importantly – take into account human factors, for all operations-based personnel. Our research reinforces the need for a focus on non technical skills and 3Squared recognises a golden opportunity for Toc’s to share knowledge and best practice with Network Rail, which is now forging closer business relationships and alliances with train operators. Human factors (NTS) are
widely used in other industries, including Aviation, Nuclear and Oil and Gas. The RailSmart Survey will help to communicate knowledge gaps and facilitate a ‘learning revolution’ in competency management – utilising both hard and soft skills, as part of making the rail industry a safer place to work. Human factors help us to understand why people make mistakes, why things go wrong and what contributes to incidents in the rail industry. Teaching non-technical skills includes raising awareness of potential issues in order to better manage risk. Human Factors training, threat and error management are what we have found to be at the core of competency management. RSSB’s guidance on human factors highlights how employees of rail companies are valuable assets that require continued investment. This should be backed by systems which support the safe and effective operation of the company. When human factors are taken into account, it supports a railway system that optimises performance. The guidance highlights how integrating activities to assess human factors at the start of a project can reduce the need for re-design once systems have entered service. This also decreases the potential for staff turnover, while increasing productivity for the whole organisation.
Meets future demands The overall model for train driver training across Great Britain’s railways has remained largely unchanged since the introduction of the first standardised training programme in the 1970’s. The predominant structure of this training has centred on the use of a comprehensive block of theoretical learning, structured around the Rule Book and Traction Manual, prior to extensive on-thejob practical training (RSSB, 2009a: T718). Although this model has been successful to a certain extent, it has focused predominantly on the development of technical skills and underpinning knowledge and has not formally included functional and NTS. New technology, like RailSmart, now offers a real possibility that competency management can be taken to a much more advanced level, with the opportunity to better monitor and assess these essential non-technical skills. By doing this, the ultimate beneficiaries are customers and rail employees in ensuring a safer, more productive railway that meets the challenges and demands of staff in the future.
James Fox is commercial director at 3Squared
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Invasive Weed Control Conference agenda Leading figures from across the public and private sector will be discussing cutting-edge strategies to deal with non-native invasive plants at a national trade body conference
oted for its training and technical expertise, the PCA has been in formation for more than 85 years. The trade body represents the UK’s structural repair sector, as well as the structural waterproofing, wood preservation, damp-proofing, flood protection and invasive weed control industries. In 2012, the PCA worked with the Royal Institution of Chartered Surveyors (RICS), supported by the Council of Mortgage Lenders and the Building Societies Association, together with invasive weed control companies which currently operate within the UK, to set up the Invasive Weed Control Group. Annual conference The Property Care Association’s second annual Invasive Weed Conference features informed speakers with expertise in areas including law, academia, ecology and technology. Entitled ‘Risk, Roots and Research’ the event takes place on 22 November at the Institution of Engineering Technology (IET) Savoy Place, London. Last year’s inaugural conference, held by the PCA’s specialist Invasive Weed Control Group, attracted a full house. Based on this success, the PCA has continued the formula for the event, with a three-session format
offering an up-to-date insight into some of the main issues impacting the management of key invasive weeds across the UK due to changes in legislation, technology and expectations. First session The first session, ‘Risk’, includes legal insight from barrister Leo Charalambides. There’s also an update on the current situation regarding Japanese knotweed and property risk from James Ginley, head of professional risk at Legal and General. Second session The second session, ‘Roots’, provides details of surveying and mapping invasive non-native species from Dr Mark Fennell, principal ecologist at AECOM, as well as an overview of the management of invasive weed remediation works from Richard Newis of Ashfield Japanese Knotweed. A response to the growing issue of aquatic invasive plants will also be presented in this session by Dr Johan van Valkenburg of the National Plant Protection Organisation, the Netherlands. Final session The final session, ‘Research’, features Dr Richard Shaw of CABI UK, Dr Daniel Jones of Swansea University and Dr John Bailey, formerly of the University of Leicester who will cover topics including biocontrol and
physiochemical control optimisation. The conference will then finish up with a panel debate featuring Network Rail’s Dr Neil Strong, Trevor Renals of the Environment Agency, Barbara Whitcombe of Leicester City Council, Rodger Burnett of Charles Lyndon and Paul Cutbill of Countrywide Surveying Services.
Interested industries Reflecting the significance of invasive non—native weeds to a wide-range of professionals, the conference is relevant to local authorities, statutory agencies, the rail, road and port industries, lawyers, utility companies, estate managers, house builders and developers, landlords, estate agents, housing associations, property agents, academia, surveyors and asset managers. Professor Max Wade, Chairman of the PCA’s Invasive Weed Control Group, said ‘A lack of information is one of the biggest obstacles to achieving the effective management of Japanese knotweed and other non-native invasive plants in the UK. ‘Our intention is to offer a level-headed and evidence based approach to tackling the issue and create a platform for delegates to access a wide-range of expertise from high calibre, informed sources. This conference offers a significant opportunity to access the latest thinking, research and knowledge at a single event.’ A full programme and booking form for the event can be downloaded at www.propertycare.org/conferencespca-invasive-weedconference/ Tel: 0844 375 4301 Visit: www.property-care.org
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Surveys and inspections Extensive experience and detailed knowledge of trackside land and assets allow fence and vegetation inspections to be carried out with the greatest of care and diligence
orton & Associates is a family run business which has been providing consultancy services to the rail industry since 1993. Originating in landscape architecture, the company has grown and developed its specialised skills to offer railway surveys, tree surveys, ecological surveys, geotechnical surveys, environmental and engineering consultancy among other services. A large portion of its time has been spent working with the rail industry, successfully completing multiple projects in areas such as surveying vegetation on London Underground lines, structural and civil assets, cable draw pits, signal posts, trees, cable posts, water ingress of tunnels and managing the surrounding vegetation. The company is currently working on projects across London Underground to assist with inspections and management of vegetation and fencing covering two thirds of the network. In the last 18 months they have also carried out a various surveys at over 60 sites in relation to the London Underground Signal Upgrade Project, these surveys include, Utilities, Topographical, Ecological, Civil Inspection & Geotechnical. Managed environment reduces problems Norton & Associates has aided in the significant reduction of trespassing incidents on railway tracks and property, and prevented potential delays to train timetables caused by falling trees, branches
and leaves. While undertaking these surveys, other problems are also regularly monitored, such as Japanese Knotweed, Giant Hogweed and Oak Processionary Moth. This vegetation management undergoes constant review to meet changing third party claims and railway standards. With 20 years of experience of carrying out arboriculture surveys, the company has assisted London Underground with managing their trackside vegetation and has built up a bespoke database to store detailed asset information safely in one place. The system can produce automatic risk assessments and allows for budget preparation, as well as up-to-date reports. Londonâ€™s railways are an important green corridor, sometimes in locations where no other vegetation is present. Numerous ecological surveys were carried out prior 1 ddni.geavgeab
to construction to maintain these green corridors. Diverse and complex In the last two years Norton Associates has conducted surveys for new signal systems, providing structural inspections, ground investigation, topographical surveys and more. Extensive survey experience and knowledge of London Underground has aided the companyâ€™s work on many complex projects. Tel: 020 88699237 Visit: www.norton-associates.co.uk Rail Professional
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A cause of less friction in rail Klüber Lubrication develops and manufactures lubricants that increase the reliability of infrastructure and reduce costs
ometimes the key to the success of a process or application lies in an apparently minor component, such as a lubricant. Not only can the right lubricant improve efficiency, it can also extend maintenance intervals and reduce the amount of lubricant required – but how can the correct one be selected? In the rail industry a number of factors have to be considered: environmental conditions, shock loads, and vibrations. All have an impact on the choice of lubricant needed to ensure the trouble-free operation of trains and maintenance of infrastructure, which is why when considering the choice of lubricant the industry has started taking an holistic view of maintenance and repair costs. How does the choice of lubricant influence the entire system? Lubricants that seem inexpensive at first may bring savings initially, but can result in considerably higher costs for the entire operation if the lubricant doesn’t have sufficient reserve capacity to cope with extremes. Take the lubrication of points, for example: although a small factor, it’s an essential aspect of railway maintenance and if a point fails to switch due to insufficient or poor lubrication, the entire rail network could be affected. This is why
Klüber Lubrication has developed its inhouse switchplate test rig, which simulates different global environmental scenarios, using a range of Klüber Lubricationdeveloped lubricants that are rapidly biodegradable. The test chamber determines the friction force curve and wear behaviour under sinusoidal cycling and variable environmental conditions, including rainwater. ‘When developing lubricants for the rail
industry, Klüber Lubrication is especially focused on making them environmentally friendly. It is of particular importance for friction points where contact with water or the ground cannot be ruled out,’ said Thomas Kamprath, rail market manager at Klüber Lubrication. Ecological footprints In partnership with the rail industry, Klüber Lubrication has been instrumental
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in significantly improving customers’ ecological footprints. The involvement of Klüber Lubrication in a project to evaluate switchplate sets with a known history of issues due to heavy usage, sticking, lubricant wash off, and debris resulted in a 95 per cent reduction in the consumption of switchplate lubricant. It also brought about a 70 per cent reduction in the manpower required by utilising a rapidly biodegradable lubricant solution. In partnership with Klüber Lubrication a reduction in the total
cost of ownership of more than £140,000 was realised. According to the operations support manager and project initiator at the evaluation site: ‘To have reduced the need to lubricate points at the current frequency not only allowed more effective use of manpower, it also provided a long-term solution that has improved points function and demonstrated our commitment to reduce the impact on the environment. This is important for two reasons: the lubricant is biodegradable and we use less of it. ‘We have tried many approaches previously and only now do we have more knowledge, better understanding and enhanced capabilities because of our work with Klüber Lubrication.’ Klüberbio ALO 32-4000 On-site training and application of Klüber Lubrication’s latest lubricant, Klüberbio ALO 32-4000, demonstrated significant improvements in adhesion even to plate beds that were not cleaned prior to usage.
‘Right first time’, bidirectional switching, resistance to rain or groundwater wash off and protection against corrosion, Kluberbio ALO 32-4000 assured an eco-compatible, low friction, water resistant film over a temperature range of -30 to 80°C. It gave effective protection against UV degradation caused by long-term exposure to sunlight, thus preventing the ‘gummy’ residues often associated with lubricants that can significantly increase switching forces. This enabled maintenance crews to cut down the time needed to re-lubricate as well as the frequency of re-lubrication from, in some instances, three times a week to once every three weeks. In addition to using 95 per cent less lubricant, Klüberbio ALO 32-4000 comes with an application device that enables more accurate applications, which improves the health and safety of maintenance crews. Rapid biodegradability (≥ 80per cent after 28 days acc. OECD 301 B) also helped the company demonstrate its commitment to the environment. Supporting UK rail Klüber Lubrication has established a reputation as a manufacturer of powerful, innovative, high-performance solutions that add value to OEM’s, operators and end users. The company actively supports the UK rail industry by developing and supplying a broad range of advanced lubricant solutions for rail superstructure and rolling stock applications. With many key original equipment manufacturers’ endorsements, solutions from Klüber Lubrication are geared towards enhancing performance and reliability, energy efficiency and improving service interval longevity – even in challenging conditions – to ultimately reduce operating costs. With more than 2,500 product lines, experts from Klüber Lubrication will be pleased to answer any questions regarding the lubrication of railway components and to offer support to help choose the right lubricant for the right application. Rail switch lubricants from Klüber Lubrication: Klüberbio LO 32-2500 Klüberbio ALO 32-4000 Klüberrail AL 32-2000 Klüberrail AL 32-3000 Klüber Lubrication also supplies a wheel flange lubricant, Klüberrail LEA 62-2000, which is approved for use in Bijur Delimon and REBS wheel flange lubrication systems. Tel: 01422 205115 Email: email@example.com Visit www.klueber.com Rail Professional
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Looking ahead to next year’s expo Leading rail operators head to Hamburg for insights into the global passenger experience industry
nboard hospitality and catering services are a key area of competition for the rail industry as operators fight to win business and persuade consumers to travel by rail over other popular modes of transportation. Premium, on—the—go catering continues to be a key trend for the wider hospitality industry, the World Travel Catering & Onboard Services Expo (WTCE®) offers rail operators a one stop shop to discover the latest in onboard catering trends, menu and product development, purchasing, logistics, onboard restaurant and café services and much more. Building on the significant success of the last event, 2017 will see WTCE return to Hamburg from April 4—6 as part of Passenger Experience Week to explore the future of the global passenger experience industry. The event attracts more than 300 exhibitors and 1,900 visitors, bringing together buyers and specifiers from the world’s international, charter and regional
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Track Safety Management Consultancy. Tel: 01262 608 313 Email: firstname.lastname@example.org www.seaton-rail.com
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airlines, rail operators and cruise companies. The week will commence with the Passenger Experience Conference, held on Monday April 3 in a new venue, moving from the Congress Centre to the Hamburg Messe Hall A4 Upper. The conference features three breakout streams which focus on different elements of the passenger experience: The Connected Journey where attendees can learn about the increased use of smart devices which enable customers to process their journey at every stage. Comfort and Wellbeing which discusses the issues impacting a passengers’ sense of comfort and wellbeing throughout a journey. Generating Revenue which focuses on how rail and air operators can better monetise their offerings. Onboard hospitality On the show floor at WTCE 2017, attendees can learn from, and network with, their industry peers, utilising their knowledge and expertise while establishing new partnerships to innovate the onboard offering and take the next steps to challenge the perception of rail catering services. For rail operators, the style of catering service offered is typically based on the length of the journey, the train facilities available, level of investment as well as the type of journey, for example, a commuter train or long-haul passenger service. Research by Rail Gourmet, the UK’s leading train logistics provider, revealed that 24% of passengers purchased goods before boarding, while 23% didn’t know if catering was available onboard. With such a disparity between passengers buying on board in different countries (Rail Gourmet estimated it ranges from 10—70% depending on the country) it is key for rail operators to assess their onboard offering and seek the solutions to meet the needs of their increasingly discerning customers. Highlighting the growing importance of onboard hospitality across the rail network, an increasing number of rail focused exhibitors are expected to showcase their products and services at WTCE 2017. Confirmed exhibitors include the International Rail Catering Group (IRCG), the trade association for the rail catering industry, which returns to WTCE following its successful debut in 2016. The association, which has railway catering operators among its members that include Chef Express (Gruppo Cremonini), DB Fernverkehr AG, Elvetino and Rail Gourmet (SSP Group), returns to the show to promote its efforts to increase the quality of onboard catering and accommodation services for train passengers. Getting around Also returning to the exhibition after its successful launch at the fifth anniversary event, is WTCE’s popular rail trail, which helps visitors easily navigate the show to
find exhibitors that operate within the rail sector, making it simple for visitors to build relationships with companies offering products suitable for the rail industry. Returning to WTCE 2017 and featured on the rail trail, Newrest Group International will showcase its wide range of catering and hotel services for rail companies. Newrest Group is one of the only companies active in all catering and related hospitality segments, including airline and rail catering, buy—on—board, duty free, airport and motorway rail concessions. It currently serves 56,000 meals every day for its clients in the rail sector, which accounts for more than 25% of its turnover. With experience of supplying catering services for more than 280,000 trains and hotel services to 32,700 passengers on overnight trains, it is well placed to offer insights to WTCE visitors on the latest trends impacting the industry and what rail operators need to do to beat the competition.
On the rail trail Other companies heading out on the rail trail include: Kaelis, providers of onboard products, services and solutions for airlines and railway industries Monty’s Bakehouse, providers of high quality, premium, hand held snacks that are baked in pack Onboard Logistics, an innovative waste management company with specific interest in the airline and rail industry En Route International, a global provider of innovative food solutions Sola Airline Cutlery, a Dutch based company specialising in the supply of stainless steel cutlery and catering equipment to airlines and railways all over the world Ratcliffe & Brown Wines and Spirits, leaders in supplying airlines, rail companies and travel caterers worldwide with a comprehensive range of great tasting wines. New additions for 2017 In addition to the increased focus on the rail sector, WTCE 2017 will see the return of the Taste of Travel Theatre, which will deliver cutting—edge presentations, live chef demonstrations and new product launches to innovate and inspire attendees. Attendance is free of charge to these informative sessions, which offer fresh ideas and creative solutions to enhance the onboard experience. Also returning to the Hamburg Messe will be WTCE’s What’s New Onboard feature, which shines a spotlight on newly-launched products, showcasing the latest innovative developments in the industry. The WTCE First Time Exhibitor Village will support first time exhibitors and encourage innovation, while introducing rail and air representatives to companies new to the show, and in some cases, new to the overall market. Said WTCE marketing manager Danielle Wolstencroft; ‘This year will see our biggest rail programme to date. Last year we had a large number of suppliers showcasing innovative products for the rail sector, and this looks set to increase at WTCE 2017. The return of the ‘rail trail’ will once again assist visitors in finding the exhibitors most relevant to their specific sector needs. ‘At last year’s show, we were delighted to be joined by the IRCG and David Small, chef consultant to the rail catering industry who spoke in the Taste of Theatre about the opportunities to deliver a regional breakfast service. We look forward to announcing this year’s line-up which all of our visitors – whether from the air, rail, or cruise industries can enjoy and learn from.’ Registration Registration opens in November for the World Travel Catering & Onboard Services Expo 2017. Visit: www.worldtravelcateringexpo.com Rail Professional
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Designed with safety in mind With a significant number of train and tram derailments caused by heavily worn track, Damon Cadman, global sales manager at Rowe Hankins, explores how the use of intelligent wheel flange lubrication can increase safety
n recent times, there have been several tragic rail disasters where metal fatigue is the culprit. In Britain, the Hatfield rail crash of 2000, which resulted in the death of four passengers, occurred when the train derailed after metal fatigue caused a track to fracture. In Germany in 1998, a high-speed ICE train travelling from Munich to Hamburg derailed in the village of Eschede, resulting in 101 deaths. It was found that metal fatigue had caused a tyre to fracture. Improving wheel life Evidence shows that lubrication of the interface between the rail’s gauge corner and the wheel’s flange root reduces the rolling contact fatigue in the rail. Rowe Hankins
believes that an intelligent use of lubrication can increase safety and reduce the chances of further fatalities. In 2003, the UK’s Rail Safety and Standards Board (RSSB) carried out a survey on wheel/ rail lubrication practices. It found that where no lubrication is used the wheel life is only 170,000km. The addition of trackside lubrication only increases it to 300,000km. However, the most substantial impact occurs in the use of on-train lubrication, improving the wheel life to 1,000,000km. Benefits of the iWFL The technical team at Rowe Hankins has designed the intelligent wheel flange lubrication (iWFL), an onboard dispensing
system which applies precise amounts of biodegradable lubricant. Engineered for both national rail networks and urban tram services, it improves safety by greatly reducing both wheel and track wear. The iWFL offers a 50 per cent life extension when compared to existing technologies. In order to extend rail and wheel life, it uses geographical locationbased dispensing of flange lubrication. Its
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The use of intelligent wheel flange lubrication results in extending service and maintenance intervals, reducing down-time and costs, and most importantly, improved safety, helping to prevent further train and tram disasters in the future intelligent design senses the location and intensity of track curves using a combination of GPS signals, speed and distance sensors. The unit processes the data and, only where required, applies lubricant precisely at each
location. The intelligent top of the rail friction modifier (iTORFM), when used with the iWFL, also improves safety by reducing friction and rail wear. Other benefits include improved fuel economy (reducing fuel consumption by 10—15 per cent) and a decrease in the rumble noise that occurs when the tread scrubs across the track. The system greatly reduces wheel and track wear, decreasing the need for maintenance and offering substantial cost savings to operators, track owners and users. Even the temporary loss of facilities, due to track and wheel wear, is inconvenient and costly. The environmental cost of indiscriminate lubrication, due to noise and pollution, is significant, so this was a big consideration during the design process of the iWFL. Environmental considerations The eco—friendly and cost effective system is already in use on rail networks across Europe. In the UK it has been successfully trialled with a major City Centre tram system, and Rowe Hankins has also been approved as the preferred supplier to a major supplier of the new high frequency, high capacity railway for London and the South East. Research shows that an effective flange lubrication system significantly extends
wheel life and reduces rail wear, when compared with a non—lubricated network. The use of intelligent wheel flange lubrication results in extending service and maintenance intervals, reducing down-time and costs, and most importantly, improved safety, helping to prevent further train and tram disasters in the future. Benefits and savings of the iWFL: • longer wheel life and extended overhaul periodicity between wheel changes • reduced stock holing of wheels and improved wheelset float performance • better wheel profile life after re-profiling or wheelset change-out • reduced lathe operating costs and better lathe planning for fleet availability • reduced number of vehicles on lathe paths to external lathe suppliers • improvements in service train availability with re-profiling or turning stoppages fleet performance and mileage extension potential in maintenance regime and MTBF measures. Rowe Hankins has gained a global reputation for quality, reliability and innovation, in making railway operations safer and more efficient. Tel: +44 (0)161 7653005. Email: firstname.lastname@example.org Visit: www.rowehankins.com
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Maintain, monitor and manage T&RS Engineering (TRSE) provides a range of specialist services to the rail industry for the maintenance and overhaul of individual or fleets of traction and rolling stock vehicles
&RS Engineering was established in 1999. The current team of flexible and mobile engineers has a combined wealth of experience in the maintenance and overhaul of traction and rolling stock. The company is a registered service provider through the RISQS scheme and a corporate partner of the Society of Operations Engineers. TRSE’s experience extends beyond passenger traction and rolling stock to include freight and on track plant and machinery. The company is centrally located in Doncaster and much of its experience has come from the rail heritage of the area. All of the team has depot management experience from hands on technical support roles to shift production management to depot managers. TRSE can supply reliable, value added and diverse engineering support to train operating companies, rolling stock leasing companies and other rail service providers. Customer satisfaction is assured through a flexible approach: the company has the ability to listen to the customer, understand their unique business requirements and then tailor the solution to their needs. The services TRSE offers include: • maintenance/overhaul optimisation to reduce the cost of maintenance and increase fleet availability • monitoring and improving fleet reliability • delivering improved exam/overhaul downtimes • product investigation and validation • project management • authoring, development and publishing of maintenance and overhaul manuals (including web based interactive manuals) • auditing, management systems, process and product compliance. Reduce costs with no loss The company’s client base has grown significantly over the past five years, to include the likes of Bombardier, Alstom, ScotRail, Grand Central, KeolisAmey Docklands and Unipart Rail. Recent projects include maintenance
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optimisation for ScotRail on its class 156, 170 and 334 fleets. The interval between exams was increased with no detriment to train safety. The fleet availability was increased while significantly reducing maintenance costs for this train operator. Bogie overhaul optimisation has been a major project for TRSE that was undertaken on behalf of KeolisAmey Docklands. Again, the company’s proven process was followed and the interval between bogie overhaul was increased with no detriment to train safety or reliability. TRSE developed and invested in a specialist tool for improving the processes of maintenance optimisation. The company’s maintenance optimisation database has streamlined the process while delivering a more thorough and reliable output for the client. This process and final presentation has received fantastic feedback from both clients and maintenance signatories. Seeking growth industries Auditing and assessment is a growing work stream. TRSE is currently working closely with Unipart Rail, providing auditing services for its safety critical supply chain. It also has a team of RSSB approved RISAS lead and technical assessors, who support RISAS assessments. TRSE specialises in Validation and Verification methods (IV&V) and can provide lead auditors and audit teams to support your business through any number of asset or process based assessments. The auditing team has extensive experience undertaking audits for Rosco’s, Toc’s, major supply chain organisations and component suppliers against a range of customer specifications. What’s next As TRSE enters a new phase of growth, it is currently seeking external accreditation of its quality systems and processes to verify the company as an independent assessment body. The company has just moved into new larger premises within Doncaster International Business Park which can support continued growth. Tel: 01302 898645 Email: email@example.com Visit: www.trsengineering.co.uk Rail Professional
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A Proscient move Petrotechnics is a technology company that provides software and services to global organisations in hazardous industries
ver the last 25 years the company has improved operational safety for many thousands of people by bringing disparate data and business processes together. After years of working with some of the largest companies in the world, it saw an even more important opportunity to not only reduce risk further but to significantly improve operational efficiency at the same time. Building on its track record of innovation, the company recently introduced the first software platform for operational excellence, Proscient. Proscient’s simple elegant way of connecting disparate processes and people allows everyone to visualise and manage risk and activity in a new way. This helps users make more informed decisions that reduce risk, reduce costs, and improve productivity. What is operational excellence? Petrotechnics defines operational excellence (OE) as ‘the pursuit of world-class performance’. It requires the systematic and
coordinated management of activity and risk. It’s tempting to say that operational excellence simply requires a better manual. But it’s not enough. Change needs to be hardwired into the system. While the rail industry has been able to adapt some processes and behaviours, there’s growing recognition it will never achieve the promise of OE until everyone in the organisation, from the workers on the track to the CEO in the corner office, can focus on the same information, at the same time. Operational Excellence requires a commitment from everyone in the organisation. It requires a new approach and decision supporting tools. The tools are already available Other industries already exploit a wide range of new technological advances, including the industrial internet of things, secure cloud computing and big data. And there’s a real opportunity for the rail industry to leverage the benefits these tools can offer. To make OE a practical reality, Petrotechnics has developed Proscient, a
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dedicated OE software platform for rail operations. Now the ability to visualise risk and activity in real time is unlocked. Proscient connects disparate processes and people to allow everyone to visualise and manage risk and activity across the enterprise. By looking at three simple screens, everyone from the boardroom to the frontline can now consistently see what’s happening, where it’s happening and when it’s happening. This results in better informed decisions that reduce risk, reduce costs, and improve productivity. The move to rail Petrotechnics has a 25-year legacy in the oil and gas industry and branched into the rail industry a few years ago when it won a contract with a large national rail infrastructure manager. Working in partnership with a systems integrator, Proscient was chosen to increase safety and improve productivity across the entire network by reducing the risk of delays, engineering overruns and spiralling maintenance costs. The move from oil and gas to rail may not feel like a natural step but when you look beyond the obvious environmental differences, many of the challenges facing both industries are surprisingly similar. The rail industry faces constrained budgets,
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more intense regulatory scrutiny, and higher public and political expectations. It’s also contending with rising passenger numbers, ambitious maintenance requirements and growing pressure for additional capacity, longer operating hours and more connections. The result is the need to do more work, safely and cost effectively. A client’s experience Proscient forms a key component of a wider process and role refresh programme with one of Petrotechnics’ clients, which is implementing several safety changes across the company’s infrastructure. Proscient will standardise actions around essential maintenance and repairs to reduce track time and mitigate the risk of injury and fatalities to staff. The rail infrastructure manager initially came to market looking to convert cumbersome processes and paperwork into simpler, clearer information centred on maps and easy to identify hazard symbols, in order to encourage risk based decision making. The instruction was to look at and understand good practices in other companies and reviewed various industries during this process. The review led to the discovery of Petrotechnics and conversations
began. Alongside changes to processes, the team chose a technology platform to embed new ways of working into the organisation. Proscient was the selected tool. Replacing thousands of static risk assessment documents, the software allows users to assess risks and controls in the context of the environment in which the task is being undertaken. Proscient is a single system from which people can go to work safely. It provides a better view of risk associated with work on the infrastructure, supporting the management of short notice changes safely and giving a clear definition of accountability throughout the process. Critically, it removes complexity by only displaying relevant information at the relevant time. A platform solution The above example is one way in which rail infrastructure managers can begin the platform adoption. Petrotechnics encourages organisations to think big, start small and scale fast. Big doesn’t have to be out of reach. The flexibility of the Proscient platform allows an organisation to start the way it needs to
– whether on one route, one region or across the nation. Or even in one department or function. Once the platform is deployed, it’s easy to roll out additional capabilities to deliver the increasing benefits (and return on investment) of OE. Proscient can connect many existing departmental initiatives, processes and systems to become a systematic, technologyenabled process – one that cascades throughout the entire organisation, right down to frontline operations. With an adoption process that’s as painless as possible. Proscient’s easy to use human factors design reduces training requirements, and its integrated eLearning provides a rapid learning curve The clear value of Proscient leads to rapid user adoption, with Proscient quickly becoming part of the everyday routine. This low risk approach enables an OE programme to deliver tangible business advantages that have long been promised. Contact: Jenna Chambers, lead product marketing executive (Rail)
Tel: 07824399379 Email: firstname.lastname@example.org Rail Professional
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Let’s torque measurement and calibration In this article, the third of four on the use of torque tools in the rail industry, Norbar’s Philip Brodey looks at measurement and calibration equipment
he requirement for accurately applied torque across the rail industry is very broad; from as low as 1- 6 N·m, e.g. for trackside electrical panels, to circa 2,000 N·m on steelwork within the railway infrastructure.
a simple to use entry level product for testing tools. With no settable options it is well suited to non-expect users. Employed together with a power tool test fixture, the TruCheck also provides a means of checking and testing pneumatic and electric torque tools.
Regular and reliable calibration paramount Regular and reliable calibration of any torque tool is paramount in order to keep the tool functioning as expected. This allows the user to maintain the production, assembly, performance and maintenance of rail infrastructure and rolling stock at their optimum. Calibration is essential to preserve the precision of tools, to achieve higher degrees of accuracy, and to provide an audit trail for tools throughout their life. In some applications, data might be captured from the tools as they are used in order to provide operation and maintenance teams, and their clients, with traceability for monitoring and audit purposes. Whether operations and maintenance teams are using pneumatic multipliers, electric multipliers, such as EvoTorque®, manual multipliers (with digital or click wrenches) or hydraulic wrenches (see page 201, September issue); they all need to be properly and regularly calibrated to ensure continued peak performance.
Superior accuracy When superior accuracy, selectable parameters and a UKAS accredited calibration certificate are required the Pro-Test range (1.2 N·m – 1,500 N·m, across three models) offers a straightforward alternative for measuring and testing of torque wrenches. The display holds the last five readings and all of the
Operation and maintenance Such needs can be addressed by O&M teams through standard torque measurement instruments. However a significant concern of introducing a torque tester into an environment, where people are not calibration specialists, is that incorrect test parameters could be selected which would result in tool inaccuracies and consequently joint failure. This has led to the development of a wide range of torque measurement and calibration solutions to suit a variety of user skill levels. Testing and calibration needs Norbar offers instruments that cater for all testing and calibration needs, either in a workshop environment or in the field. Where torque wrenches are used, typically in applications with torques ranging from 0.1 N·m to 2,000 N·m, the TruCheck™ range offers Rail Professional
readings can be sent electronically to Norbar’s calibration certificate software. The calibration mode guides the user through a calibration to ISO6789. The TST and TTT instruments offer a further step in terms of flexibility as they can be connected to any of the transducers in Norbar’s huge range. The difference between the two is that the TST has one internal transducer (up to 25 N·m) and an external transducer port whereas the TTT has no internal transducer but three external ports.
This means the operating range is limited only by the capacity of the three connected transducers. The T-Box XL together with TDMS (torque data management system) software is the complete solution for torque tool calibration, data management, auditing, and archiving results on a PC. Where hydraulic wrenches are being utilised the T-Box XL™ has a dedicated hydraulic mode. Used in conjunction with our hydraulic wrench calibration fixture, T-Box XL can test and calibrate hydraulic torque tools. Comprehensive range Norbar offers a comprehensive range of
torque tightening and measuring devices and calibration services to the relevant standards. Accredited by UKAS and the equivalent bodies around the globe, laboratories are accredited for torque measurements between 0.005 N·m and 108,500 N·m or the imperial equivalents. Philip Brodey is sales and marketing director at Norbar Torque Tools.
Tel: 01295 753 600 Email: email@example.com Visit www.norbar.com
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For more information: t 01978 852254 e firstname.lastname@example.org
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Colour me satisfied Forbo Flooring explains how colours used on rail vehicle interiors can impact on the passenger experience
he psychology of colour has been a well-researched topic in the design community for many years now. Different shades and hues spark different feelings in people but how can this be applied to the rail passenger experience? Colour helps to create a certain mood or tell a story and even affects taste or smell. It is colour that really connects the surrounding environment with the interior space. There are two overarching types of passengers, the business traveller and the pleasure traveller so how can interior design in rail vehicles increase customer satisfaction? The business traveller The commuter typically uses their journey as an opportunity to be productive and catch up on emails or get on with some work. Transport operators can enhance this productivity by using certain colours to create an effective mobile working environment.
Yellow Yellow is the easiest colour for the eye to see and is associated with optimism and is said to encourage innovation. Blue Known to be the world’s favourite colour, blue is calming and increases focus and productivity. Violet This shade of purple is associated with power and pride. Brighter hues increase creativity and lift the mood. Orange Orange is one of the more vibrant colours on the spectrum and is typically associated with excitement. Orange can bring people high energy and stimulate activity The pleasure traveller When people are travelling for pleasure, they seek out a more relaxing and enjoyable
journey. The pleasure traveller typically uses their journey to read a book, watch a film, listen to music or even enjoy a meal. Transport operators can maximise customers’ rest and relaxation with a range of more calming hues. Green Green is the most seen colour in the world due to its symbolization of nature. It is said to soothe the mind and encourage mental relaxation. Blue Although blue is a colour that encourages focus and productivity, it is also a colour associated with tranquility and serenity. This hue is a symbol of rest and reduces tension. Violet Pale shades of violet are known to bring inner balance and peace, encouraging ultimate relaxation.
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Grey Grey has been dubbed a ‘boring’ colour but paler shades can actually create a soothing and cooling presence. Incorporating colour science into rail interior design can enhance passenger wellbeing and therefore greatly increase customer satisfaction, with design and colour determining the overall mood and having a positive impact. The widest portfolio of floor coverings for rail Forbo Flooring Systems has developed a truly comprehensive and compliant floor covering product offer for the global rail sector. Whether you are sourcing floor coverings for high speed, intercity, regional, or light rail carriages, or for trams/ metro vehicles, Forbo can provide an exceptional range of products to meet the necessary requirements. Within the portfolio clients will not only find high performance entrance systems, linoleum flooring, textile carpets and flocked floor coverings, but also the widest range of designs and colourways on the market providing a world of choice. For a totally unique flooring solution Forbo’s design team will work with a clients to deliver bespoke floor covering designs that are guaranteed to give their rail interiors a truly individual look and feel. Tel: +44 (0)1773 744121 Email: email@example.com Visit: www.forbo-flooring.com/transport Rail Professional
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Improving Britain’s Victorian rail network The massive HS2 project may be making most of the headlines in the UK rail industry at the moment, but the need to keep refurbishing and improving Britain’s Victorian rail network is a vital part of keeping the country moving
eller played its part this summer by assisting in a £4.5 million upgrade project at Castle Mill Stream, just outside Oxford, which also involved Carillion and TSP Projects. TSP Projects was commissioned by Network Rail as lead designer for the Oxford corridor improvements work, a major development project to expand the capacity and future operations of Oxford station and the surrounding infrastructure. Just outside the station, the Castle Mill Stream bridge is a vital part of the Cherwell Valley line. Situated on the railway line between Oxford and Tackley stations, it carries four passenger and goods lines in and out of the city. However, the bridge was reaching the end of its life with many parts thought to be in the region of 120 years old and therefore needed replacing as part of the overall development of Oxford station. The challenge to the engineers was not only to come up with a solution that addressed all environmental issues (as the bridge crosses a watercourse and is part of an alluvial plain) but also to allow this major line to remain unaffected during the work. The original Castle Mill Stream bridge consisted of three spans of braced steel lattice girders supporting a transverse spanning timber deck. The bridge girders are simply supported on the brick bank seat abutments and the two brick piers. The plan was to replace the existing bridge superstructure with a three—span continuous precast concrete beam deck. The additional weight of the new bridge deck and ballast significantly increased the permanent loads acting on the foundations. Cost and time TSP Projects was provided with schemes by Network Rail’s previous consultants that considered damming the river and providing full bridge replacement to rebuild the piers, abutments and bridge deck. However, this scheme was both costly, environmentally risky and involved a lengthy programme mainly due to engagement with external bodies. Rail Professional
As with all schemes of this nature, programme was key hence TSP consulted with Keller at early stage development in regards to the buildability of a micropile (Pali Radice) system to underpin the existing structures. This early contractor involvement by Keller was key to allow TSP not only to design the micropile system but to demonstrate to both Network Rail and Carillion (Network Rail’s contractor for the bridge work) that its design was buildable. One key area of risk for TSP was the very thin nature of the central piers and the inability for both the micropiles and pier structure to tolerate excessive force. However, the decision by the TSP bridge design team to design the structure as a continuous deck allowed all traction and braking loads to be resisted by fixed bearings at the south abutment allowing the pile rake to be adjusted. Keller’s role, as a foundations specialist, was to help formulate a plan to strengthen the existing foundations to carry the extra weight of the new concrete deck, and then carry out the works while keeping to a very
tight timetable. And all this while keeping the trains running. An added complication was the nearby Castle Mill stream, which is fed from Oxford flood plain, a Site of Special Scientific Interest. The stream couldn’t be drained to allow underpinning from below so it was decided to do the work during blockades (when the line is closed temporarily) and drill between the rail tracks and sleepers into the deck and form the piles. Root pile Pali radice (root pile) has been extensively employed throughout the world as an underpinning system for strengthening existing foundations which are settling or are required to support increased loads. When used for underpinning, the piles are formed through the structure thereby achieving a direct connection between the foundation and a competent subsoil strata, providing the structure with roots, giving the piles their name. The equipment and techniques employed have been designed to minimise vibration
Macrete NCE 1-2 page March 2016-paths.indd 1
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and to operate with minimal noise. They can be employed in areas of restricted access and have the ability to bore through virtually any obstruction. Network Rail agreed to the use of the pali radice system and the TSP and Keller team got to work.
TSP associate director, John Judge, said ‘this was one of the most challenging designs and construction projects using this impressive method. The limited size of the piers together with the complex access from above made both designing and
location of the piles a challenge. However, the joint working of both the bridges and geotechnical team at TSP together with the early involvement of Keller in the philosophy contributed to bringing the project in on programme. ‘In addition the use of our 3 and 4D modelling ability allowed both design to be completed, communicated and updated during construction. Specific site issues and change could then be effectively managed with limited delay to all parties.’ With the strengthening work complete, Carillion were then able to move in over the rest of the blockade period to remove the old timber deck, replace it with the concrete one and reinstate the rails to open the Oxford Corridor back to rail traffic. This was, in addition, a major feat of engineering. A Network Rail spokesperson said: ‘We invested in the region of £4.5m into this railway upgrade, and the works went extremely well, with the possession handed back on time ready for passenger trains to run.’ Tel: 02476 511266 Email: email@example.com Visit: www.keller-uk.com
Work begins The team cored through the timber deck, then into the sandstone capping of the brick abutment and core to four—five metres below deck level through the brickwork. Then the 220mm casing was advanced to the clay at approximately eight metres below deck level, then drilled out the clay to depth. Keller staff had to dry core into the abutment to avoid water contamination of the stream, and then air/water flush the casing through the brickwork. Then the pile was formed in the clay using dry auguring techniques and reinforced them with a circular hollow section tube and a threaded bar over the full length of the pile. The piles ranged in length from 16-32 metres. The work was carried out during a series of train stoppages over nine weekend possessions, some day shift working when the line was open line and a four-day line closure. Professional opinions ‘The project presented many difficulties’ said Matt Large, Keller general manager. ‘Apart from the tight timetable, we finished our work on a ten—week timetable with just three hours to spare, we had other factors to consider. We couldn’t drain the stream, we had to keep the train line dry and we had to be aware of environmental considerations for the residents in the local area. ‘This all pointed to a pali radice solution because we could core and form piles with the same machinery. By dry coring we kept the lines clean and didn’t pollute the watercourse. Network Rail was very happy with what we achieved.’ Rail Professional
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Let there be light Milton Keynes Central Station has received the latest LED lighting upgrades from Holophane
he lighting refurbishment of the Milton Keynes Central station concourse and overbridge required a total solution approach. Holophane was able to deliver a project resulting in significant energy savings while combining lower maintenance requirements with a better quality of light than the previous metal halide and SON luminaires. Holophane’s solution was to provide, the latest in LED technology, Haloprism™ high bay luminaires for the concourse, LEDlightpipe® EVO for the overbridge and Prismashield for the stairs to the platforms – all of which are controlled by a HOLOS2 control syetem to maximise efficiency. Haloprism™ was chosen for the concourse area due to its high performance and high efficiency lumen output as well as its system longevity and very low maintenance factor.
Haloprism™ produces up to 146 lm/w and has a lifespan of 100,000+ hrs. A low maintenance product was required due to high accessible mounting location – Haloprism was the ideal product with its self cleaning PrismaLED optics, and Patented thermal management system resulting in an extremely low maintenance lumainire. The design of the semi-torus glass optics and the vertical ventilation slots in the heat-sink chassis create a ‘Venturi’ effect where the airflow around the optics prevents dust particles settling on the glass as well as providing a cooling effect on the lumiaire. Add this to the already excellent thermal management design and long life of the luminaire and this equates to a much lower required maintenance level for the luminaire. Superior quality Due to Haloprism’s™ high performance, Holophane were able to provide a superior Rail Professional
quality of light as well as improved lighting levels with 25 per cent fewer fittings. This, coupled with our HOLOS2 controls, enabled the station to reduce it’s lighting energy consumption by an estimated 80 per cent in the concourse area. The LEDlightpipe® EVO was chosen for the overbridge due to the structure of the ceiling. It is an optical continuous modular lighting fixture with one to four tubes utilising one or two LED modules per tube, each with 18 LEDs per module. The LEDlightpipes® are plug & play connectable through the integrated cables, ensuring that significant savings on installation costs can be realised. The modular design of the programme of the EVO is also applicable in environments where continuous lighting is not possible, as was the case with the overbridge ceiling. The fittings are vandal resistant (IK10+) and IP66 rated. These fittings provide the lighting levels required and with the use of HOLOS2, are a highly energy efficient solution, offering an estimated 69 per cent reduction in energy compared to the previous installation on the overbridge. The Prismashield luminaire system was chosen for the stairwells because of its slim profile and vandal resistant design. The use of infill panels allowed a continuous run on luminaires to be installed for a seamless appearance. Overall, the new lighting installation
throughout Milton Keynes station has reduced energy consumption by and estimated 73 per cent compared to previous metal halide and SON installations. Couple that with the reduced maintenance costs and the Holophane solution has clearly put this station on to the right track for its customers. Tel: +44 (0) 1908 649292 Website: www.holophane.co.uk
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A sustainable contribution Hoppecke has developed a safe Lithium-Ion battery for eco-friendly trains
ollowing the successful introduction of NiCd batteries on the advanced H3 hybrid shunting locomotives, Hoppecke has developed a new LithiumIon (LiOn) battery for use in locomotives and trains that offers superior energy storage and innovative power management with a built-in system that controls the temperature of the battery. This ingenious Lithium-Ion battery has a nominal voltage of 666V and a capacity of 138Ah which gives 92kWh of stored energy. It was designed to meet the exacting European Standard (EN50155) for electronic equipment used on railway rolling stock, with extra special attention given to the safety aspects, including enhanced protection against fire and explosion. Since Hoppecke’s new rail LithiumIon battery is also designed for use inside factories and tunnels, a special fire-proof housing with combustion gas purification has been developed in case of battery fire to ensure maximum safety. The battery also has its own built-in air conditioning capabilities to guarantee full power even in extreme operating conditions. The new battery was developed by Hoppecke to work with hybrid drives in order to reduce CO2 pollution significantly. It is charged by the on-board diesel generator and the battery then supplies the stored energy to drive the locomotive. This Hoppecke battery can achieve 850kW peak power and in normal operation delivers 600kW to the train’s drive system. The system is based around Hoppecke’s HV high-voltage lithium modules and can be expanded in a modular way to deliver higher performance as required. To date, the new Lithium-Ion batteries have been installed on trains built by locomotive specialist Gmeinder of Mosbach, Germany, and they have been shown to cut the amount of fuel needed by 40 per cent through hybrid technology and to enable smaller diesel engines to be fitted. These savings are achieved because the highperformance engines are only required when coupling the carriages but once the train is in motion only a small portion of power is needed. All of the Lithium-Ion battery systems from Hoppecke have a modular structure and consist either of 24V or 133V modular battery units – these can be used as individual blocks or installed as a group of modules to create larger battery systems up to 1MWh. The Lithium-ion modules
are available in High Energy (with high energy content) or High Power (with high power density) versions. The compact and lightweight batteries also deliver a long cycle life, with over 3,500 cycles even at deep discharge levels. The Hoppecke LiOn batteries can be assembled into energy storage systems of up to 1000V and feature an integrated battery management system. They are also very quick to charge with a high current capability and incorporate both active and passive heating or cooling to ensure optimal performance. Finance plans for customers Hoppecke has also created finance plans that enable customers to pay for the new battery systems in monthly instalments over agreed periods, including regular inspections carried out by Hoppecke service engineers. Moreover, Hoppecke is able to plan, finance, build and operate a customer’s energy
storage system so that they only pay for the energy they use. Said Paul Butchart, national sales manager – special & reserve power systems at Hoppecke Industrial Batteries: ‘The development of this new Lithium-Ion battery for trains puts Hoppecke at the forefront of railway rolling stock power supplies and these batteries will become the standard for powering trains in the 21st century.’ He added: ‘Hoppecke is committed to working in partnership with the biggest names in the industry to deliver high-power energy solutions for trains that ensure maximum performance and significant fuel savings. In this way we are making a sustainable contribution to environmental protection.’ Contact: Paul Butchart Tel: 01782 667309 Email: firstname.lastname@example.org Visit: www.hoppecke.co.uk Rail Professional
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Globally minded expansion Established in 1929, Schaltbau Machine Electrics produced the first heating elements for German Railways
he company’s focus over the years has been the control of DC power through its range of switches, contactors and connectors, however international expansion to meet the challenges of established and emerging markets has resulted in significant business acquisitions in France, USA, China, the UK and more recently Italy. This has greatly expanded its technological capabilities and it now supplies products ranging from train doors and door gear, toilets, HVAC systems, signalling equipment and track controls, train cabs and master/ brake controllers in addition to the traditional products.
Such a high level of expansion has resulted in the company employing over 3,000 people in 31 subsidiaries and production sites worldwide with an annual turnover of more than 558 million euros. The growth of the company has opened up so many new markets and product opportunities that it is now an OE supplier to leading train manufacturers around the world, with Bombardier, Hitachi, Alstom, Mitsubishi, Siemens, Knorr Bremse, New York Transit, SNCF and Eurostar among them. The knowledge acquired over decades of developing and manufacturing electromechanical components makes Schaltbau an expert in finding the right solution. With competent expert advice, it can provide the right solution for any customer. Standard products Schaltbau electrics for rolling stock fully Rail Professional
meet the requirements of OEMs and railway operators in supplying all its products. The famous snap action switches for safety critical applications are characterized by positive opening operation. The components of the snap mechanism are designed that they also have positive mechanical engagement. This guarantees that the contacts of the switch will open even if the snap mechanism fails due to contact welding after a short—circuit or from a broken spring. This makes the switches ideally suited for use in safety—related applications and for safety components as defined by the European Machine Directive which explicitly requires switching elements with positive opening operation for the prevention of accidents. Schaltbau’s patented contactor range employs a concept by which the arc is driven into the arc chute and extinguished within a few milliseconds. This type of innovative contactor technology prevents the contacts from welding or burning and the protects the equipment from any damage. A comprehensive range of connectors are used across the rail industry from the high charging connector used on the latest battery rafts to the UIC IT series for state-of-the-art ethernet solutions for data communication and our B, ZS and ZH series of connectors for train jumper cables. UK Site At its UK Base in Cwmbran in South Wales, Schaltbau Machine Electrics products connect, contact and control electrical systems in rail vehicles. From a 20,000 sqft facility the company designs, develops, manufactures, repairs and tests electromechanical components. A wide range of heavy duty AFS solenoid switches and Cam Contactors are produced here as well as customer specific snap action switches for the rail market. In addition the company specifies, stocks, distributes and supports the complete range of Schaltbau global products. This includes rail approved DC contactors, connectors, snap action switches, master controllers and the latest smart technology in cab equipment and driver’s desks. Customisation and product development Alongside the new build markets, a principal focus of the UK site is the support of rolling stock requirements for repair, refurbishment and upgrades to the existing fleets of rolling
stock within the UK. With planned overhaul and maintenance schedules for its products from Rosco’s and heavy maintenance depots such as Arriva TC, KBRS, Unipart, Wabtec, LUL, LH, Brush to name a few in the heavy rail industry. In light rail, Croydon Tram and
Although Schaltbau products are used in rail vehicles all over the world, where they ensure safe and smooth operation in the harsh railway environment. What is required, however, is often not only a safe but also a customised cost effective solution which satisfies particular problems for a customer fleet or individual component or a special environment where it is used
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Blackpool tram SME ensures that availability is aligned to refurbishment schedules. Additionally, its experience and understanding in the overhaul market coupled with its flexibility to adapt helps its customers to satisfy sudden changes in requirements. Although Schaltbau products are used in rail vehicles all over the world, where they ensure safe and smooth operation in the harsh railway environment. What is required, however, is often not only a safe but also a customised cost effective solution which satisfies particular problems for a customer fleet or individual component or a special environment where it is used. An example of this customisation is the
recent project to develop and supply a solution for Croydon Tram to safely isolate the roof mounted batteries while carrying out maintenance. Working with Viva Rail whose concept on its new class 230 (in service this year) was to completely upgrade ex LUL stock. Schaltbau developed a new master controller, specified and supplied new contactors for new HVAC system and developed and supplied new door micro switches to replace the existing mercury tilt switches without the need to change any existing door designs or equipment. Future plans Schaltbau’s future plans include further developing its large contactor repair facility which is a cost effective and quick turnaround solution to extend the life between replacement on its larger range of drive contactors. This compliments the continued development of relationships with customers within the repair and refurbishment market where Schaltbau’s expertise in finding practical and innovative solutions to its customer needs has been a success for both train and tram operators. The company continues to develop new products such as the new bidirectional
Quality Precision Engineering Ltd SCIENTIFIC INSTRUMENT MAKERS AND PRODUCTION ENGINEERS
contactor, a high-performance bidirectional variant especially suited for where bidirectional switching is a requirement. Also, the update of the CH and CA Series high—voltage contactor, which introduces an innovative contactor concept to the market. When it comes to traction motors and inverters Schaltbau also aims to stay the name of choice in the market. Summary With over 40 years’ experience of manufacturing DC contactors in South Wales, the aim of the technical sales team is focused on the long—term relationships with customers, partners and rail engineering consultancies to provide innovative products for new railway rolling stock, OE spares and replacement components for existing fleets and technical expertise within the industry and project support for repair and refurbishments. Together with its global sister companies Schaltbau Machine Electrics can offer a comprehensive range of electrical solutions to the Rail Industry. Tel: 01633 877 555 Email:Martyn.email@example.com Visit: www.schaltbau-me.com
• Full CNC and Manual Milling and Turning • Providers of High Quality Engineering Solutions from concept to end product • Prototype • Individual Components • Batch Runs
For further details contact Mike Zisimos either by email or phone Coldhams Road, Cambridge CB1 3EW T: 01223 215333 E: firstname.lastname@example.org W: www.qpe-ltd.co.uk
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Invest in people not just infrastructure Huge infrastructure investment in the UK and large projects such as HS2 and Crossrail, have resulted in a sharp increase in the demand for highly skilled professionals across the rail and transportation sector
LLEN & YORK recruitment consultancy works with many of the large multidisciplinary consultancies and contractors to source skilled technicians for teams working on growing infrastructure projects. These roles are often hard to fill, mid-to-senior positions, where there is usually a skills shortage and real value can be added to the recruitment process as a result. Recruitment hotspots include civil and design engineering, overhead line electrification (OLE), E&P and signalling, building information modelling (BIM), quantity surveying and commercial management. There are large skills gaps across this sector and genuine concerns as to whether the workforce can meet the demands of the largest investment in infrastructure the UK has ever seen.
Today’s rail industry is more diverse than ever before, but still in the UK only 16 per cent of the workforce is made up of women. The majority, 60 per cent, are working in customer facing roles and just 4 per cent currently occupy an engineering position Rail Professional
Currently the UK rail industry is undergoing a country-wide investment programme, with the government funding a number of large projects such as: • Providing £80m to support the planning for Crossrail 2. • Contributing £500m to the £1.2bn Cardiff Capital Region city deal. • Providing £4m to support the development of HS2 and an additional £10m to improve stations across the South East and West. All these projects, and more, are stretching the UK’s workforce to the maximum, engineering and construction skills are at a premium and many companies have initiatives in place to attract more talent to the industry, as well as partnering with specialist recruiters to support their recruitment drives. Initiatives to attract more women to the industry, to tempt contractors into permanent positions and to offer apprenticeships and graduate schemes to the next generation are all working towards increasing the talent pool for the rail industry. Women Today’s rail industry is more diverse than ever before, but still in the UK only 16 per cent of the workforce is made up of women. The majority, 60 per cent, are working in customer facing roles and just 4 per cent currently occupy an engineering position. Exceptions to the rule include Nicola Shaw CBE, who has recently started working as executive director UK for National Grid, and her replacement Dyan Crowther who takes over as CEO at HS1. However, in the main women are not involved in the core decision making process with 79 per cent in nonmanagerial roles and only 0.6 per cent having progressed to director or executive level. The same is true for the construction industry with only 11 per cent of the workforce being female, according to the Construction Industry Training Board (CITB). In a bid to address this, Crossrail have partnered with ‘Women into Construction’ to
attract more women to the industry, and the group ‘Women in Rail’ has been established to attract more women into rail. The ‘Women in Rail’ group was founded in 2012 by Adeline Ginn, an in-house lawyer for Angel Trains in London. She says the industry ‘is misunderstood and misrepresented’, adding that young women are unaware of what it can offer in terms of career options. There is a big push to attract more women into the rail sector, to help widen the talent pool and improve company productivity. Recent research has shown that having a good gender mix at management level improves a company’s productivity and sales. Women used to be more present within the rail industry and numbers have actually declined in recent years. With the nationwide push for more students to take up STEM subjects at university, there has never been a better time for young women (and men) to consider a career in engineering and construction. Contract to Permanent Attracting skilled contractors into permanent positions can be an uphill struggle for employers and recruiters alike. Contractors
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West Midlands Franchise - Business Unit Manager – can earn anything from £30-60K more annually than their permanent colleagues and with figures like that, why would you want to change? Permanent salaries are never going to match those of contractors, but there are some additional perks that are offered to fulltime staff, including: • Pension schemes • Private health care • Car allowances • Share schemes • Professional development / training funds • Career progression and holiday allowance. All of which can make the switch seem more attractive. It can be easier to make a long-term impact within a company if you work for them as a permanent member of staff. ALLEN & YORK has spoken to several individuals who have found it difficult to progress to director/board level as contractors and have made the decision to move across to being a permanent employee for increased career development opportunities. Developing relationships with key stakeholders and establishing longevity with respected companies adds weight to a CV and can also lead to promotion or opportunities within affiliated companies. Within the current jobs market, more and more client companies are creating permanent roles, due to the increasing length of projects and greater investment, so there is more of a demand for permanent members of staff. ALLEN & YORK see a growing number of interesting positions with big heavyweight players in the sector appearing, offering potential employees a greater level of job security and opportunities to make a long—term impact within a company. Apprenticeships & Graduate Schemes The 2008 recession left the country with a major skills gap across many specialist technical disciplines, and rail is no exception. There is also a looming retirement crisis on the horizon, which will see the loss of many highly skilled professionals. According to The Traction & Rolling Stock (T&RS) Skills Forecasting report 2012, 40 per cent of the workforce are aged 50 or over, and 22 per cent are 55 or over. Based on this data and an assumed retirement age of 62, almost 5,000 workers will retire over the ten—year period up to 2025. Of this number, over 2,000 will be highly skilled workers including engineers. This problem is so well documented that ‘mind the gap’ has been coined to illustrate the concern within the industry as to whether the skills are available to meet the infrastructure targets that have been set. On the upside, this has triggered all the major engineering companies, such as Siemens, Balfour Beatty, Morgan Sindall, Arup and BAE, as well as TfL and Network Rail to establish graduate and apprenticeship schemes. Which offer amazing opportunities for young people looking for a career in rail. Job prospects in rail are essentially a good news story and we are growing our rail recruitment team to meet the increased demand for skilled professionals. However, it is crucial that government, business, professional bodies, education, recruiters and the wider engineering community continue to work together to ensure that the UK has the talent pipeline ready to meet demand for the future.
full time and permanent Salary circa 55k per annum Location: Primary base is Birmingham, but post holder is expected to work in London up to two days per week The West Midlands Combined Authority (WMCA) has committed to deliver excellent public services and entice intelligent investment in our regional infrastructure, businesses and people. Our fresh opportunities are underpinned by an initial overall investment package of £8 billion in the region alongside the creation of up to half a million jobs. West Midlands Rail, representing local authorities in the region, will be leading franchise management of the new West Midlands franchise in partnership with the Department for Transport (DfT) as a first step in getting much greater local influence over rail services. As an important contributor in delivering our challenging agenda, we have an exciting opportunity for a Business Unit Manager who will be responsible for managing the Franchise Agreement on behalf of the DfT and West Midlands Rail (WMR) for the West Midlands Business Unit of the West Midlands Franchise. The role requires an individual who will create a working environment where the operator is motivated to deliver the required outcomes, holding them to account where this does not happen. You will be key in the establishment and development of a credible and successful collaboration between DfT and WMR. The successful applicant will influence, develop and motivate the passenger rail franchise operator to deliver the outcomes contracted through the Franchise Agreement, create a working environment where the committed obligations of the franchise operator are delivered on time and are in line with agreed commercial terms within the franchise agreement. To apply, please download an application form, by visiting https://westmidlandscombinedauthority.org.uk/jobs Please provide detailed information in your application outlining your suitability for the post. Once completed please e-mail it to email@example.com or post it to: West Midlands Combined Authority Corporate Support 16 Summer Lane Birmingham B19 3SD You can also call 0121 214 7154 to obtain an application form and role profile via the post. Please note that a CV alone will not be accepted. Closing Date: 5pm 10th November 2016 Interview date: Week commencing 28th November 2016 We are committed to equality of opportunity in service provision and employment. Our recruitment policies, procedures and practices enable all applicants to be considered on merit and ability to do the job. We will make reasonable adjustments, in line with the Equality Act, for disabled applicants if these are needed.
Contact: Lisa Newman, Head of Rail & Transportation at ALLEN & YORK Tel: 01202 888 986 Email: firstname.lastname@example.org Visit: www.allen-york.com Rail Professional
QUALIFIED RAIL STAFF REQUIRED! CROSSRAIL SUCCESS FOR TES TES recent success in securing work on the Crossrail project firmly establishes TES and its commitment to delivering high quality work and service within the rail industry. At the forefront of safety, TES strive to develop best practice and set the standards for safer working in the industry. Specialising in Isolations, Electriﬁcation, Possession Management, Technical, Track Services and Safety Critical Training, there is no better time to join our team. We are looking for skilled, enthusiastic and motivated people to join our operational teams in the following areas:
Crossrail Project - East & West
Anglia, Greater London, LNW South and LNE South
Possession Support Staff
Salary and Benefits Competitive rates of pay apply and excellent training and development opportunities will be available to successful candidates. Applications To apply, please contact the HR Team on 01206 799111 or email email@example.com
Group Sales Director Hemel Hempstead
Employing over 250+ staff we are a dynamic and energetic organisation that has been successfully expanding in recent years, both through natural organic growth and acquisitions. We have a fantastic opportunity for a seasoned Sales Director with experience of working for either a small group or SME ideally within the piling, rail, or construction industry. Key responsibilities As the Sales Director you will have overall responsibility to direct and lead the development and delivery of a strategy for profitable sales growth and contribute to the overall development of the Aspin Group. As Sales Director, you will be tasked with identifying, planning and executing sales opportunities as well as being responsible for prospecting and implementing a business development pipeline. You will also be in command of managing our existing customer relationships and developing relationships with prospective customer organisations. If you are extremely self-motivated and driven by success with the ability to demonstrate and lead with Aspin values and behaviours, combined with the passion to drive our business forward into 2017 this could be the job for you. Personal Attributes
Established experience working as a Sales Director Proven track record of exceeding quarterly quotas and annual quotas Proven experience of leading and managing a sales team Have a consultative sales approach Extremely self-motivated Driven by success
30 Days annual leave Company car scheme Group employer pension scheme Vitality health & wellbeing provider Accredited Investors in People
Highly attractive salary package + bonus and share options To express an interest in this position, please email your CV to firstname.lastname@example.org.
www.aspingroup.com | email@example.com Head office: Hemel Hempstead - 01442 236 507 Hertfordshire Nottinghamshire Derbyshire Lancashire Staffordshire Glasgow Somerset
We need your expertise We are currently looking for skilled engineers with experience in rail infrastructure and vehicle projects, to help us deliver exceptional service in a rapidly developing sector. Network Certification Body (NCB) is supporting some of the biggest rail projects both in the UK and overseas. The expertise of our engineers assess whether rail projects are fit to tackle the challenges of our rapidly developing networks. Successful candidates can expect a rewarding future participating in some of the most significant rail projects, developing skills amongst some of the most notable experts in the field. Want to hear more?
Visit net-cert.co.uk or email firstname.lastname@example.org for further details.
FEATURE PEOPLE |
New executive team announced for Greater Anglia franchise
Abellio Greater Anglia has announced the key appointments to its executive team:
Jay Thomson’s role is a new one. He has held a variety of engineering and safety roles on the railway in East Anglia since 1993. Mike Kean will focus on the work streams involved in delivering the new trains and timetables planned for 2019/2020 and the programme of wider upgrades the company has promised as part of its franchise agreement. Richard Dean has been appointed to his role as Peter Lensink (the current operations director) has been promoted to the role of commercial director for Abellio’s UK Bus Division. Dean is currently train service delivery director with South Eastern, and is expected to join the team towards the end of the year. Managing director, Jamie Burles said: ‘With the new executive team in place, I look forward to delivering, along with my colleagues across our network, a transformation to train services in East Anglia over the next nine years.’
• • • • • • • • • •
managing director Jamie Burles franchise & programmes director Mike Kean finance director Adam Golton operations director Richard Dean commercial director Andy Camp human resources director Michelle Smart customer services director Andrew Goodrum engineering director Colin Dobson asset management director Simone Bailey head of safety, security & sustainability Jay Thomson
Tony Poulter joins DfT Poulter has been appointed as a nonexecutive member of the Department for Transport board by transport secretary Chris Grayling. He was previously a partner and global head of consulting at PricewaterhouseCoopers. New MD for telent Technology company telent has appointed Steve Dalton as the new managing director of its rail business. He will take over from Steve Pears, who is retiring.
New CIO for Network Rail etwork Rail announced recently that Jeremy Vincent has joined the company as the chief information officer. Vincent previously held senior roles at Allied Domecq and EMI Music before spending eight years at Jaguar Land Rover as CIO. Vincent succeeds Susan Cooklin who earlier in the year moved to become route services director. He has joined the route services senior management team and reports directly to Cooklin.
Alstom appoints Henrik Anderberg as MD for regional & intercity at Alstom UK & Ireland nderberg was previously director for HS2 and replaces Rob Whyte, who takes over as the new MD for Alstom in the Nordics. Anderberg, who will continue to be responsible for HS2, will oversee the ongoing maintenance of the Virgin fleet of Pendolino trains and the rollout of Alstom’s TrainScanner technology. He will also be in charge of bids for new rolling stock contracts across both conventional and high speed lines in the UK.
New CEO for RIA The Railway Industry Association has appointed Darren Caplan as its new chief executive. Caplan comes to RIA from the Airport Operators Association, where has been CEO for the last six years. He takes over from interim chief executive David Tonkin, who has led the RIA since former director general Jeremy Candfield announced his retirement in the summer. Caplan will commence his new role early in the New Year. RIA chairman Gordon Wakeford, said: ‘Darren has an excellent track record of successfully running a transport trade association, campaigning for sectoral growth, enhancing its performance, and delivering improved member satisfaction scores every year.’ Caplan said: ‘I am tremendously excited to be joining RIA at this key time, when the railway industry is going through such a major modernisation programme, providing huge opportunities for RIA’s innovative supplier members.’
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RAIL PROFESSIONAL NOVEMBER 2016 ISSUE